Create a buyer-validated path from the current opportunity stage to a real purchasing decision by making the buyer's outcome, decision process, evaluation requirements, internal approvals, commercial process, responsibilities, dates, dependencies, and risks visible.
A credible mutual action plan must answer:
Model C: Hybrid
Run Prompts 3.1–3.4 internally, Prompts 3.5–3.6 in a sanitized buyer-facing workspace, and Prompt 3.7 in the internal opportunity conversation.
The chain, in order:
Run these in order. Each one produces a handoff that the next prompt expects as input. Fill in every bracketed field before you send it.
Feeds into: Prompt 3.2
You are acting as a B2B deal-orchestration strategist, mutual action plan specialist, buyer-process analyst, and qualification-quality reviewer.
OBJECTIVE
Determine whether this opportunity is ready for a mutual action plan. Recommend one only when it helps the buyer and seller coordinate a real decision process, not because the seller wants a close date, the opportunity is large, the quarter is ending, a manager requires a plan, or the buyer agreed to another meeting.
INPUTS
Account:
Opportunity:
Current stage:
Buyer-validated problem:
Buyer-validated impact:
Desired outcome:
Current next step:
Known buyer participants:
Known seller participants:
Known decision requirements:
Known target date:
Reason the target date matters:
Current qualification summary:
Information that must remain internal:
Workflow 1 context:
Workflow 2 context:
Known critical event:
Known technical evaluation:
Known security review:
Known procurement process:
Known legal process:
Known implementation dependencies:
Known champion:
Known economic buyer:
Current CRM record:
INSTRUCTIONS
1. Evaluate readiness across problem, impact, outcome, priority, critical event, decision complexity, stakeholder complexity, technical evaluation, security, commercial process, buyer willingness, and next-step clarity.
2. Separate verified readiness, partial readiness, missing information, negative evidence, and information not yet appropriate to require.
3. Choose the appropriate format: full mutual plan, limited evaluation plan, technical proof plan, simple next-step summary, internal close plan, additional discovery, or no active plan.
4. Identify buyer value.
5. Identify risks of proposing a plan now.
6. Identify missing prerequisites.
7. Produce a verdict:
- READY FOR FULL MUTUAL PLAN
- READY FOR LIMITED SHARED PLAN
- INTERNAL PLAN ONLY FOR NOW
- ADDITIONAL DISCOVERY REQUIRED
- RETURN TO STAKEHOLDER MAPPING
- RETURN TO BUSINESS-CASE DEVELOPMENT
- NOT APPROPRIATE
8. Create the next action.
DECISION RULES
- Stop if the buyer problem is unsupported.
- Return to discovery if the outcome is unclear.
- Do not treat a date without buyer consequence as a critical event.
- If the process is unknown, continue only with an internal hypothesis map.
- Do not burden a champion with actions outside their control.
- Do not present projected value as validated when the business case is incomplete.
OUTPUT FORMAT
# MUTUAL PLAN READINESS ASSESSMENT
## 1. Readiness verdict
## 2. Readiness matrix
## 3. Buyer-value assessment
## 4. Risks of proposing a plan now
## 5. Missing prerequisites
## 6. Recommended next action
## 7. NEXT-PROMPT HANDOFFFeeds into: Prompt 3.3
You are acting as a B2B critical-event analyst, buyer-outcome strategist, implementation-timing reviewer, and evidence-quality auditor.
OBJECTIVE
Validate the buyer's desired outcome, the event or timing connected to it, the consequences of meeting or missing the date, whether timing is buyer driven, and which milestones must occur backward from the date.
INPUTS
Paste Prompt 3.1 NEXT-PROMPT HANDOFF:
[PASTE HERE]
Buyer-stated desired outcome:
Buyer-stated timing:
Known target date:
Known consequences:
Known implementation duration:
Known evaluation duration:
Known approval duration:
Seller's desired close date:
Evidence sources:
Information that must remain internal:
INSTRUCTIONS
1. Separate business, operational, technical, risk, financial, personal, and seller-interpreted outcomes.
2. Classify outcomes as buyer stated, validated, partially supported, seller proposed, or unknown.
3. Analyze event, date, owner, importance, consequence, fixed/flexible status, source, and confidence.
4. Classify the critical event as validated, partially validated, target without consequence, seller driven, or absent.
5. Identify dependencies across evaluation, security, procurement, legal, budget, implementation, training, migration, executive approval, and resources.
6. Reverse-plan only from validated information.
7. Create buyer-safe validation questions.
8. Identify the earliest decision date required.
9. Distinguish decision, contract, purchase order, implementation start, go-live, and value-realization dates.
10. Identify schedule risk.
OUTPUT FORMAT
# BUYER OUTCOME AND CRITICAL-EVENT BRIEF
## 1. Outcome summary
## 2. Outcome matrix
## 3. Critical-event assessment
## 4. Date architecture
## 5. Backward dependency map
## 6. Timing risks
## 7. Buyer-safe validation questions
## 8. NEXT-PROMPT HANDOFFFeeds into: Prompt 3.4
You are acting as a complex B2B decision-process analyst, buying-committee strategist, evaluation-design reviewer, and evidence-quality auditor.
OBJECTIVE
Map how the buyer will evaluate, recommend, approve, and decide. Do not confuse the decision process with contracting or procurement.
INPUTS
Paste Prompt 3.2 NEXT-PROMPT HANDOFF:
[PASTE HERE]
Paste relevant Workflow 2 stakeholder handoff:
[PASTE HERE]
Current stage:
Known decision criteria:
Known evaluation activities:
Known technical requirements:
Known business requirements:
Known security requirements:
Known decision participants:
Known approval participants:
Known champion:
Known economic buyer:
Known competitors or alternatives:
Information that must remain internal:
INSTRUCTIONS
1. Separate decision criteria, evaluation activities, recommendation, business approval, final decision, and paper process.
2. Identify business, financial, technical, security, privacy, legal, operational, implementation, vendor, relationship, and strategic criteria.
3. For each criterion identify definition, importance, owner, evidence, status, seller fit, and confidence.
4. Map the decision sequence.
5. Identify information gatherers, evaluators, recommenders, approvers, economic authority, technical authority, security authority, implementation owners, end users, champions, and coaches.
6. Identify decision mechanics such as consensus, executive decision, committee, scorecard, RFP, proof, budget committee, governance review, or unknown.
7. Identify dependencies and failure modes.
8. Create buyer-safe questions.
9. Produce a confidence assessment.
OUTPUT FORMAT
# BUYER DECISION-PROCESS MAP
## 1. Decision-process summary
## 2. Decision-criteria matrix
## 3. Decision-stage map
## 4. Stakeholder decision roles
## 5. Decision mechanics
## 6. Dependencies
## 7. Failure-mode analysis
## 8. Buyer-safe validation questions
## 9. Decision-process confidence
## 10. NEXT-PROMPT HANDOFFFeeds into: Prompt 3.5
You are acting as a B2B commercial-process analyst, procurement and contracting workflow mapper, deal-desk coordinator, and process-risk reviewer.
OBJECTIVE
Map the paper process required to move from solution selection to an executable agreement. This may include vendor onboarding, security, privacy, procurement, finance, budget confirmation, quote approval, discount approval, legal review, redlines, insurance, tax, purchase order, signature, booking, and billing.
Do not provide legal advice and do not assume all steps apply.
INPUTS
Paste Prompt 3.3 NEXT-PROMPT HANDOFF:
[PASTE HERE]
Seller legal entity:
Buyer legal entity:
Known contracting entity:
Known procurement contact:
Known legal contact:
Known finance contact:
Known security or privacy contact:
Known signer:
Known purchase-order requirement:
Known vendor-onboarding requirements:
Known seller-side approval rules:
Known pricing or discount requirements:
Known contract form:
Target contract date:
Information that must remain internal:
INSTRUCTIONS
1. Confirm legal and commercial entities.
2. Identify applicable paper-process categories.
3. For each step record purpose, owners, inputs, documents, authority, dependency, verified duration, status, completion evidence, and risk.
4. Separate buyer, seller, shared, and unknown process.
5. Identify ordering dependencies and safe parallel work.
6. Identify required internal and buyer sources.
7. Identify redline and negotiation risks without legal conclusions.
8. Identify approval uncertainty.
9. Create buyer-safe questions.
10. Produce a confidence rating.
OUTPUT FORMAT
# PAPER-PROCESS CONTROL MAP
## 1. Process summary
## 2. Entity and route validation
## 3. Paper-process map
## 4. Buyer-side requirements
## 5. Seller-side requirements
## 6. Parallel versus sequential work
## 7. Redline and negotiation risk
## 8. Buyer-safe validation questions
## 9. Internal escalation list
## 10. NEXT-PROMPT HANDOFFFeeds into: Prompt 3.6
You are acting as a B2B mutual action plan architect, customer collaboration specialist, project-sequencing analyst, and buyer-facing document editor.
OBJECTIVE
Create a clear buyer-facing mutual action plan that helps both organizations coordinate the buyer's evaluation and purchasing decision. The plan must be buyer relevant, collaborative, evidence based, easy to maintain, clear about owners and dependencies, honest about provisional information, and free of internal forecast language.
INPUTS
Validated buyer outcome:
Desired value or result:
Critical-event classification:
Governing date:
Decision date:
Implementation or value date:
Decision-process handoff:
[PASTE]
Paper-process handoff:
[PASTE]
Known buyer owners:
Known seller owners:
Current completed milestones:
Current in-progress milestones:
Buyer terminology:
Information excluded from the buyer-facing plan:
Information that must remain internal:
INSTRUCTIONS
1. Begin with the buyer outcome and success evidence.
2. State the plan purpose as a working coordination tool, not a purchase commitment.
3. Build only applicable milestones across business validation, technical evaluation, security/privacy, business case, stakeholder alignment, decision, procurement, legal, signature, and implementation readiness.
4. For each milestone include objective, buyer value, owners, date, status, dependency, input, completion evidence, and question.
5. Mark dates and ownership as confirmed, proposed, provisional, or unknown.
6. Distinguish activity, deliverable, acceptance, and decision.
7. Define statuses.
8. Create a shared risk section.
9. Create maintenance rules.
10. Produce buyer-facing and internal pre-share versions.
OUTPUT FORMAT
# BUYER-FACING MUTUAL ACTION PLAN
## 1. Shared objective
## 2. Purpose of this plan
## 3. Plan assumptions
## 4. Milestone plan
## 5. Decision and approval checkpoints
## 6. Technical and risk workstreams
## 7. Current open questions
## 8. Shared risks and dependencies
## 9. Status definitions
## 10. Maintenance rules
# INTERNAL PRE-SHARE REVIEW
## Items safe to share
## Items requiring buyer validation
## Items that must remain internal
## Missing owners
## Missing dates
## Unsupported assumptions
## Recommended buyer-review agenda
## NEXT-PROMPT HANDOFFFeeds into: Prompt 3.7
You are acting as a B2B buyer-collaboration facilitator, mutual action plan workshop designer, stakeholder-alignment strategist, and revision-control specialist.
OBJECTIVE
Prepare a collaborative review session that allows the buyer to correct, add, remove, confirm, reject, and maintain the plan. The goal is accuracy and mutual usefulness, not artificial commitment.
INPUTS
Paste Prompt 3.5 NEXT-PROMPT HANDOFF:
[PASTE HERE]
Buyer review participants:
Seller review participants:
Meeting length:
Current contact:
Champion or coach:
Known sensitivities:
Document-sharing method:
Desired review outcome:
Information that must remain internal:
INSTRUCTIONS
1. Create a buyer-centered objective.
2. Create opening language that invites correction and states the plan is not a purchase commitment.
3. Design the agenda.
4. Validate outcome, date, decision steps, participants, criteria, owners, dependencies, paper process, completion evidence, and maintenance.
5. Create questions for provisional items.
6. Create owner- and date-validation language.
7. Create process questions.
8. Create a change log.
9. Define revision rules.
10. Create follow-up wording.
11. Define signs that the plan is not mutual.
OUTPUT FORMAT
# MUTUAL PLAN BUYER-VALIDATION PACKAGE
## 1. Review objective
## 2. Opening language
## 3. Review agenda
## 4. Provisional-item validation
## 5. Owner-validation questions
## 6. Date-validation questions
## 7. Process-validation questions
## 8. Change log template
## 9. Post-review decision rules
## 10. Follow-up communication
## 11. Signs the plan is not yet mutual
## 12. NEXT-PROMPT HANDOFFFeeds into: your CRM and the next workflow
You are acting as a B2B deal-milestone inspector, schedule-risk analyst, forecast-integrity reviewer, and recovery-plan strategist.
OBJECTIVE
Inspect the mutual action plan and determine what changed, why it changed, whether buyer priority changed, whether target date and forecast are affected, whether the issue is recoverable, and which response is appropriate.
INPUTS
Account:
Opportunity:
Current stage:
Previous mutual action plan:
Current mutual action plan:
Changes since last review:
Completed activities:
Incomplete activities:
Missed dates:
Buyer communications:
Seller communications:
Current target date:
Current forecast category:
Current next step:
Information that must remain internal:
INSTRUCTIONS
1. Compare plan versions.
2. Classify changes as completed, delayed, rescheduled, rejected, reassigned, blocked, removed, added, or requiring revalidation.
3. Determine cause where evidence exists.
4. Separate buyer, seller, shared, external, and unknown responsibility.
5. Assess impact on outcome, critical event, decision, paper process, stakeholders, forecast, implementation, and terms.
6. Determine whether target date is supported, at risk, unsupported, expired, or replaced.
7. Select response: continue, recover, replan, gather information, escalate, return to an earlier workflow, downgrade, nurture, or disqualify.
8. Create buyer-safe discussion plan.
9. Create CRM and forecast recommendations.
10. Create transfer to Workflow 8 or 9.
OUTPUT FORMAT
# MILESTONE AND SLIPPAGE INSPECTION
## 1. Executive finding
## 2. Plan-change table
## 3. Delay ownership
## 4. Critical-path impact
## 5. Target-date assessment
## 6. Deal-health implications
## 7. Recommended response plan
## 8. Buyer-safe discussion
## 9. CRM and forecast recommendations
## 10. NEXT-WORKFLOW TRANSFER