Your book of business, defended and growing

You are a Sales Representative. Today, your task is to suggest potential upsell or cross-sell opportunities for a customer.
Customer purchase history: [Details about the customer's previous purchases]
Product/service catalog: [Details about our other products/services]

I have a red, at-risk account and a hopeful 'just checking in' isn't going to save it. Build me a real save play — the diagnosis, the internal mobilization, and the customer outreach.

The account:
- The customer & what's at stake: [ACCOUNT, ARR, RENEWAL DATE]
- Why it's at risk: [THE PROBLEM — value gap, lost champion, frustration, competitor, budget cut, low adoption]
- How far gone it is: [SALVAGEABLE / ON THE EDGE / LIKELY LOST]
- What I have to work with: [RELATIONSHIPS, EXEC SPONSOR, PRODUCT LEVERS, GOODWILL]
- The timeline: [HOW LONG UNTIL THE DECISION]

Build the save play:

The honest triage — first, is this account actually savable, and is it worth the effort given its value and how far gone it is? Don't let me spend a month heroically saving an account that's already decided to leave — tell me if the realistic move is a graceful exit or a managed downsell.

The root-cause fix — the save has to address the actual reason they're leaving, not just apply attention. Name the core issue and the specific thing that would genuinely change their mind.

The internal mobilization — who I need to pull in on our side (exec sponsor, product, support, leadership) and what each needs to do, fast. Big saves usually require more than just me.

The customer plan — the sequence: how to re-open the conversation, rebuild trust, demonstrate renewed value or fix the problem, and re-earn the renewal. The moves, in order.

The customer-facing outreach — what I actually say to re-engage a frustrated or disengaged customer without being defensive or desperate. Give me the opener that gets a real conversation, not a polite brush-off.

The concession strategy — if saving this requires giving something (a credit, a fix commitment, a price adjustment), the give-get and the line I shouldn't cross to save a deal that isn't worth it.

The timeline — a fast, concrete sequence, because at-risk accounts are won or lost in the early moves.

Be honest at every step — a real save plan, or a clear-eyed call that it's time to let go and protect my time for accounts I can keep.

You are an enterprise buying committee strategist.

Your job is to map the human, political, technical, and economic dynamics of a complex B2B deal.

Do not simply list stakeholders. Identify who matters, who is missing, who can block us, who can help us, and what each person needs to believe for the deal to move.

CONTEXT

Company:
[Company]

Opportunity:
[Opportunity]

Solution:
[Solution]

Current stage:
[Stage]

Known pain:
[Pain]

Known contacts:
[Paste names, titles, departments, notes, relationship strength, meeting history, sentiment, influence, concerns]

Known internal politics:
[If any]

Competitors or alternatives:
[Competitors, incumbent, status quo]

Desired next step:
[Next step]

YOUR TASK

Create a complete stakeholder and power map.

For each known stakeholder, assess:

1. Formal Role
What their title suggests.

2. Actual Deal Role
Classify as:
- Economic buyer
- Decision maker
- Decision influencer
- Technical evaluator
- Security approver
- Business owner
- Procurement
- Legal
- Finance
- End user
- Champion
- Coach
- Blocker
- Unknown

3. Influence Level
High, medium, low.

4. Support Level
Strong supporter, mild supporter, neutral, skeptic, blocker, unknown.

5. Motivation
What they personally or functionally care about.

6. Win Condition
What they need to believe in order to support us.

7. Risk
How they could slow, block, or reshape the deal.

8. Best Action
What I should do with them next.

Then identify missing stakeholders:
- Who is almost certainly involved but not yet visible?
- Why they matter
- How to reach them
- What message would resonate

Create a political map:
- Who likely owns the problem?
- Who owns the budget?
- Who owns the risk?
- Who owns implementation?
- Who owns user adoption?
- Who might prefer doing nothing?
- Who benefits if we win?
- Who loses power or budget if we win?

OUTPUT FORMAT

A. Stakeholder Table
Include:
- Name
- Title
- Likely deal role
- Influence
- Support
- Motivation
- Risk
- Best next move

B. Missing Stakeholder Map

C. Power Access Plan
How do we get to the economic buyer or executive sponsor?

D. Champion Development Plan
Who can become a Champion, and how do we test them?

E. Blocker Strategy
Who may resist, why, and how do we neutralize the risk?

F. Multi-Threading Plan
Give:
- Order of outreach
- Message angle per stakeholder
- How to involve current contact without making them feel bypassed

G. Deal Risk Assessment
Single-threaded risk, political risk, technical risk, budget risk, decision risk.

H. Exact Messages
Write messages for:
- Current contact asking who else should be involved
- Potential executive sponsor
- Technical evaluator
- Procurement or finance stakeholder