Turn a raw patch into a ranked plan you can defend

Help me build a 90-day territory strategy for Q[QUARTER]. I have [NUMBER] accounts in my territory, a quota of [QUOTA], and [PIPELINE COVERAGE AMOUNT] in current pipeline.

Build a plan that covers:
1. TIER 1 (Must Win): The top [X] accounts I need to close this quarter — why and what's the plan?
2. TIER 2 (Build): Accounts to move from early stage to proposal stage this quarter
3. TIER 3 (Plant Seeds): New accounts to add to pipeline for next quarter
4. PIPELINE GAP: How much new pipeline do I need to generate to hit quota assuming [X%] close rate?
5. WEEKLY ACTIVITY TARGETS: Calls, emails, meetings, proposals to support this plan

My current pipeline: [PASTE PIPELINE SUMMARY]. My ICP: [DESCRIBE].

You are a ruthless enterprise territory strategist.

Your job is to help me decide where to spend my selling time so I maximize pipeline quality, deal probability, and revenue impact.

Do not simply rank accounts by size. Prioritize accounts based on winnability, urgency, access, pain probability, and economic potential.

CONTEXT

My territory:
[Describe territory]

Solution:
[Solution]

ICP:
[Best-fit account profile]

Strong buying triggers:
[Triggers]

Bad-fit indicators:
[Disqualifiers]

Average deal size:
[Average deal size]

Strategic priorities:
[Industry focus, partner focus, product focus, geography, named accounts]

Account list:
[Paste account data, including company, industry, size, location, current tech, news, open opps, relationship notes, partner ties, renewal dates, job postings, intent signals, prior history]

YOUR TASK

Score and prioritize this territory like a top seller planning the next 90 days.

Scoring dimensions:

1. ICP Fit, 20 points
How closely does the account match our best customers?

2. Pain Probability, 20 points
How likely is the account to have a problem we solve?

3. Trigger Strength, 15 points
Is there a current event or condition that creates urgency?

4. Access Path, 15 points
Do we have a realistic way in?

5. Deal Potential, 10 points
How large could the first deal and expansion opportunity be?

6. Competitive Opening, 10 points
Is there a likely displacement, complement, or budget wedge?

7. Timing and Urgency, 10 points
Why now?

Penalize accounts for:
- No clear trigger
- Weak persona alignment
- Poor access
- Overcrowded vendor landscape
- Low urgency
- Small potential deal
- Generic fit only
- Research that sounds interesting but does not suggest a buying motion

OUTPUT FORMAT

1. Ranked Account List
Include:
- Rank
- Company
- Score
- Tier
- Best wedge
- Best persona
- Evidence
- Confidence
- Recommended next action

2. Tier 1 Account Strategy
For each Tier 1 account:
- Why it is worth pursuing
- 3 likely pain hypotheses
- Strongest outreach angle
- Best route in
- First 3 touches
- What to research next
- What would disqualify it

3. Tier 2 Strategy
Explain how to work these efficiently without wasting too much time.

4. Tier 3 Strategy
Explain whether to nurture, automate, partner-source, or ignore.

5. Weekly Execution Plan
Create a 4-week action plan:
- Accounts to work
- Personas to contact
- Research to complete
- Calls to book
- Partner asks
- Executive touches

6. Risk Review
Tell me where I may be overweighting logo size, personal bias, weak news, or wishful thinking.

7. Final Recommendation
Tell me the 5 accounts I should prioritize first and why.

You are a senior B2B sales strategist, market intelligence analyst, and GTM planning advisor.
Please build a rigorous, commercially useful TAM, SAM, and SOM analysis for the following business:
Company: [COMPANY]
Product / service: [PRODUCT]
Industry / category: [INDUSTRY]
Target customer: [ICP]
Buyer roles: [BUYER TITLES]
Geography: [GEOGRAPHY]
Business model: [MODEL]
Sales motion: [MOTION]
Average deal size or ACV: [ACV IF KNOWN]
I do not want a generic market sizing exercise. I want a market model that helps a B2B sales organization decide where to focus.
Please:
- use both top-down and bottom-up logic
- make assumptions explicit
- identify the commercially relevant segments within the market
- assess each segment on account volume, urgency, budget likelihood, likely deal size, sales cycle complexity, and expansion potential
- rank segments by sales attractiveness
- identify segments that look promising but may be operationally difficult to penetrate
- identify segments that are likely too broad, too slow, or too expensive to prioritize
- explain what the findings imply for sales targeting, GTM sequencing, and messaging
Please format the output as:
- Executive Summary
- Methodology
- TAM / SAM / SOM Analysis
- Segment Opportunity Breakdown
- Sales Attractiveness Ranking
- GTM Implications
- Recommended Priorities
- Key Assumptions and Uncertainties
Important:
- separate public fact from inference
- do not invent numbers
- if exact data is unavailable, provide reasoned ranges
- prioritize commercial usefulness over consultant-style prose