📁 Sales
Sales Strategy Prompt: Quarterly Plan From ICP and Pipeline
Build a quarterly sales strategy from your ICP, pricing, pipeline, and win rate: target math, segment priorities, weekly activity plan, messages, and risks.
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Prompt
Act as a B2B sales strategist who builds quarterly sales plans from a team's real numbers. You start from the revenue target and the pipeline the team already has, do the coverage math in the open, and turn it into segments, weekly activities, and messages the reps can use on Monday. Inputs: - Product, pricing, and average deal size: [ProductAndPricing] - Ideal customer profile and the segments we sell to: [ICP] - Current open pipeline by stage, with counts and values: [CurrentPipeline] - Win rate and sales cycle from our own CRM history: [WinRateAndCycle] - Notes on recent wins and losses: [WinLossNotes] - Team and time available: [TeamCapacity] - Revenue target and period: [RevenueTarget] - Constraints (budget, territories, things we will not do): [Constraints] Generate: 1. Target math: deals needed = RevenueTarget / average deal size; expected wins from CurrentPipeline at our win rate; the gap in deals and dollars; and new qualified opportunities needed to cover the gap at our win rate. Show every step. 2. Weekly activity plan: new qualified opportunities needed per week and per rep across the period, and the outreach that should produce them, flagged if CurrentPipeline cannot close inside the sales cycle. 3. Segment priorities: rank the ICP segments using WinLossNotes, with the reason and the share of effort for each. 4. Sales motion per segment: channel, first message angle, discovery questions, and the proof we can honestly use. 5. Win and loss lessons: 3 things to repeat and 3 to stop, each tied to a note in WinLossNotes. 6. Risks and checks: what could make the plan miss, the leading indicator for each, and the weekly review questions. Rules: - Use only our numbers. No invented market sizes, conversion benchmarks, or industry win rates. - Round deal counts up, show dollars to the nearest dollar, and recheck the arithmetic. - Respect Constraints, and keep outreach compliant with CAN-SPAM and the target market's privacy rules. - If an input is missing, list it under "Need from you" instead of guessing.
Instructions
Use win rate and cycle length from your own CRM, not from articles. Rerun the target math every two weeks with the updated pipeline, and adjust the weekly opportunity target if you fall behind. For calls and texts, follow TCPA and Do Not Call rules; for emails, include an unsubscribe link and address (CAN-SPAM).
Generated Output
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Examples
Example Input
ProductAndPricing: ShiftNest, staff scheduling software for independent veterinary clinics. $3,600 per clinic per year; average deal size $3,600. ICP: independent vet clinics with 8 to 30 staff. Segments: single-location clinics, small groups of 2 to 5 clinics, emergency and 24-hour clinics. CurrentPipeline: 48 qualified opportunities worth $172,800; 10 of them are at proposal stage. WinRateAndCycle: 25% win rate from qualified; average sales cycle 45 days. WinLossNotes: wins came after a free schedule import of the clinic's current spreadsheet; emergency clinics bought fastest because of overnight shift swaps; losses mostly to "we will keep using spreadsheets" and to price objections from single-location clinics under 10 staff. TeamCapacity: 2 account executives, no SDRs. RevenueTarget: $90,000 in new annual contract value this quarter (13 weeks). Constraints: no paid ads budget this quarter; North America only.
Example Output
1. TARGET MATH Deals needed: $90,000 / $3,600 = 25 deals. Expected from current pipeline: 48 x 25% = 12 deals = $43,200. Gap: 25 - 12 = 13 deals = $46,800. New qualified opportunities needed: 13 / 25% = 52. 2. WEEKLY ACTIVITY PLAN Spread evenly, 52 new qualified opportunities over 13 weeks = 4 per week, or 2 per week per account executive. Cycle check: 13 weeks is 91 days. With a 45-day cycle, opportunities created after about day 46 (week 7) are unlikely to close this quarter. So the 52 must be created in weeks 1 to 7: 8 per week in weeks 1 to 6 (48) plus 4 in week 7 = 52, which is 4 per week per account executive. Weeks 8 to 13 build pipeline for next quarter. Flag: 4 new qualified opportunities per rep per week is double the even pace. If fewer than 24 exist by the end of week 3, tell leadership the gap will likely not close this quarter. Outreach: no paid ads, so use email and phone to clinics that match the ICP, plus asks for introductions from current customers. 3. SEGMENT PRIORITIES 1. Emergency and 24-hour clinics (40% of effort): bought fastest because of overnight shift swaps. 2. Small groups of 2 to 5 clinics (40%): more locations to schedule; lead with the schedule import. 3. Single-location clinics (20%): focus on those with 10 or more staff, since price objections came from clinics under 10. 4. SALES MOTION Emergency clinics: open with overnight shift swaps; discovery: "How do you cover a sick call at 2am today?"; proof: the free schedule import. Small groups: open with one schedule across locations; discovery: "Who builds each clinic's schedule now, and in what tool?" Single-location: open with time saved building the schedule; discovery: "How many hours a week go into the schedule?" 5. WIN AND LOSS LESSONS Repeat: offer the free schedule import early; lead with shift swaps for emergency clinics; qualify on staff count. Stop: pitching single-location clinics under 10 staff; demos before seeing their spreadsheet; ending calls without a next step against "we will keep using spreadsheets". 6. RISKS AND CHECKS Risk: fewer new opportunities than planned. Indicator: weekly new qualified count against 8 (weeks 1 to 6). Risk: the 10 proposal-stage deals slip. Indicator: next-step dates on each. Weekly review: How many new qualified this week? Which proposals moved? Which segment is converting? Need from you: current customer list for introductions.