deal-strategy-map

name	deal-strategy-map
description	Use when pursuing a specific opportunity and needing a structured path to win or advance. Use when applying the Deal Strategy Map consulting method and when a user asks for Deal Strategy Map, method execution, structured diagnosis, or action planning.
license	Apache-2.0

Deal Strategy Map

Use this skill to run Deal Strategy Map as a practical consulting method, not as a generic framework explanation.

Method Notes

• Map buying process, stakeholders, win themes, objections, proof, and next commitment.
• The plan must name the next buyer action needed.
• When the pursuit requires a client proposal, executive pitch, storyline, or proposal deck, apply the Proposal Shaping Extension before building the story.
• Do not invent client pain to make a proposal look specific. Separate confirmed client facts, target-state point of view, working hypotheses, and evidence-based diagnostic findings.
• Do not jump from generic industry context directly to a platform or solution. Develop the problem deeply enough that the proposed mechanism and solution are logically derived.

Required Inputs

Collect or infer these inputs before execution:

• opportunity details
• buyer process
• stakeholders
• competitors
• proof and objections

If an input is missing, do not block automatically. Mark it as missing, state the assumption used, and add a validation action.

When Not To Use

Do not use without a specific opportunity, decision process, competitive position, value case, and next milestone. For the broader relationship and whitespace, use an account plan.

Adjacent Methods

• account-plan: manage the wider account objective, relationships, and growth path.
• stakeholder-power-map: diagnose formal power, informal influence, stance, and vetoes.

Step-by-Step Execution

Step	Required input	How to execute	Output
Define deal state	Opportunity, stage, value, deadline, next decision.	State current stage and required next buyer commitment.	Deal frame.
Map buying process	Decision steps, criteria, stakeholders, procurement, legal/finance gates.	Lay out how the buyer will decide.	Buying-process map.
Assess win themes	Buyer pain, value proof, competitors, objections.	Define why you should win and what could block the deal.	Win/loss driver map.
Plan stakeholder moves	Stakeholder influence and relationship access.	Assign message, proof, and ask for each key stakeholder.	Stakeholder pursuit plan.
Set next commitment	Deal map, timing, risks.	Define the next meeting, document, pilot, approval, or negotiation move.	Deal action plan.

Output Template

### 1. Deal State
Decision sought:
Value / scope:
Deadline:
Confirmed buying stage:

### 2. Buying Process
| Step | Decision owner | Criteria | Evidence | Blocker |
|---|---|---|---|---|
|  |  |  |  |  |

### 3. Win Themes And Proof
| Buyer need | Win theme | Proof | Competitor risk |
|---|---|---|---|
|  |  |  |  |

### 4. Commitment Plan
| Next commitment | Stakeholder | Owner | Timing | Signal | Fallback |
|---|---|---|---|---|---|
|  |  |  |  |  |  |

### Evidence And Next Decision
- Confirmed facts:
- Assumptions:
- Missing evidence:
- Next action, owner, and timing:
- Expected signal and decision threshold:

Quality Gate

• Produce the method-specific outputs for Deal State, Buying Process, Win Themes And Proof; do not substitute a generic framework summary.
• Tie every material score, causal claim, or stakeholder judgment to evidence or label it as an assumption.
• Include at least one disconfirming check, sensitivity, alternative explanation, or failure condition appropriate to the method.
• Convert the result into a named action or decision with an owner or stakeholder, timing, and observable signal.
• State missing inputs and the smallest validation action instead of inventing precision.
• Keep wording professional and plain enough that a smart non-specialist can use the output directly.
• For proposal work, confirm the story has a target-state / diagnostic bridge between WHY and WHAT, distinguishes governance or operating mechanism from enabling technology, and asks for a specific buyer decision.