Builds a structured map of customer stakeholders with roles, influence levels, engagement status, and relationship strategy per contact. Identifies coverage gaps and single-thread risk. Use when asked to map stakeholders, build an org chart, assess relationship coverage, identify single-thread risk, plan stakeholder engagement, or when a CSM needs to understand who matters at an account and where the relationship gaps are. Also triggers for questions about stakeholder mapping, contact assessment, org chart analysis, relationship coverage, multi-threading assessment, or who to engage at a customer account.
Builds a structured view of who matters at a customer account, how strong your relationship is with each person, and where the gaps are. The most common preventable churn pattern is single-threaded accounts where the champion leaves. This skill makes that risk visible before it materialises.
Provide for each known contact:
Also provide:
| Type | Definition | Why They Matter |
|---|
| Priority |
|---|
| Champion | Actively advocates for the product. Goes to bat for you internally | If they leave, the relationship is at immediate risk. Your most important contact | Critical -- always engaged |
| Economic Buyer | Controls or directly influences the budget decision | If not engaged, the renewal is decided by someone you have never spoken to | Critical -- engage before renewal |
| Decision Maker | Has final authority on the renewal or expansion decision | May be the same as Economic Buyer or may be different (CEO, board, procurement) | High -- at least one touchpoint before any commercial conversation |
| Technical Lead | Owns the implementation and day-to-day technical relationship | If frustrated with the product, technical issues escalate and adoption stalls | Medium -- engage on product-related topics |
| End User Champion | Uses the product daily and advocates to their peers | Their enthusiasm drives organic adoption. Their frustration spreads just as fast | Medium -- recognise and support |
| Executive Sponsor | Senior leader who provides strategic air cover for the investment | If unaware of value being delivered, the budget is vulnerable in prioritisation discussions | High -- quarterly engagement minimum |
| Influencer | Does not decide but shapes opinions | An unmanaged negative influencer can poison the relationship without the CSM knowing | Varies -- identify and monitor |
| Detractor | Actively opposed to the product or the relationship | Must be identified and addressed, not ignored. Detractors who are unmanaged become the voice the buyer hears | High -- engage deliberately |
## Stakeholder Map: [Account Name]
**Date:** [date] | **ARR:** EUR [amount] | **Renewal:** [date]
### Active Contacts
| Name | Title | Type | Relationship | Last Touch | Sentiment | Notes |
|------|-------|------|-------------|-----------|-----------|-------|
| Tom Chen | VP Engineering | Champion | Strong | Mar 1 (call) | Advocate | Primary relationship. Drives internal adoption |
| Sarah Kim | CFO | Economic Buyer | Weak | Dec 15 (QBR) | Neutral | Met once. Has not engaged since. Critical gap |
| Lisa Park | Eng Manager | Technical Lead | Adequate | Mar 5 (email) | Supportive | Responsive. Handles day-to-day |
### Known But Not Engaged
| Name/Role | Type | Why Not Engaged | Priority |
|-----------|------|----------------|----------|
| CTO (name unknown) | Executive Sponsor | Never identified or introduced | High -- need executive coverage |
| Operations Manager | Potential user | Product is used in Engineering only. Operations could benefit | Medium -- expansion opportunity |
### Coverage Assessment
| Coverage Dimension | Status | Risk |
|-------------------|--------|------|
| Champion | ✓ Active (Tom) | Low -- but single-threaded to one champion |
| Economic Buyer | ⚠ Gap (Sarah not engaged) | High -- renewal decision at risk |
| Executive Sponsor | ✗ Missing | Medium -- no strategic air cover |
| Breadth (departments) | ⚠ Narrow (Engineering only) | Medium -- a reorg in Engineering could sever the entire relationship |
| Depth (levels) | ⚠ Thin (VP + Manager, no C-level) | Medium -- no board-level awareness of value |
### Single-Thread Risk
[Assessment: is this account dependent on one person? If yes, what is the mitigation plan?]
### Multi-Threading Plan
| Target Contact | Path to Engagement | First Action | Timeline |
|---------------|-------------------|-------------|---------|
| Sarah Kim (CFO) | Through Tom (champion introduction) | Ask Tom to facilitate a brief ROI discussion | This month |
| CTO | Through Tom or Sarah | Identify name and role first. Then propose executive alignment meeting | This quarter |
| Factor | Score | Rationale |
|---|---|---|
| Only 1 active contact | High risk | Any disruption to that person strands the relationship |
| No economic buyer engaged | High risk | Renewal will be decided without your input |
| No executive sponsor | Medium risk | Investment lacks strategic protection |
| All contacts in one department | Medium risk | Departmental reorg could sever the entire relationship |
| Active detractor exists with no engagement strategy | Medium risk | Unmanaged detractors become louder over time |
| 3+ active contacts across levels and functions | Low risk | Relationship is broad and resilient |