v1 Published snapshot
Review an Enterprise Customer Commitment
Use this workflow when an enterprise prospect or customer asks for a product capability, integration, security requirement, support model, SLA, or other commitment that may require additional company investment. The goal is to decide whether the company should make the commitment, and in what form. AI helps gather evidence and structure the decision. Sales, Product, Engineering, and customer-facing teams review the assumptions and make the final call.
Steps
- 1
Clarify the customer request
Understand what the customer is asking for and why it matters. Clarify what capability or commitment is being requested, whether it is a real blocker or simply a preference, who is asking for it, the deal size, stage, and timing, and what happens if the company does not provide it.
Turn the request into a concrete decision question that can be reviewed cross-functionally. For example: Should we add SCIM provisioning to the Enterprise plan to unlock this deal and similar accounts?
Do not jump to a solution yet. The purpose of this step is to make the commercial decision clear before Product or Engineering evaluates how to respond.
- 2
Check whether the demand is repeatable
Look across available CRM data, lost deals, customer feedback, RFPs, support requests, and existing Enterprise accounts to determine whether the request represents broader demand.
Check whether other target customers ask for the same underlying capability, whether the requirement has caused deals to stall or fail before, whether customers are willing to pay for it, and whether the request is associated with the intended ICP or only one exceptional account.
Senior Sales should challenge the commercial interpretation. Confirm whether the requirement is genuinely tied to revenue, whether it comes from the real buying process, and whether the customer has made a meaningful commitment in return.
At the end of this step, classify the demand as broadly repeatable, emerging but not yet proven, or customer-specific.
- 3
Assess what the commitment would require
Have Product, Engineering, and CS or Support assess what saying yes would actually require.
Consider engineering effort and technical risk, whether the solution is reusable, roadmap impact, implementation and support workload, ongoing operational cost, and whether the requirement should be handled as a core product capability, Enterprise-only capability, service, operational process, partner solution, or workaround.
Engineering should focus on implementation complexity, architectural impact, maintainability, and whether the solution can scale across customers. Product should assess whether the capability strengthens the intended Enterprise product or creates customer-specific scope. CS and Support should assess onboarding, support, escalation, and recurring manual work.
The key question is whether the company is creating a scalable capability or taking on a custom obligation.
- 4
Evaluate the business case
Evaluate the opportunity across seven dimensions. For each dimension, record the score, evidence, counterevidence, and key unknowns. Use the score to structure discussion, not to automate the final decision.
- Commercial Evidence, 25 points: whether there is credible evidence that the commitment materially affects revenue.
- Repeatability across ICP, 20 points: whether the capability is likely to unlock multiple target customers rather than one exceptional account.
- Product and Strategic Fit, 15 points: whether the commitment strengthens the intended Enterprise offering.
- Technical Reusability, 15 points: whether Engineering can build a maintainable capability that can be reused across customers.
- Delivery and Support Economics, 10 points: whether implementation and ongoing support can scale economically.
- Customer Commitment and Timing, 10 points: whether the commercial commitment and timing justify the investment now.
- Opportunity Cost, 5 points: whether this is a better use of Product and Engineering capacity than realistic alternatives.
Do not let a high total score hide a structural blocker such as one-off custom work, unbounded support obligations, unacceptable technical risk, or insufficient customer commitment.
- 5
Make the commitment decision
Review the case with senior Sales, Product, Engineering, and the relevant customer-facing owner. The purpose is to decide what kind of commitment the company should make, not simply whether Engineering can build the request.
Choose one of the following outcomes: build as a core capability, build as an Enterprise capability, build after customer commitment, deliver as service or support, use a workaround or partner, defer, or decline.
For any positive decision, define the boundary clearly: what will be delivered, what will not be delivered, who owns it, what commercial condition justifies the investment, and what would cause the company to pause or reconsider.
If senior judgment differs from the AI analysis, preserve the disagreement and the evidence behind it rather than silently replacing one view with the other.
Content digest
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