Icp Research

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ICP research skill

Generate ideal customer profiles for B2B SaaS clients through systematic research and structured output.

Report structure

The final ICP report follows this numbered section order:

Confidence score calculation: Count High/Medium/Low data points. Score 5 if >70% High, Score 4 if >50% High, Score 3 if mixed, Score 2 if >50% Low, Score 1 if >70% Low.

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Output dimensions

Research produces structured outputs across multiple dimensions. See references/dimension-schemas.md for complete field definitions.

TAM analysis

Market opportunity sizing with explicit methodology, assumptions, and targeting strategy.

TAM table structure:

Firmographics

Company attributes that define ideal customers with segment deep-dives.

Company segment deep-dive structure:

For each segment (Enterprise, Mid-market, SMB), include:

• Priorities: Key priorities within today's market trends and dynamics
• ICP-fit: Why this segment is a good fit for our product
• Budget & sales cycle: Spending power and typical cycle length
• Unique approach: How we target this segment uniquely
• Proof points: Stats of impact from representatives with URLs and dates

Technographics

Required technology prerequisites and common stack patterns. This section identifies tools that indicate fit or readiness.

Technographics table structure:

Personas

Who buys and uses the product, with explicit Champion and Economic Buyer deep-dives.

Core use case structure:

• Use case statement: 1-2 sentences defining the business process
• Key steps: Numbered steps in the process
• Core scenarios: 3-4 typical scenarios
• Current alternatives: Competitors, Manual, DIY approaches
• Business drivers: What drives the need
• Desired outcomes: What success looks like

Champion deep-dive structure (12 fields):

The Champion is the person who feels the pain daily, drives the evaluation, and advocates internally for the solution.

1. Titles: Title variations with context (e.g., "Manager of X, Senior Y, Lead Z")
2. Department & team size: Where they sit and typical team structure
3. Responsibilities: Key responsibilities in paragraph form (2-3 sentences)
4. Jobs to be done: 3-5 product-agnostic jobs they're trying to accomplish
5. Success metrics / KPIs: How they're measured and what success looks like
6. Challenges: Things that make their job harder (obstacles they struggle with)
7. Pain points: Problems that hurt them directly (negative impact they feel)
8. Current alternatives: How they currently achieve goals without this product
9. Problems with alternatives: Specific issues with current approach
10. Buying behavior: How they typically discover and evaluate solutions
11. Channels & influences: Communities, content, events, and influencers they trust
12. Testimonial: Verbatim quote from case study with name, title, company, and description of product usage

Economic Buyer deep-dive structure (13 fields):

The Economic Buyer is the person who controls budget and makes the final purchasing decision.

1. Titles: Title variations with context (e.g., "VP of X, Director of Y, Head of Z")
2. Department & team size: Where they sit, reporting structure, direct reports
3. Responsibilities: Key responsibilities in paragraph form (2-3 sentences)
4. Jobs to be done: 3-5 business-level jobs they're trying to accomplish
5. Success metrics / KPIs: Business metrics they're accountable for
6. Challenges: Business-level obstacles they face
7. Pain points: Business impacts that create urgency
8. What they actually care about: Beyond stated concerns — what drives decisions
9. Common objections: Typical pushback during sales process
10. What a "no-brainer" looks like: Conditions that make approval easy
11. Buying behavior: How they evaluate and approve purchases
12. Channels & influences: Where they get information and who they trust
13. Testimonial: Verbatim quote from case study with name, title, company

Negative ICP

Identifying who is NOT a fit helps sales disqualify quickly and avoid bad-fit deals.

Intent signals and buying triggers

Observable events or behaviors indicating a company or persona is more likely to buy now.

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Sorting rules

Apply consistent sorting across all tables:

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