Templates

Target Account Selection Scorecard: An Ideal Customer Profile Template That Ends in a Named List

For founders and sales leaders who have an ICP on a slide and need a ranked list of named accounts. You leave with a one-page ICP, an 11-point weighted scorecard and three tiers.

On this page

How to use it
Part 1: One-page ICP definition
Part 2: The scorecard
Part 3: Tiering rule
Worked example (illustrative, not a real company)
Five mistakes to avoid

By Intandemly team · Updated 12 Oct 2026 · Free, no sign-up

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An ideal customer profile is only useful once it produces a list of company names in priority order. This template does that in three parts: a one-page ICP definition, a weighted scorecard and a tiering rule.

How to use it

Fill in the one-page ICP definition with sales, marketing and delivery together. Disagreements here are cheaper than disagreements after a quarter of outreach.
List your candidate accounts. Remove any that hit a knock-out rule.
Score each remaining account 0 to 3 on the 11 criteria. Use the scoring guide so two people would give the same score.
Calculate the weighted total out of 100 and sort into tiers.
Cap each tier at what your team can really work, and re-score every quarter.

Part 1: One-page ICP definition

ICP definition (fill in the brackets)

IDEAL CUSTOMER PROFILE: [your company], [date]

1. Who we serve best
   Industry and sub-vertical: [e.g. private hospitals, not all of healthcare]
   Size band: [employees] / [revenue]
   Geography we can sell into and deliver in: [countries or regions]

2. The problem we solve for them
   The problem, in the customer's words: [one sentence]
   How you can see it from outside: [job posts, filings, news, tools in use, public complaints]
   What it costs them if nothing changes: [describe it; add a number only if a customer gave you one]

3. What must be true for us to win
   Environment or systems they must already have: [ ]
   Minimum deal size worth pursuing: [ ]
   Who signs, and who else has to agree: [roles]

4. Our three best customers today, and what they share
   [Customer 1] / [Customer 2] / [Customer 3]
   Common traits: [ ]

5. Who we should walk away from (knock-outs)
   [e.g. below the size band, a sanctioned market, locked into a competitor for 2+ years, we cannot reference in their sector]

Part 2: The scorecard

Score every criterion from 0 to 3. Weighted points = weight × score ÷ 3. The weights add up to 100.

#	Criterion	Group	Weight
1	Industry and sub-vertical match	Fit	10
2	Size band (employees, revenue)	Fit	10
3	Geography we can sell into and deliver in	Fit	5
4	The problem we solve is visibly present	Fit	15
5	Environment or systems are compatible	Fit	10
6	Deal size potential	Fit	10
7	Trigger event in the last six months	Timing	10
8	Active initiative or budget signal	Timing	10
9	Incumbent or contract timing	Timing	5
10	Warm paths into the account	Access	10
11	Buying committee can be identified	Access	5

Fit carries 60 points, timing 25 and access 15. Change the weights to suit your market, but keep fit above half: good timing never rescues a poor fit.

Scoring guide

Criterion	0	1	2	3
Industry match	Outside our sectors	Adjacent sector	Target sector	Target sub-vertical where we have a reference customer
Size band	Outside the band	Edge of the band	Inside the band	In the band where we win most
Geography	Cannot serve	Can sell, hard to deliver	Can sell and deliver	Existing customers and references there
Problem present	No sign of it	Likely, by inference	One clear public signal	Several signals, or stated in their own words
Compatibility	Incompatible	Heavy rework needed	Compatible	Same set-up as our best customers
Deal size	Below our minimum	At the minimum	Typical deal	Above typical, with room to expand
Trigger event	None found	Older than six months	One in the last six months	Two or more, or one in the last 60 days
Initiative or budget	None found	Mentioned in general terms	A named programme	A named programme with an owner and a date
Incumbent timing	Just signed with someone else	Locked in for over a year	Unknown or no incumbent	Renewal or review inside 12 months
Warm paths	None	Second-degree connections only	One real relationship	Relationships with two or more people, or a customer referral
Committee visible	Cannot find the people	One or two names	Most roles named	All roles named with contact routes

Scorecard header (paste into a spreadsheet)

Account	Industry (10)	Size (10)	Geography (5)	Problem (15)	Compatibility (10)	Deal size (10)	Trigger (10)	Initiative (10)	Incumbent (5)	Warm paths (10)	Committee (5)	Total /100	Tier	Evidence links	Scored by	Date

Total formula (Google Sheets or Excel, scores in B to L, row 2)

=ROUND((B2*10+C2*10+D2*5+E2*15+F2*10+G2*10+H2*10+I2*10+J2*5+K2*10+L2*5)/3,0)

Part 3: Tiering rule

Total	Tier	What it gets
90 to 100	Tier 1	Full buying committee map, research per stakeholder, every channel, weekly review
75 to 89	Tier 2	Committee map for the core roles, research per account, three or four channels
60 to 74	Tier 3	Research per segment, light-touch outreach, watch for triggers
Below 60	Not now	No outreach. Re-score when a trigger appears

These are the bands we use on our own engagements. Two rules sit on top of them:

Cap by capacity. If 80 accounts score above 90 and your team can work 25 properly, Tier 1 is the top 25. The rest wait in Tier 2.
Write down the evidence. Every score of 2 or 3 needs a link or a note. A score nobody can explain is a guess.

Worked example (illustrative, not a real company)

"Northfield Logistics", scored by a company selling warehouse software:

Criterion	Score	Weighted
Industry match	3	10
Size band	2	6.7
Geography	3	5
Problem present	2	10
Compatibility	3	10
Deal size	2	6.7
Trigger event	3	10
Initiative or budget	2	6.7
Incumbent timing	2	3.3
Warm paths	1	3.3
Committee visible	2	3.3
Total		75 → Tier 2

The weak spot is access. One real introduction would lift warm paths from 1 to 2 and the total to 78. A second relationship and a clearer view of the problem are what would move it towards Tier 1, so the next action is finding a path in, not sending more email.

Five mistakes to avoid

Scoring from memory. Open the company's site, filings and job posts. Ten minutes per account beats a confident guess.
Letting brand size stand in for fit. A famous logo that scores 55 is still a 55.
Skipping knock-outs. Remove impossible accounts before scoring, or they soak up time in every review.
One person scoring alone. Have sales and marketing score the top 20 separately, then compare. The gaps tell you where the ICP is vague.
Scoring once. Timing and access change. Fit rarely does.

Why this works better on named accounts

An ideal customer profile describes a type of company. Nobody can sell to a type. The scorecard turns the profile into a ranked list of real companies, and the ranking decides where the research hours go. On a broad list every account gets the same two lines of effort. On a named list your top tier gets a mapped buying committee, a reason to talk this quarter and several conversations at once. If you score 200 companies and only 30 clear the Tier 1 bar, that is the result working: 30 accounts you can work properly are worth more than 2,000 you can only email.

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