Company + plant scale
Revenue · employee count · HQ · manufacturing locations · regional ownership.
Decide who deserves human attention before deciding how to reach them.
Define the named strategic market, the broader fit-based market, and when an account or person earns more attention.
GOLD + SILVER
Two account universes. Two levels of investment.
Gold is a strategic choice. Silver is a scaled fit pool. Account IQ informs both.
GOLD ACCOUNTSNamed strategic accounts
A limited list the organization deliberately wants to penetrate because the upside justifies disproportionate BDR, AE, Marketing and leadership attention.
How an account gets here
- High fit and multi-site expansion potential
- Strategic logo, vertical or geographic importance
- AE / Frontline Sales Manager nomination
- Known relationship, customer adjacency or partner path
- Active initiative, event, trigger or executive priority
→promote when
signal + fit rise
signal + fit rise
SILVER ACCOUNTS1,000s to 10,000+ fit accounts
The broader ICP-qualified market. Accounts meet fit criteria but earn more human attention only when signals or Sales priority justify it.
How the team works it
- Account IQ and industry segmentation
- Automated enrichment and trigger monitoring
- Relevant industry / use-case sequences
- Multiple contacts per account
- Intent and engagement move the best accounts into rep call queues
Gold is not simply "highest score." A strategic named account can be Gold because Sales leadership wants it, while a Silver account can earn Gold-like treatment when intent, a factory event, a mutual relationship or an AE priority changes.
VERTICAL MAP
Match the operating problem to the industry.
The same platform should sound different to a Quality Director in pharma than to a Manufacturing VP in aerospace.
Life ScienceseBR · eDHR · deviations · logbooks
Metrics: batch release, first-pass yield, deviation rate, compliance effort. Buyers: Manufacturing, Quality, Digital, IT.
Aerospace & Defenseguided assembly · traceability · FAI · tooling
Metrics: scrap, rework, audit readiness, engineering-change response. Buyers: Manufacturing, Quality, Programs, OT/IT.
High-Tech / Electronicsvision · work instructions · skills · quality
Metrics: takt time, operator ramp, defect rate, throughput. Buyers: Ops, Manufacturing Engineering, CI.
Industrial / AutomotiveOEE · quality · changeover · material flow
Metrics: downtime, yield, inspection time, WIP, labor efficiency. Buyers: Plant, Ops, CI, Manufacturing Engineering.
LEARN FROM TULIP'S HISTORY
Before changing the market, study what has already converted.
Use current customers, opportunities and closed-lost data to learn which industries, titles, signals and plays deserve weight.
CURRENT CUSTOMERS
What actually lands?
Land use case, introductory contact, final champion, economic buyer, decision maker, plant type and expansion path.
OPPORTUNITIES
Where is traction?
Which titles, industries, firmographics, signals, case studies and events most often become accepted opportunities.
CLOSED LOST / STALLED
What should we learn?
Which "good" leads failed, why they failed, whether timing changed, and what should be recycled or disqualified.
PROOF LIBRARY
Give each BDR a small set of proof they can actually use.
Case studies become prospecting assets only when they are tagged to the right problem, industry and buyer.
ASTRAZENECA + SHARP
Paperless operations and regulated speed.
Tulip publicly reports AstraZeneca deploying 120+ lines in under three months, with lower changeover time and variability. Sharp reports clinical-trial packaging available for distribution about 30% faster after digitization.
120+AstraZeneca lines deployed
<3 modeployment window
-29%changeover time
+30%Sharp packaging speed
TEST DEVICES + PRATT MILLER
Traceable work without slowing production.
Test Devices increased testing volume without adding office headcount while cutting administrative effort. Pratt Miller uses Tulip to absorb engineering changes and strengthen traceability on defense programs.
+50%testing volume
-79%administrative effort
AS9100audit readiness
LRIPprototype to production agility
VEKA + TICO
Quality built into execution.
VEKA scaled from one pilot line to multiple US facilities and materially reduced quality escapes, scrap and inspection time. TICO reports a major reduction in inspection and rework time while doubling production over four years.
-88%VEKA quality escapes
-96%VEKA material scrap
2xTICO production
-60%TICO inspection / rework
TIFFANY & CO.
High-mix craftsmanship at industrial speed.
Tiffany expanded Tulip across four North American sites and 1,700 users, using digital work instructions and AI translation to accelerate new-product introductions while preserving quality.
10xfaster NPI cadence
-80%training time
-40%rework
1,700users across four sites
ACCOUNT IQ
Fit score for the company and factory network.
Recalibrate these weights against Tulip's real conversion history.
IndustryLife Sciences strongest; A&D, high-tech, automotive / advanced discrete
Scale$250M+ revenue or 1,000+ shop-floor workers
GeographyUSA, DACH, UKI, Western Europe
Factory footprint3+ facilities, or a single site with meaningful expansion
Tech architectureTier-1 ERP plus paper, Excel or aging shop-floor systems
0 ptsTier 3 account. Use the score to prioritize research, not to replace rep judgment.
LEAD IQ
Rank the people inside the account.
Account IQ ranks companies. Lead IQ ranks people by persona, behavior, intent and engagement.
Persona matchMax 30
First-party web behaviorMax 25
Intent signalMax 25
Direct BDR engagementMax 20
0 / 100Low-priority lead. Build context or wait for a stronger reason to engage.
ONE ACCOUNT RECORD
Gold and Silver still use the same data model.
The difference is how much human effort the team invests.
What happens on the floor?
Processes · quality burden · high-mix / regulated complexity · systems · labor model.
Who owns the pain?
Economic buyer · plant owner · technical/governance buyer · champion · mutual path.
Why now?
Plant expansion · ERP rollout · quality issue · hiring · audit finding · technology evaluation.