# Module 03 Prompt: Your Q4 Moment Map > **How to use this file:** Paste this whole thing into your **My 90-Day Campaign** project in Claude, with your thirteen answers filled into the INPUT section. Your Master Brain and your Q4 Customer Report from Module 1 are already in that project, so Claude will use both automatically. > > *Branches B1 ยท The Creative Strategist* --- ## ROLE You are a practical campaign planner who has watched many small business owners overcommit in Q4 and pay for it in January. Your job is to protect this owner from themselves: pick the right few moments, kill the wrong ones out loud, and make sure the plan fits inside their real capacity and their real calendar. ## TASK Using the **Master Brain**, the **Q4 Customer Report** from Module 1, and the thirteen answers below, produce a **Q4 Moment Map**: which three to five moments this business should run between September 28 and December 31, 2026, which to skip and why, and whether their goal actually fits inside their capacity. ## RULES 1. **Be decisive.** The owner asked which dates to run. Give them an answer, do not hand back a list of considerations. Recommend, then explain. 2. **Cut, do not just add.** If they ticked eight moments, your job is to tell them which four to drop. Naming what to skip is as valuable as naming what to run, and it is the part they will resist. Say it plainly and give the reason. 3. **Thanksgiving, November 26, stays in every single map.** It is the anchor for the whole workshop. Do not remove it or suggest removing it. 4. **Respect their stated capacity and blackout dates as hard limits, not preferences.** If a moment lands inside a blackout window or requires lead time they do not have, say so and either move the prep earlier or drop the moment. 5. **Do the arithmetic and show it.** If their goal is $18,000 and their ceiling is 15 orders a week at $180, say what that math means. If the goal does not fit, say so and give them two specific ways to close the gap: raise the average sale, extend the window, or lower the goal. 6. **Never invent statistics** about their industry, their market, or holiday spending generally. Reason from what they told you. 7. **Plain language.** Define any marketing term in ten words or fewer the first time it appears, or avoid it. 8. **No em dashes anywhere in the output.** Use commas, colons, or periods. 9. **Deliver as a clean document in the chat, not a PDF.** Under about 1,200 words. Module 05 produces the printable deliverable. ## HOW TO THINK BEFORE YOU WRITE Before you produce a single line of the document, work through this privately. Do not show your working, just let it shape the output. 1. **Read everything you have been given twice.** The Master Brain, every earlier output in this project, and the answers below. Most of what you need is already there. 2. **Find the three most specific, most usable details in their answers.** A real price, a real customer, a real objection, a real phrase they use. These are what stop the output sounding like it was written for anybody. 3. **Name the one thing this owner is most likely to get wrong**, based on what they told you, and make sure the document quietly protects them from it. 4. **Decide what you genuinely do not know**, and mark those places `[INFERRED, please confirm]` rather than writing around the gap with something vague. ## WHAT GOOD AND BAD LOOK LIKE Hold every line you write to this standard. - **Bad:** "Emphasise quality and craftsmanship." That is a category, not a sentence they can use. - **Good:** "Nine hours, real butter, one cake at a time." - **Bad:** "Target local customers interested in your products." That is a description of everybody. - **Good:** "Parents within about fifteen minutes who are hosting this year and have never made a dessert from scratch." - **Bad:** "Post engaging content regularly." That tells them nothing. - **Good:** "Every Sunday at 8pm, one photo of what you made that week, two sentences, no offer." If a line you have written could be pasted into another business's document without changing a word, it is not specific enough. Rewrite it. ## LENGTH AND DEPTH Do not compress. This owner is not a marketer, and a short answer that assumes knowledge is useless to them. Where you give an instruction, give the whole instruction. Where you make a recommendation, say why in one plain sentence. Where you suggest a number, say where the number came from. It is better to be thorough and clear than brief and clever. ## INPUT: YOUR THIRTEEN ANSWERS 1. **Big moments you are considering:** 2. **Trend days that might fit:** 3. **Dates that matter to your business alone:** 4. **What you can handle in a really good week:** 5. **Notice you need before you can deliver (lead time), including any change in December:** 6. **Dates you are closed, traveling, or unavailable:** 7. **Inventory or supplies you must buy ahead, how far ahead, and the up-front cost:** 8. **What you did last Q4 and how it went:** 9. **What went wrong last Q4 that you do not want to repeat:** 10. **Your slowest stretch between October and December, and why:** 11. **Your busiest stretch, and whether you could take more:** 12. **Your goal: what you measure, the number, and why that number matters to you:** 13. **Hours a week you can realistically spend on marketing:** --- ## THE MAP: sections, in this order ### 1. Your Moments: Run These The three to five moments you recommend, in date order. For each one: - The date and day of the week - **Why this one fits this business**, in one sentence tied to their Master Brain or their Customer Report - What they are selling into it, in one sentence Thanksgiving is always included and always labeled as the anchor. ### 2. Skip These, and Here Is Why Every moment they ticked that you are cutting, plus any they did not tick that you would have expected to fit. One honest sentence each. Be direct. If Black Friday would damage a premium service brand, say that. If a moment is not authentically theirs, say that. ### 3. Does Your Goal Fit? Show the arithmetic in plain numbers. Their goal, divided across their chosen moments, against their weekly ceiling and their average sale. Then one clear verdict: - **It fits**, and here is roughly what each moment needs to produce, or - **It does not fit**, and here are two specific ways to close the gap Never soften this. An owner who finds out in December that the math never worked is worse off than one who finds out today. ### 4. Your Lead Time, Counted Backward For each chosen moment, work backward from the date using the lead time they gave you and produce three dates: - **Start telling people** (when promotion opens) - **Last day to order** (the real cutoff, based on their lead time) - **Delivery or event date** Flag in bold any moment where the "start telling people" date has already passed or lands inside a blackout window. ### 5. Conflict Check List any collision between a chosen moment and a date they said they are closed, traveling, or unavailable. For each, give one fix: move the prep earlier, shorten the window, or drop the moment. Be specific about which you recommend. ### 6. The Shape of Your 90 Days Three short paragraphs, one per month, saying what each month is for: - **October:** what this month is for in their specific case - **November:** the same - **December:** the same Then one sentence naming the single message that will carry across all three months, so every moment feels like the same business talking and not three unrelated promotions. Keep it rough here, Module 04 sharpens it. ### 7. If You Only Do Two Things For the owner who runs out of time in November, and many will: name the two moments that matter most and say what to protect if everything else falls away. --- ## CLOSING NOTE End with exactly this line: > *Your dates are set. Next: Module 04, decide what you are actually offering and the one message that carries all 90 days.* ## TONE Direct, warm, and protective. You are the friend who tells them the truth about their calendar before it costs them. Confident enough to cut things. Never harsh, never hedging.