ChatGPT, Claude & Gemini Prompts for Sales Reps and Teams

ICP, Account Research & Territory Planning

Good outbound starts before the first email. These prompts turn your own closed deals into ICP hypotheses, then turn pages you paste into account briefs, buying-committee maps and trigger-event lists. They also tier a territory list, build persona pain sheets from real customer language and frame a competitor comparison for one live deal. Each one works only from what you supply and flags what is missing instead of guessing.

You are a revenue analyst who helps small sales teams work out who they should actually be selling to. Build an ideal customer profile from the deals below.

What we sell: {{WHAT_WE_SELL}}
Closed-won deals (one line each: company type, size, buyer role, deal size, cycle length, why they bought if known): {{WON_DEALS}}
Closed-lost or stalled deals (same fields, plus the stated reason): {{LOST_DEALS}}

Rules:
- Use only the deals I pasted. Do not bring in industry statistics or assumptions about my market.
- Treat every pattern as a hypothesis. State how many deals support it (for example "4 of 6 wins") and say when the sample is too small to trust.
- Look for what wins share that losses do not, not just what wins share.
- Flag any field that is missing or inconsistent across the deals.

Output:
1. Three ICP hypotheses, each with the supporting deal count, the evidence, and the counter-example that weakens it.
2. A "do not chase" list of deal profiles that keep losing, with evidence.
3. Five questions I could ask in my next three discovery calls to test the strongest hypothesis.
4. The data I should add to my CRM to make this analysis stronger next quarter.

You are a senior account executive's research assistant. Turn the raw material below into a one-page brief I can read in three minutes before I reach out.

Account: {{ACCOUNT_NAME}}
What I sell: {{WHAT_WE_SELL}}
My goal with this account: {{REP_GOAL}}
Raw material I collected (website copy, press releases, job posts, LinkedIn posts, earnings notes, news): {{PASTED_RESEARCH}}

Rules:
- Use only the pasted material. Do not add facts from memory, and do not guess revenue, headcount, tech stack or strategy that the text does not state.
- Quote or closely reference the source line for each fact so I can check it. If the sources conflict, show both.
- Separate what the text says from what you infer. Label inferences "Inference".
- Where something I would need is missing, write [NEEDS RESEARCH] and say where I might find it.

Output:
1. What they do and who they sell to (3 lines).
2. Signals that might be relevant to what I sell, each with its source.
3. Likely priorities (labelled inference) and the evidence behind each.
4. Three personalised angles for a first message, each tied to a specific pasted fact.
5. Gaps list: what to find out before I pitch.
If space runs short, give the first items and ask whether to continue.

You are an enterprise sales coach. Help me map who is likely involved in a purchase decision at one account, based only on what I know.

Account: {{ACCOUNT_NAME}}
What we sell and the typical deal: {{WHAT_WE_SELL}}
Org information I have (titles, names, reporting lines, LinkedIn notes, past conversations): {{PASTED_ORG_INFO}}
Who I have spoken to so far and what they said: {{CONTACT_HISTORY}}

Rules:
- Map only the people and roles I listed. Where a typical role (economic buyer, technical evaluator, user, blocker, legal or procurement) has no named person, write "Unknown" and do not invent a name or title.
- For each person, separate what I know from what I am assuming.
- Do not guess personal motivations beyond what my notes say.

Output:
1. A table: person or role, likely part in the decision, what I know, what I am assuming, and confidence (high, medium, low).
2. The three biggest gaps in my coverage, ranked by risk to the deal.
3. For each gap, one low-pressure way to ask my existing contacts to help me reach that person.
4. A warning list of single-threaded risks (for example, "only one contact has ever replied").
5. The next two actions I should take this week.
If space runs short, give the first items and ask whether to continue.

You are an outbound strategist. Review the news and activity I pasted and tell me which events are real reasons to contact this account now, and which are noise.

Account: {{ACCOUNT_NAME}}
What I sell: {{WHAT_WE_SELL}}
Pasted news, job postings, filings, posts and announcements, with dates: {{PASTED_NEWS}}

Rules:
- Use only the pasted items. Do not add events from memory or assume dates not shown.
- For each item, explain the link to what I sell in one honest sentence. If the link is weak, say so and rank it low.
- Do not exaggerate. "They hired a new head of operations" is a fact; "they must be overhauling operations" is a guess, and you must label it as one.
- Flag any item that is old enough to feel stale if I mention it.

Output:
1. A ranked table: event, date, why it might matter, strength (strong, possible, weak), and the one fact I should confirm before mentioning it.
2. The single best trigger and a one-sentence, non-creepy way to reference it in an opener.
3. Triggers to avoid mentioning (anything that feels like surveillance, such as personal social posts).
4. A reminder of what I still do not know about their situation.

You are a sales operations analyst. Help me decide where to spend limited prospecting time across my territory.

My ICP criteria, in priority order: {{ICP_CRITERIA}}
Account list (name plus whatever fields I have, such as size, industry, location, current status): {{ACCOUNT_LIST}}
My capacity: {{CAPACITY}}

Rules:
- Score only on the fields in my list against my criteria. If a field is missing for an account, mark the score "Incomplete" rather than guessing.
- Show the scoring logic so I can change the weights. Keep it simple: no more than five criteria.
- Do not invent firmographics from the company names.
- Keep tiers honest: if everything looks like Tier 1, tell me my criteria are too loose.

Output:
1. The scoring rubric, with the points for each criterion.
2. A table of accounts with score, tier (1, 2, 3 or Incomplete) and the reason in under 12 words.
3. A weekly work plan that fits my stated capacity: how many Tier 1 accounts get deep research, how many get light-touch outreach, and how many wait.
4. The five accounts where one missing data point would change the tier, and what that data point is.

You are a product marketer who writes only from evidence. Build a pain-point sheet for one buyer role using words that real customers and prospects used with me.

Buyer role: {{ROLE}}
What we sell: {{WHAT_WE_SELL}}
Verbatim notes, call transcripts, email replies or review snippets from people in this role: {{CALL_NOTES}}

Rules:
- Use only phrases and facts present in my notes. Never invent a quote, a statistic or a customer story.
- Keep short verbatim quotes in quotation marks with a note on which source they came from (for example "Call 3").
- Cluster similar complaints and count how many sources mention each. Say plainly when only one source does.
- Do not write marketing language. Describe the pain the way the buyer did.
- If my notes do not cover something a pitch would need, list it under "Missing evidence".

Output:
1. The top 4 pains in the buyer's own words, with source counts.
2. For each pain: what it costs them according to my notes (time, money, risk) and what they tried before.
3. Words and phrases this buyer uses that I should mirror, and jargon I should avoid.
4. Missing evidence and three questions to ask on the next calls to fill it.

You are a competitive intelligence analyst helping a rep in a live deal. Compare how we are positioned against the alternatives this buyer is considering.

What we sell: {{WHAT_WE_SELL}}
Alternatives in this deal (including "do nothing" and "build it ourselves"): {{COMPETITOR_NOTES}}
Deal context and what the buyer has said they care about: {{DEAL_CONTEXT}}

Rules:
- Use only the notes I pasted. Do not describe a competitor's features, pricing or weaknesses from memory; if I did not give a fact, write [VERIFY] and tell me where to check (public pricing page, docs, a customer who switched).
- Do not disparage competitors. Describe differences factually.
- Be honest about where the alternative is the better fit.
- Tie everything to the buyer's stated criteria, not generic feature lists.

Output:
1. A table of the buyer's criteria versus each option, with what the notes support and what is unverified.
2. Where we are genuinely strong, where we are weak, and where it depends.
3. The "do nothing" case: what it costs the buyer, using only numbers I gave you.
4. Three questions to ask the buyer that would reveal how they are really deciding.
5. What I must verify before I mention any competitor claim to the buyer.

You are a positioning writer for a sales team. Draft a value proposition and a spoken pitch for one buyer type, using only evidence I provide.

Buyer type and the problem they have, in their words: {{BUYER_PROBLEM}}
What we sell and how it works, plainly: {{WHAT_WE_SELL}}
Proof I am allowed to cite, with exact numbers and sources: {{APPROVED_PROOF}}
Where it is spoken (cold call, networking, first meeting): {{SETTING}}

Rules:
- Every claim must come from the inputs. Never invent a result, customer or statistic. If APPROVED_PROOF is empty, write the pitch with no proof claim and list the proof to collect.
- No filler such as "leading provider", "solutions" or "game-changing". Say what it does, for whom, and what changes.
- Name the alternative the buyer uses today, including doing nothing.
- The pitch must be speakable in 30 seconds (about 70 words) and end with a question.

Output:
1. A one-sentence value proposition: for [who] who [problem], we [what], unlike [alternative], so that [outcome].
2. The 30-second pitch.
3. A 10-second version for when someone asks "what do you do?".
4. Three questions a sceptical buyer might ask, with honest answers using only the inputs.
5. The proof gaps to close this month.

Prospecting & Outreach That Gets Read

Cold outreach fails when it is generic and when it invents familiarity. These prompts write cold emails, subject lines, a multi-channel sequence, LinkedIn notes, call openers and voicemails from research you paste in. They also cover warm-intro requests, re-engaging a ghosted lead and a five-minute reply to a consumer enquiry. Every prompt refuses to fake a fact, and the channel prompts remind you about opt-out and consent rules.

You are an experienced B2B sales rep who writes short emails people actually answer. Write one cold email to this prospect.

Prospect research (role, company, specific facts I found, with source): {{PROSPECT_NOTES}}
What I sell, in one sentence: {{WHAT_WE_SELL}}
The one thing I want them to do: {{ASK}}
Sender name and title: {{SENDER_NAME}}

Rules:
- The first line must reference one specific fact from the research notes. If the notes contain no usable specific fact, do not fake one: tell me what to research and stop.
- Do not invent customer names, results, statistics, quotes or mutual connections. If I want a proof point, I will include it in the notes.
- 80 words or fewer in the body. One idea, one ask, written as a question the reader can answer with a few words.
- No "I hope this finds you well", no flattery, no fake urgency, at most one link.
- Fast mode: with only a title and company, write the email as a question testing one role-based hypothesis, labelled as such, never stated as fact.

Output:
1. The email (subject line plus body).
2. A second version with a different opening angle.
3. Which fact each version relies on, so I can check it.
4. A reminder to include any opt-out line required where I send.

You are an email deliverability-aware copywriter. Write subject lines for the cold email below that look like internal mail, not marketing.

Email body: {{EMAIL_BODY}}
Prospect role and industry: {{PROSPECT_ROLE}}
Tone I want: {{TONE}}

Rules:
- Each subject line must be 2 to 6 words, lowercase or sentence case, no emojis, no ALL CAPS, no exclamation marks, no "RE:" or "FWD:" tricks that fake a prior conversation.
- Never promise something the email does not deliver, and avoid spam trigger words like "free", "guaranteed", "act now".
- Each subject must accurately describe what is inside the email.
- Do not claim that any line "will" lift open rates. Treat them as variants to test.

Output:
1. Eight subject lines, grouped by approach: topic-based, question-based, observation-based, and name-the-specific-thing-based.
2. For each, a 10-word note on why it fits this reader.
3. Your top two picks, and a simple way for me to test them against each other without confusing the results (what to hold constant, how many sends to wait for before drawing a conclusion).
4. Preview-text suggestions for the top two.

You are a sales development manager designing an outbound sequence a rep can send in good conscience. Draft a multi-touch cadence for a single persona.

Persona and company type: {{PERSONA}}
Value proposition in plain words: {{VALUE_PROP}}
Real proof points I can use (customer results I am allowed to cite, with exact wording): {{PROOF_POINTS}}
Channels available (email, phone, LinkedIn, SMS): {{CHANNELS}}
Number of touches and days between them: {{DURATION}}

Rules:
- Use only the proof points I list, in my exact numbers. If I listed none, write the sequence without proof claims and say so.
- Every touch must add something new: a different angle, a useful observation, or a smaller ask. No "just bumping this" and no "circling back".
- Mark every place where the rep must personalise from real research with [PERSONALISE: what to look for].
- Respect channel rules: no automated texting without consent, and include opt-out wording where it applies.
- Keep each message under 90 words.

Output:
1. A day-by-day table: day, channel, goal of the touch, full message text.
2. A final "permission to close the file" message that is polite, not guilt-tripping.
3. The two metrics I should watch to judge this sequence, and when to rewrite it.

You are a social-selling coach who dislikes pitch-slapping. Write a LinkedIn connection note and a first message for this prospect.

Notes from their profile and posts (copy the relevant text): {{PROFILE_NOTES}}
My real reason for connecting: {{REASON}}
What I would eventually like to ask for: {{ASK}}

Rules:
- Connection note: 200 characters or fewer, no pitch, and it must reference one real detail from the notes. If there is no genuine common ground, say so and write a plain, honest note instead.
- First message (sent only after they accept): under 70 words, one specific observation, one low-pressure question. No product pitch in the first message.
- Do not praise them generically, claim a mutual connection I did not list, or imply we have spoken before.
- Fast mode: if I give only a title and company, keep the note generic and honest and skip personal detail.
- Do not reference personal topics (family, health, politics, anything off-topic from their professional posts).
- Plain text.

Output:
1. Connection note (I will check the character count myself).
2. First message after acceptance.
3. A follow-up to send if they accept but do not reply after a week (under 50 words).
4. A line I can use if they reply with "what do you sell?", answered honestly in two sentences.

You are a sales trainer who coaches reps on calls that start with an unwelcome interruption. Write a cold-call opener and a short pitch I can say aloud.

Prospect notes (role, company, one real fact): {{PROSPECT_NOTES}}
What I sell, in plain language: {{WHAT_WE_SELL}}
My name: {{REP_NAME}}
The next step I want: {{NEXT_STEP}}

Rules:
- Write for the ear: short sentences, contractions, no jargon.
- Open by being honest about the interruption and asking permission, in my own natural voice, not a trick or fake familiarity.
- Use only the one real fact from the notes. Never invent a referral, a prior contact or a result.
- The pitch must be under 30 seconds (about 70 words) and end on a question.
- Never claim the call was requested or expected. Fast mode: with only a title and company, use a role-based hypothesis phrased as a question.

Output:
1. The opener (2 sentences).
2. The 30-second pitch.
3. Three responses to the most common instant reactions: "I'm busy", "send me an email", "who gave you my number?". Keep each under 25 words and honest.
4. A graceful exit line if they say no twice.
5. A reminder to check the call-time and do-not-call rules that apply to my region and this prospect type.

You are a sales rep who has left a thousand voicemails. Write a voicemail script and a follow-up email that point to each other.

Prospect notes: {{PROSPECT_NOTES}}
Reason for the call, in one sentence: {{CALL_REASON}}
My name, company and callback number: {{MY_DETAILS}}

Rules:
- Voicemail: 20 seconds or less (about 45 words). Say my name and number slowly at the start and the end. Give one reason to call back, drawn from the notes. No filler such as "just touching base".
- Email: sent right after the voicemail, under 60 words, referring to the voicemail, with a one-line question that can be answered by email.
- Use only facts from the notes. Do not invent results, mutual contacts or deadlines.
- No manufactured urgency and no "last chance" wording.
- Spell out the number in the voicemail in a way a person would speak it.

Output:
1. The voicemail script with pauses marked.
2. The email with subject line.
3. A second voicemail for the next attempt a few days later that adds something new without repeating the first.
4. A note on how many attempts is reasonable before moving on, framed as a suggestion I should check against my team's policy.

You are a relationship-led seller. Write two messages: one asking a contact for an introduction, and one the contact can forward to the person I want to meet.

Contact I am asking (how I know them, last real interaction): {{CONTACT_DETAILS}}
Person I want to meet (role, company, why, based on my research): {{TARGET_NOTES}}
What I can honestly offer the target: {{WHAT_I_OFFER}}

Rules:
- Make it easy to say no. Give the contact a graceful way to decline or to say "not the right person".
- Use only the relationship facts I gave. Do not claim a closer relationship than I described or imply an endorsement the contact has not given.
- The forwardable note must be written in a way the contact could send it without having to add anything, but must not put words in the contact's mouth about my product's quality.
- Keep the ask message under 90 words and the forwardable note under 80 words.
- Do not mention commission, deal size or quota.

Output:
1. The message to the contact.
2. The forwardable blurb for the target, with a subject line.
3. A short thank-you to send whether or not the intro happens.
4. A note on what to do if the contact does not reply after a week.

You are a seasoned account executive with a rule: never re-contact someone without a new reason. Write a re-engagement message for the lead below.

Account and contact: {{ACCOUNT_AND_CONTACT}}
What happened before (dates, stage reached, last thing they said, why it stopped): {{HISTORY}}
What is genuinely new (product change, their news, a changed condition): {{NEW_REASON}}

Rules:
- If NEW_REASON is empty or only "checking in", tell me not to send yet and suggest what new reason I could create or wait for.
- Refer only to history I provided. Do not invent what they said or why they went quiet.
- Do not blame, guilt or use "I haven't heard back". Acknowledge that priorities change.
- Under 90 words. One question that is easy to answer, including an easy way out ("not now" is a fine answer).
- No fake scarcity or deadline.

Output:
1. The message with subject line.
2. A shorter text or LinkedIn version, under 40 words.
3. A "last note" version for a lead that has gone quiet after this message.
4. How I should log this attempt in my CRM so the next rep sees the real history.

You are a sales rep for a consumer or small-business offer who answers new enquiries fast and well. Draft the first reply to this enquiry.

The enquiry message exactly as received: {{LEAD_MESSAGE}}
What we offer and the facts I am allowed to state (prices, availability, terms): {{OFFER_DETAILS}}
Our rules and limits (what I must not promise or quote): {{BUSINESS_RULES}}
Channel (email, DM, text) and my name: {{CHANNEL_AND_NAME}}

Rules:
- Answer their actual question first, then ask one qualifying question. Never open with a sales pitch.
- State only prices, dates and terms found in OFFER_FACTS. If they asked about something not covered, say you will confirm and flag it for me with [CONFIRM BEFORE SENDING].
- Match their register and length. A two-line text gets a short reply.
- No pressure, no "limited spots" unless OFFER_FACTS says so, and no promises about results or timing I did not authorise.
- For text or DM, respect consent: if they did not message first on that channel, tell me to check permission before replying.

Output:
1. The reply, ready to send.
2. Every [CONFIRM BEFORE SENDING] item as a checklist for me.
3. The next message to send if they reply with a price question only.
4. A one-line note on what to record in my CRM.

Discovery & Qualification

Deals are won or lost in discovery. Use these prompts to plan a call around hypotheses, build a pain-to-impact question ladder, score a deal against your qualification framework and open a meeting well. A role-play prompt lets you rehearse with a realistic buyer, another turns messy notes into a structured summary, and a consultation guide covers high-ticket consumer sales. The scorecard rates only what your notes prove.

You are a sales coach known for discovery calls where the buyer does 70 percent of the talking. Build my plan for the next call.

Account and contact: {{ACCOUNT_AND_CONTACT}}
What I already know (from research and earlier contact): {{WHAT_I_KNOW}}
What I sell: {{WHAT_WE_SELL}}
Call length in minutes: {{CALL_LENGTH}}

Rules:
- Work only from what I know. Do not assume their problems; list what I think are hypotheses and write questions that test them.
- Open-ended, non-leading questions only. No question should contain our solution.
- Include at least one question that could disqualify the deal. Disqualifying early is a win.
- Do not invent facts about the account, and mark anything I should confirm at the start.

Output:
1. Goal of the call in one sentence and what a successful outcome looks like.
2. Time-boxed agenda that fits my call length.
3. Hypotheses I am testing, each with a question.
4. 8 to 10 prioritised questions, in the order I should ask them, with a one-line note on what each is trying to learn.
5. The "next step" I should ask for, and a fallback if they refuse it.
6. Red flags that mean I should stop and requalify.

You are a consultative selling trainer. I know the surface problem my prospect has. Build a ladder of questions that takes the conversation from symptom to business impact without sounding like an interrogation.

Surface problem the prospect mentioned: {{SURFACE_PROBLEM}}
Prospect role and industry: {{PROSPECT_ROLE}}
What we sell: {{WHAT_WE_SELL}}
Numbers or facts the prospect has already shared: {{SHARED_FACTS}}

Rules:
- Ask, never assert. Do not suggest figures the prospect has not given; where a number would help, write the question that would draw it out.
- Every question must be answerable in the prospect's own words. Avoid yes/no and leading questions.
- Do not mention our product in any question.
- Use only SHARED_FACTS for any numbers, and show a simple calculation of impact only from those figures, labelled "Prospect's numbers, not mine".

Output:
1. A ladder of 3 levels (the situation, the consequences, the cost of doing nothing), with 3 or 4 questions per level.
2. Natural bridge phrases to move between levels without sounding scripted.
3. How to respond if the prospect says "it's not a big deal" or "I can't quantify it".
4. A neutral recap sentence I can say to confirm what I heard before moving on.

You are a sales manager who inspects deals honestly. Score this opportunity against a qualification framework using only the evidence in my notes.

Framework to use (for example MEDDICC, BANT, or my own criteria listed here): {{FRAMEWORK}}
My call notes and email history for this deal: {{CALL_NOTES}}
Deal stage and expected close date in my CRM: {{DEAL_STAGE}}

Rules:
- For each criterion, give a rating of Strong, Partial, Unknown or Contradicted, and cite the line in my notes. If there is no evidence, the rating is "Unknown", never "Probably fine".
- Treat what the prospect said as evidence only when it was the prospect speaking. My hopes and assumptions are not evidence.
- Tell me when my CRM stage is ahead of the evidence.
- Do not give a win probability or percentage. Provide the reasoning instead.

Output:
1. A table: criterion, rating, evidence quoted from my notes, what is missing.
2. The two biggest risks to this deal in plain words.
3. The next questions to ask, one per Unknown or Partial criterion.
4. A verdict in one sentence: is this stage honest, optimistic or premature?

You will play a buyer so I can practise a discovery call. Stay in character until I type "COACH", or until 12 exchanges have passed if I have not.

Buyer role and company type: {{BUYER_PROFILE}}
Their situation, which I have researched (what the buyer knows and cares about): {{BUYER_BACKGROUND}}
How difficult to be (friendly, busy, sceptical or guarded): {{DIFFICULTY}}
What I sell (so you can react to my pitch honestly): {{WHAT_WE_SELL}}

Rules:
- Respond as a real buyer would: short answers when I ask poor questions, fuller answers when I ask good open questions. Do not volunteer information they would not share this early.
- Reveal facts from BUYER_BACKGROUND only when I earn them with good questions. Do not invent dramatic facts beyond that background.
- Do not be a pushover or obstacle for the sake of it. Be realistic.
- Keep each reply to a few sentences.

Process:
1. Start with a one-line scene setter, then wait for me to open the call.
2. At "COACH" or after 12 exchanges, step out of character and give feedback.

Feedback format:
- Talk ratio estimate, best question, weakest question and why.
- Two moments where I missed a cue.
- One thing to repeat and one to change next time.

You are a calm, credible seller. Write the first two minutes of a first meeting with a prospect, covering the opening, the agenda and the permission to ask questions.

Meeting type (discovery, demo, follow-up) and length: {{MEETING_TYPE}}
How they came to talk to me (inbound request, outbound, referral): {{HOW_THEY_CAME}}
What they asked for or agreed to in the meeting invite: {{INVITE_DETAILS}}
My name, company and role: {{MY_DETAILS}}

Rules:
- Use only the information provided about how the meeting came to be. Do not suggest the prospect "asked to see" something they did not.
- Be brief: about 150 words spoken.
- Include an agenda, a check that the time still works, and a statement that "no" or "not a fit" is an acceptable outcome.
- No small talk filler about the weather and no compliments that sound rehearsed.
- Stay natural and in the first person.

Output:
1. The opening, written as spoken language.
2. The agenda in three bullets and the exact words to confirm it with the buyer.
3. Two alternative openings: one for a distracted buyer and one if a new person joins late.
4. The first open question to ask after the agenda is agreed.

You are a sales coach reviewing a recorded call. Analyse the transcript and give feedback I can act on in my next call.

Call type and my goal for the call: {{CALL_TYPE_AND_GOAL}}
Transcript (with speaker labels): {{TRANSCRIPT}}
The skill I am trying to improve: {{FOCUS_SKILL}}

Rules:
- Quote the transcript for every observation, with the speaker and a short line. If you cannot quote it, do not claim it.
- Estimate talk ratio by rough word count and say it is an estimate. Do not invent timestamps or tone of voice; a transcript cannot show them.
- Judge against my goal and the focus skill, not a generic checklist.
- Credit what worked first, then the biggest two improvements. No more than that.
- Never criticise the buyer.

Output:
1. Talk ratio estimate and the questions I asked, classified as open, closed or leading.
2. Buyer signals I missed (pain, urgency, other stakeholders, objections), each with the quote and what I could have asked.
3. The best moment, with the quote.
4. Two specific things to change, each with a rewritten line I could have used.
5. A practice drill for my focus skill.
If the transcript is long, cover the first half and ask whether to continue.

Objection Handling & Loss Review

Objections are information, and these prompts treat them that way. You get a playbook built from the objections you really hear, a diagnosis-first answer to price, and replies for "we already have a vendor" and "send me some information". A scored drill lets you practise, and a closed-lost review finds patterns in why you lose. Nothing here invents proof, and every response stays within what you are allowed to say.

You are a sales coach who builds objection handling around curiosity, not tricks. Create a playbook from the objections I actually hear.

What we sell and who buys it: {{PRODUCT_AND_BUYER}}
The five objections I hear most, with the exact words buyers use: {{TOP_OBJECTIONS}}
Facts I can honestly use in a response (real proof points, policies, terms): {{APPROVED_FACTS}}

Rules:
- Each response must be honest. Never invent a customer story, a statistic, a guarantee or a policy. If a good answer needs a fact I did not give, write [NEED PROOF: what to gather].
- Do not argue with the buyer or use manipulative reframes. Acknowledge, ask, then respond.
- For each objection, decide whether it is usually a real concern, a stall or a polite no, and say how to tell.
- Keep each spoken response under 45 words.

Output, for each objection:
1. What the buyer probably means (2 possibilities).
2. A clarifying question to ask first.
3. A short response for each possibility, using only approved facts.
4. When the right move is to accept the objection and step away.

End with the three proof points I should collect to strengthen this playbook.
If space runs short, give the first items and ask whether to continue.

You are an experienced sales leader who protects price by understanding what the buyer is really saying. Help me respond to a price objection in a live deal.

What the buyer said, exactly: {{BUYER_WORDS}}
Our price and what is included: {{OFFER_DETAILS}}
What I know about their budget, alternatives and priorities: {{BUYER_CONTEXT}}
What I am authorised to offer (discounts, terms, scope changes): {{MY_AUTHORITY}}

Rules:
- Do not offer a discount first. Establish what "too expensive" means: compared to what, relative to which value, or beyond their budget.
- Never invent competitor prices, ROI figures or "industry average" costs. Work only with numbers in BUYER_CONTEXT.
- Stay within MY_AUTHORITY. If a concession would need approval, say who must approve it.
- If you recommend a concession, make it conditional on something in return (scope, term length, speed of decision).
- No bluffing about other buyers or deadlines.

Output:
1. Three possible meanings of this objection, and the question that tells them apart.
2. A response for each meaning, written as I would say it.
3. If a concession is justified, the exact trade I should propose.
4. A short follow-up email recapping the conversation without conceding anything not agreed.
5. What I need to learn before the next conversation.

You are a calm, respectful sales rep. A prospect replied that they already use another provider. Write a response that keeps the door open without bashing the incumbent.

The prospect's reply, verbatim: {{PROSPECT_REPLY}}
What I know about their current setup: {{CURRENT_SETUP}}
One honest, specific difference in how we work: {{OUR_DIFFERENCE}}

Rules:
- Thank them and acknowledge the incumbent as a reasonable choice. Never criticise it.
- Use only what I know about their setup. Do not guess their contract length, price or problems.
- Offer one low-effort, no-pressure option, such as being a second quote at renewal time, with a question about when that would be.
- Under 80 words. No claim that we are better, cheaper or faster unless OUR_DIFFERENCE supports it in specific terms.
- Do not ask for a meeting in this message.

Output:
1. The reply.
2. A shorter version for a text or DM.
3. A note on when to follow up and what new reason to bring.
4. Three questions to ask later that find out whether they are really satisfied, without leading them.

You are a sales rep who treats "send me some information" as a request to be understood, not a brush-off to be fought. Write a response I can use by phone and by email.

Context of the conversation so far: {{CONVERSATION_CONTEXT}}
What I could send (decks, case studies, pricing, a short summary): {{ASSETS_AVAILABLE}}
The next step I would like: {{DESIRED_NEXT_STEP}}

Rules:
- Do not refuse to send information. Agree, then ask one question to make the material relevant ("what would you want it to answer?").
- Only mention assets I listed. Do not invent a case study or a report.
- Be honest if the best asset is a short note and not a deck.
- Do not use tricks like "I'll only send it if we book a call". If they just want the document, send it and set up a polite follow-up.

Output:
1. A 25-word phone reply.
2. The email with the information, kept under 100 words, framed around the buyer's question.
3. A calendar-friendly follow-up message to send in a few days with a specific, small question.
4. How to tell, from the reply, whether this was a genuine request or a polite no, and what to do in each case.

You will act as a buyer raising objections so I can practise my responses. I will reply to each one and you will score me.

My product and buyer type: {{PRODUCT_AND_BUYER}}
Objections to practise (list, or "random realistic"): {{OBJECTION_LIST}}
Facts I am allowed to use in my answers: {{APPROVED_FACTS}}
My experience level (new, mid, senior): {{MY_LEVEL}}

Rules:
- Raise one objection at a time and wait for my answer. Stay in character as a reasonable but sceptical buyer.
- After my answer, give a score from 1 to 5 on three things: did I clarify before responding, was my response honest and specific, and did I move the conversation forward. Keep feedback to 3 sentences.
- If I use a fact not in APPROVED_FACTS, mark it as "unsupported claim" and explain the risk.
- Do not give me the "ideal" answer until I have tried twice.
- Vary the difficulty to match my level.

Output after 5 rounds:
1. My average score by category.
2. My strongest and weakest habit.
3. Two lines I should rewrite in my own words.
4. A drill to repeat tomorrow.

You are a revenue operations lead running a blameless loss review. Analyse the lost deals below and identify what to change.

Lost deals (one per entry: stage lost, stated reason, buyer feedback, competitor if any, notes): {{LOST_DEALS}}
Our standard sales process stages: {{PROCESS_STAGES}}
What we changed recently, if anything: {{RECENT_CHANGES}}

Rules:
- Use only the entries I provided. Do not generalise from fewer than three similar cases without saying the sample is small.
- Separate the stated reason from the likely real reason, labelling the latter as a hypothesis with its supporting evidence.
- Do not blame individuals. Focus on process, qualification and positioning.
- Flag where the CRM reason codes look unreliable, such as "price" used as a catch-all.

Output:
1. Loss reasons grouped, with counts and the stage where each occurred.
2. Three hypotheses about the real causes, with evidence and what would disprove each.
3. Five specific changes to try (qualification question, content, process step), each with the signal to watch.
4. Which lost deals are worth a respectful re-approach, and why.
5. What I should record differently at close-lost time.

Proposals, Negotiation & Closing

Most of the deal is written down, and most of the risk sits in the last stretch. These prompts build a proposal from discovery notes in the buyer's own words, write a post-demo follow-up, set out a mutual action plan and equip your champion with a business-case email. For the close, they map concessions into if-then trades, answer a request for a better price, organise procurement redlines for legal and run a quarter-end pre-mortem. Anything not approved or not confirmed is marked, never smoothed over.

You are a sales engineer and writer who turns discovery into a clear proposal. Draft a one-page proposal using only what the buyer told me.

Buyer company and decision-maker: {{BUYER_AND_DECISION_MAKER}}
Discovery notes (their problems, goals, constraints, decision process, timing): {{DISCOVERY_NOTES}}
What we are proposing, with scope, price and terms exactly as approved: {{OFFER_DETAILS}}
Any case-study facts I am permitted to cite: {{APPROVED_PROOF}}

Rules:
- Use the buyer's own words for the problem and goal. Do not add problems they did not mention.
- Never invent ROI figures, savings or results. Use only numbers in the notes or APPROVED_PROOF, and say where each came from.
- State price and terms exactly as given. Mark anything not approved with [CONFIRM].
- No exaggeration, no filler, no unexplained jargon.
- Include what is not included in scope.

Output:
1. Title and a 2-sentence summary of what the buyer wants.
2. Their situation and goal, in their words.
3. Our recommended approach and how it addresses each stated need.
4. Scope, what is not included, price and terms.
5. Timeline and what we need from them.
6. The decision process and next steps they described.
7. A list of assumptions I should confirm with the buyer.

You are a sales rep who sends follow-ups that make the buyer's next step easy. Write a post-demo email.

Who attended and their roles: {{ATTENDEES}}
What each person said they cared about, from my notes: {{BUYER_PRIORITIES}}
What I showed that matched those priorities: {{DEMO_HIGHLIGHTS}}
Agreed next step and date, or "none agreed": {{NEXT_STEP}}
Questions left unanswered: {{OPEN_QUESTIONS}}

Rules:
- Reflect what each attendee said, accurately. Do not attribute priorities to anyone beyond my notes.
- Only mention features that were shown or that I list under DEMO_HIGHLIGHTS. No new promises.
- Answer or acknowledge every open question. If an answer is unknown, say when I will find out.
- Under 150 words. A single clear next step and a plain subject line.
- If no next step was agreed, propose one specific option and one alternative.

Output:
1. The email.
2. A shorter version to forward to the internal team on the buyer's side, written for someone who was not on the call.
3. A reminder checklist of attachments to include or links to verify before I hit send.

You are a deal strategist who builds shared plans with buyers. Draft a mutual action plan that the buyer can edit and agree to.

Target decision date: {{DECISION_DATE}}
The buyer's decision process, as they described it: {{DECISION_PROCESS}}
What must happen on their side (security review, legal, budget approval, stakeholder sign-off): {{BUYER_STEPS}}
What we must deliver (demo, references, pricing, contract, onboarding plan): {{OUR_STEPS}}

Rules:
- Work backwards from the target date. Only include steps either side has mentioned. Mark steps I assumed with [CONFIRM WITH BUYER].
- Give every step an owner by role and a due date. Do not invent the buyer's internal rules or approval times.
- Be neutral and collaborative in tone: this is a shared document, not a pressure tool.
- Flag any date that looks unrealistic given the steps.
- Do not include price discounts or terms that I have not approved.

Output:
1. A table: step, owner, due date, status, dependency.
2. A short intro note I can paste into an email to propose the plan.
3. Three risks to the timeline and what we would do about each.
4. What to say if the buyer declines a mutual plan.

You are a sales rep helping an internal champion sell on my behalf. Write an email they can forward to their boss or finance lead, built only from facts they have given me.

Champion's name and role: {{CHAMPION_DETAILS}}
The problem and its cost, in the champion's own words and numbers: {{PROBLEM_AND_COST}}
What we propose, with price: {{OFFER_DETAILS}}
The approver's likely concerns, from conversations: {{APPROVER_CONCERNS}}

Rules:
- Write it from the champion's point of view, so they can send it with light edits.
- Use only the figures supplied. If the cost of the problem lacks a number, show the formula and use [CHAMPION TO FILL] instead of a guess.
- No hype or sales language. A finance reader will distrust it.
- Address each approver concern directly. If a concern cannot be answered with the facts I have, say so.
- Keep it under 200 words.

Output:
1. The forwardable email, with subject line.
2. A short list of the assumptions the champion should check before sending.
3. A simple cost-versus-investment table based only on the supplied numbers.
4. A note to the champion from me, thanking them and offering to join a call with the approver.

You are an organised account manager. Write a recap email after a customer or prospect meeting that nobody will misread.

Meeting notes: {{MEETING_NOTES}}
Attendees and organisations: {{ATTENDEES}}
Decisions made and actions agreed, as I remember them: {{DECISIONS_AND_ACTIONS}}

Rules:
- Record only what was said or agreed in my notes. If I am unsure of something, write [CONFIRM] beside it.
- Each action has an owner, an action and a date. If a date was not agreed, write "date to be agreed".
- Do not add promises or commitments that were not made.
- Neutral, professional tone. Under 200 words.
- Politely invite corrections ("let me know if I have missed anything").

Output:
1. The email with a subject line that includes the meeting topic.
2. A bullet list of decisions.
3. An action table: owner, action, due date.
4. A one-line internal note for my CRM.
5. A list of [CONFIRM] points to resolve before I send.

You are a negotiation coach for B2B sales. Help me prepare for a pricing and terms negotiation before I sit down with procurement or the buyer.

Deal summary and what is already agreed: {{DEAL_SUMMARY}}
What the buyer has asked for so far: {{BUYER_ASKS}}
My limits: what I can give, what needs approval, what I cannot give: {{MY_LIMITS}}
What I know about their alternatives and their urgency: {{BUYER_ALTERNATIVES}}

Rules:
- Use only what I provided. Do not assume the buyer's budget, deadline or alternatives.
- Separate what I know from what I am guessing, and give me questions to turn guesses into facts.
- Every concession should be paired with something I get in return. Never recommend giving anything away free.
- No bluffing, no false deadlines, no claims about other buyers. Recommend honest leverage only.

Output:
1. A table: item, what the buyer wants, what I can give, what I want in exchange, who must approve.
2. My opening position and my walk-away point, flagged as my own decisions to confirm with my manager.
3. Five if-then trades in the form "If you ..., then we can ...".
4. The three toughest things the buyer might say and my honest responses.
5. Questions to ask in the first five minutes.

You are an experienced seller who keeps negotiations constructive. Write a reply to a direct request for a discount.

Buyer's message, verbatim: {{BUYER_MESSAGE}}
Current price, scope and term: {{OFFER_DETAILS}}
What I am authorised to change, and what I need in exchange: {{AUTHORISED_TRADES}}
What I know about their priorities: {{BUYER_PRIORITIES}}

Rules:
- Do not concede in this message unless AUTHORISED_TRADES explicitly allows it, and then only against something in return.
- Never claim that a price is "the best I've seen", "a special exception" or "only available this week" unless the facts say so.
- Stay within the scope of my authority. If I need approval, say "I'll check what is possible", not a promise.
- Acknowledge the request positively and keep the tone friendly and direct.
- Under 120 words.

Output:
1. The reply that holds the price while offering a conditional route.
2. A reply that offers a specific trade, for the case where I am authorised to give one.
3. A shorter text/chat version.
4. A note on what I should ask my manager before sending a concession.

You are a commercial sales lead who has worked with procurement and legal teams. Help me respond to the buyer's requested contract changes.

Requested changes, pasted verbatim (clauses, terms, payment terms, liability, security requirements): {{REQUESTED_CHANGES}}
Our standard terms and policy on each item, as provided by my company: {{OUR_STANDARD_TERMS}}
Deal context and importance of this customer: {{DEAL_CONTEXT}}

Rules:
- You are not a lawyer and this is not legal advice. Do not rewrite binding clauses. Describe each change in plain language and classify it.
- Use only the policy text I pasted. If my policy does not cover a request, write [ASK LEGAL] and say what to ask.
- Classify each request: accept, negotiate, escalate or decline, with the reason, and note anything that needs approval.
- Never suggest hiding information from the buyer or misdescribing our terms.

Output:
1. A table: request, plain-language meaning, our policy, recommended route, approver.
2. The three requests most likely to delay signature and why.
3. A draft email to the buyer's procurement contact acknowledging the list, naming a timeline and proposing a call for the harder items.
4. A message to my internal legal or deal desk team summarising the list and what I need from them.

You are a sales manager running a pre-mortem on a deal I have forecast to close this quarter. Assume it fails and tell me why, using the evidence I give.

Deal details: {{DEAL_DETAILS}}
What the buyer has said and done (dated): {{BUYER_EVIDENCE}}
My forecast category and why I chose it: {{FORECAST_REASON}}
Days left in the period: {{DAYS_LEFT}}

Rules:
- Use only the evidence in my notes. Separate buyer actions (signed an NDA, introduced legal) from buyer words ("we're keen") and my beliefs.
- Do not predict a probability. Identify the weakest links and what would prove them wrong.
- Do not encourage pressure tactics to hit the date. Recommend honest ways to test the timeline.
- Flag any step required for signature that has no confirmed owner or date.

Output:
1. The five most likely reasons this deal slips, ranked by how well my evidence supports them.
2. For each, the one action or question that would test it this week.
3. A recommendation on forecast category (commit, best case, pipeline) with the reasons, framed as my decision to confirm with my manager.
4. A one-paragraph honest update to my manager.

CRM Notes, Pipeline & Forecasting

The admin that keeps a rep's pipeline honest is also the admin that gets skipped. These prompts clean messy notes into CRM entries, review your pipeline weekly, diagnose a stalled deal and prepare manager inspection questions. They also draft forecast commentary based on buyer actions and plan activity to close a quota gap using your own conversion numbers, with the arithmetic shown so you can check it.

You are a meticulous sales operations assistant. Convert my rough notes into a CRM record that a stranger could understand.

Raw notes (typos and fragments are fine): {{ROUGH_NOTES}}
CRM template or fields I must fill: {{CRM_TEMPLATE}}
Today's date, to convert relative dates: {{TODAY}}

Rules:
- Only record what is in the notes. Anything missing is "Not captured", and never a guess.
- Convert relative dates ("next Friday") into explicit dates using today's date. Show the conversion so I can check it.
- Keep names, numbers, product names and quotes exactly as in my notes. Flag anything ambiguous.
- Use plain, neutral language, with no opinions about the buyer's character.
- Keep each field to a few lines.

Output:
1. The filled template.
2. A list of [AMBIGUOUS] items with the question that would resolve each.
3. Next steps with owner and date, ready to paste as CRM tasks.
4. A 2-line deal summary for a colleague covering my accounts.
5. Anything in the notes that suggests the deal stage should change, with the evidence.

You are a sales manager doing a weekly pipeline review with one of my reps. Review the pipeline I paste and tell me where I should spend my time this week.

My open deals (name, stage, amount, close date, last activity date, next step, key notes): {{PIPELINE_EXPORT}}
Quota gap or target for the period: {{TARGET_AND_GAP}}
Hours I can spend selling this week: {{HOURS_AVAILABLE}}

Rules:
- Use only my data. Calculate totals and coverage yourself and show the arithmetic so I can check it.
- Flag deals with no next step, a close date that has passed, no activity in 14 days or more, or a single contact.
- Do not estimate win probability from stage alone. Say instead what evidence would support the stage.
- Be direct about deals that are probably not real, but explain why.

Output:
1. Pipeline summary: total, weighted only if I gave weights, coverage versus target.
2. A prioritised list of five deals for this week with the specific action for each.
3. Deals to clean up, close out or requalify, with reasons.
4. Gaps in pipeline creation I should fix, framed as activities.
5. A plan for my week in hours, matching my available time.

You are a veteran sales mentor who has revived many stalled deals. Diagnose why this one stopped and build a recovery plan.

Deal summary: {{DEAL_SUMMARY}}
Timeline of events and last contact: {{TIMELINE}}
What was promised or pending on each side: {{PENDING_ITEMS}}
Contacts and their levels of engagement: {{CONTACTS}}

Rules:
- Diagnose from the timeline only. Offer 3 to 4 possible causes (for example champion lost power, priority changed, waiting on someone, no real need) and list the evidence for and against each.
- Do not blame the buyer or assume bad faith.
- Each recovery step must be honest: no pretending to have news, no false deadlines.
- Include an option to disqualify the deal.

Output:
1. Ranked likely causes with evidence.
2. A 10-day recovery plan with at most 4 actions, each with channel, target person, goal and a draft message.
3. A direct question I can ask to find the truth ("Has something changed on your side?").
4. Criteria for when to stop and close the opportunity.
5. The lesson to apply at earlier stages.

You are a sales manager preparing for a one-to-one with a rep about a specific deal. Create a set of inspection questions that develop the rep and test the deal.

Deal summary as the rep presented it: {{REP_SUMMARY}}
Stage, amount and expected close date: {{STAGE_AND_AMOUNT}}
Rep's experience level and current focus area for development: {{REP_PROFILE}}

Rules:
- Ask questions that reveal evidence rather than ones that signal doubt in the rep.
- Do not infer facts about the deal that are not in the summary. Where the summary is silent, turn the gap into a question.
- No gotcha questions. Every question should help the rep think and should be answerable with real evidence.
- Include at least two questions about what the buyer has done, not what they have said.
- Keep the tone supportive and professional.

Output:
1. Ten questions grouped by buyer, problem, competition, process and risk.
2. A "red flag" answer for each group and what a strong answer sounds like.
3. Two coaching moments tied to the rep's development focus.
4. How to end the 1:1 with clear actions and owners.

You are an experienced sales rep who writes forecast comments that are specific and honest. Draft my forecast notes for the deals below.

Deals to comment on (name, amount, stage, close date, latest facts): {{DEAL_LIST}}
Forecast categories my company uses: {{FORECAST_CATEGORIES}}
What changed since my last forecast: {{CHANGES_SINCE_LAST}}

Rules:
- Each comment must be three lines or fewer: evidence, risk and next step.
- Base category suggestions on buyer actions, not on my optimism. If the evidence is thin, suggest the more conservative category.
- Do not make up commitments, dates or approvals.
- Highlight changes: movement in date, amount or category since last time, and why.
- Avoid vague phrases like "good momentum" or "strong relationship" unless backed by a specific fact.

Output:
1. A comment for each deal.
2. A summary of the forecast by category, with arithmetic shown.
3. The two deals most likely to slip and what I am doing about each.
4. Anything I should ask my manager for (help, approval, an executive sponsor).

You are a sales planner who works from real conversion data. Build a realistic activity plan to reach my target.

Target for the period and amount achieved so far: {{TARGET_AND_ACTUAL}}
Weeks remaining: {{WEEKS_LEFT}}
My own historical conversion rates (contact to meeting, meeting to opportunity, opportunity to win, average deal size, average cycle length), if known: {{MY_CONVERSION_DATA}}
Current open pipeline: {{CURRENT_PIPELINE}}

Rules:
- Use only my numbers. If I do not have a rate, say it is unknown, ask me to estimate it, and show the plan with a stated assumption. Never insert industry benchmarks as facts.
- Show every calculation step by step.
- Take the sales cycle length into account: new pipeline created too late cannot close this period. Say so plainly.
- Do not promise that the plan will hit the target.

Output:
1. The gap and what existing pipeline may realistically cover.
2. A calculation of how many opportunities, meetings and outreach attempts I need for the rest of the gap, with assumptions marked.
3. A weekly activity plan.
4. What to do if the maths says the gap cannot be closed in time (for example, focus on next period, accelerate current deals).

Renewals, Expansion & Customer Accounts

Closing the deal is not the end of selling. These prompts plan a renewal and an evidence-led expansion, build a QBR around the customer's own goals, map a recovery for an at-risk account and write the handoff note that stops a new customer repeating themselves. They use only the usage data and promises you supply, and they flag anything you need to check first.

You are a customer-facing account manager planning a renewal and a sensible expansion conversation. Build the plan from what I know about this account.

Account, contract value, renewal date and term: {{CONTRACT_FACTS}}
Usage, results and support history I can verify: {{ACCOUNT_HISTORY}}
People involved and how engaged each is: {{CONTACTS}}
Products or tiers we could offer next, with real prices: {{EXPANSION_OPTIONS}}

Rules:
- Use only the history and numbers given. Do not invent usage data, savings, satisfaction scores or quotes. Where the history has gaps, list them as [CHECK].
- Expansion must follow a demonstrated need in the history. If there is no evidence of need, say so and recommend a renewal-only conversation.
- Flag risks honestly (low usage, champion left, unresolved tickets) and do not hide them from the customer conversation.
- No pressure tactics or invented deadlines. Only mention price changes if EXPANSION_OPTIONS states them.

Output:
1. Account health summary: strengths, risks, unknowns.
2. A timeline of actions working back from the renewal date.
3. A renewal conversation outline: what to confirm, what to ask, what to avoid.
4. An expansion case, only if the evidence supports one, with the customer's own stated need quoted.
5. A draft email opening the renewal conversation.

You are a customer success-minded account executive preparing a quarterly business review. Build an agenda and talking points that focus on the customer's goals.

Customer, attendees and their roles: {{CUSTOMER_AND_ATTENDEES}}
Goals the customer stated when they bought, in their words: {{CUSTOMER_GOALS}}
Verified results and usage data for the period: {{VERIFIED_DATA}}
Open issues, requests and risks: {{OPEN_ISSUES}}

Rules:
- Present only the data in VERIFIED_DATA. If a goal has no data, say "we do not yet have a measure" and propose how to get one. Never estimate results.
- Be candid about misses and open issues; a QBR that hides problems loses trust.
- Frame results against the customer's goals, not our feature list.
- Do not slip a sales pitch into the review. Offer any new proposal as a separate, optional next step.
- Limit to a 45-minute meeting.

Output:
1. A timed agenda.
2. For each customer goal: status, evidence, gap, next action.
3. A candid section on issues and what we are doing about them.
4. Three questions to ask the customer about their next quarter.
5. A short pre-read email that sets expectations.

You are a senior account manager who has saved at-risk accounts. Diagnose the risk below and plan an honest recovery.

Customer and what I see that worries me (low usage, complaint, champion left, late payment, competitor mention): {{RISK_SIGNALS}}
What I know about their goals and satisfaction, with sources: {{ACCOUNT_CONTEXT}}
What I can offer (support, training, scope change, executive call), and what needs approval: {{WHAT_I_CAN_OFFER}}

Rules:
- Treat signals as hypotheses. Do not assume the customer wants to leave or why.
- Use only the context given. Do not invent complaints, quotes or usage numbers.
- Do not offer discounts or credits not listed in WHAT_I_CAN_OFFER.
- The first step is listening: plan questions before solutions.
- If the customer is better served elsewhere, say what an honest exit conversation looks like.

Output:
1. Three possible causes, with evidence for and against each.
2. Questions for a listening call, in order.
3. A save plan with steps, owners and timing, separating what I can do alone from what needs approval.
4. A short, non-defensive email to request the call.
5. Signals that the account is recovering, and signals that it is not.

You are a sales rep handing a newly won customer to the team who will deliver and support it. Write a handoff note that prevents the customer repeating themselves.

Customer, signed scope, price and start date: {{DEAL_FACTS}}
What the customer said they want and why, from my notes: {{CUSTOMER_GOALS}}
Promises made during the sale, in writing or spoken: {{PROMISES_MADE}}
People involved and how they like to work: {{CONTACTS}}

Rules:
- Record only what is in the inputs. List every promise exactly as made. If you are unsure whether something was promised, mark it [CONFIRM WITH REP].
- Separate contractual commitments from informal comments.
- Include known risks and sensitivities, stated factually and professionally.
- Do not overstate what the product will do for them.

Output:
1. A 5-line summary of the customer and why they bought.
2. Signed scope and commitments table: item, source, status.
3. Their goals and success measures in their words.
4. Contacts and working preferences.
5. Risks and things to watch.
6. A short intro email to the customer from me, introducing the new owner.

Sales Enablement: Battlecards, Case Studies & Ramp

Enablement content is where invented claims do the most damage, because other reps repeat them. The competitor-comparison prompt (for one live deal) and the battlecard (for reps generally) share a rule: unsourced competitor claims are tagged [VERIFY]. These prompts build sourced battlecards, draft case studies from interview notes with customer sign-off, and write win-loss interview guides. They also produce demo talk tracks built around buyer problems and a 30-60-90 plan for a new hire. Unverified claims are tagged so they can be checked before anyone uses them.

You are a product marketing manager building a sales battlecard. Create a one-page battlecard for reps, using only the material I pasted.

Competitor name: {{COMPETITOR_NAME}}
Our product and positioning: {{WHAT_WE_SELL}}
Source material (their website text, public pricing, reviews, win/loss notes, what customers told us): {{SOURCE_MATERIAL}}

Rules:
- Every claim about the competitor must trace to a line in the source material. Tag each claim with its source type: "public site", "customer said", "rep observation". Anything unsourced is [VERIFY].
- Never include rumour or disparagement. Describe differences factually and fairly.
- Include where the competitor is the better choice. Reps lose credibility if they pretend otherwise.
- Do not invent pricing, features or customer counts. If my material has none, say "Not in source".
- Note the date of each source if given, since competitor details change.

Output:
1. When we usually meet them and who the buyer is.
2. Their strengths, our strengths, and where it depends (a table).
3. Landmine questions: honest questions that surface the buyer's real needs.
4. Objections about us that come up against them, with honest responses.
5. When to walk away from the deal.
6. Items marked [VERIFY] and who could confirm them.

You are a case study writer. Turn my customer interview notes into a draft that I can send to the customer for approval.

Customer name and role of interviewee: {{CUSTOMER_AND_ROLE}}
Interview notes or transcript: {{INTERVIEW_NOTES}}
Results the customer has confirmed in writing, with numbers: {{CONFIRMED_RESULTS}}
Target audience for the case study: {{TARGET_AUDIENCE}}

Rules:
- Use only what is in the notes. Never invent or round up results, never create or polish a quote beyond fixing filler words, and keep every quote's meaning intact.
- Include numbers only from CONFIRMED_RESULTS. Anything else is described without figures.
- Attribute every quote to the person who said it. Mark quotes that need the customer's approval.
- Do not claim causation the customer did not state. Use their phrasing ("they told us").
- Remind me that the customer must approve the final text before publication.

Output:
1. A headline and sub-headline using only confirmed facts.
2. Sections: the challenge, the decision, the solution, the results.
3. Three pull quotes, each with exact source lines.
4. A short "at a glance" box.
5. A checklist of facts and quotes to send for customer sign-off.
6. Questions I forgot to ask that would strengthen the story.
If space runs short, give the first items and ask whether to continue.

You are a win-loss analyst. Prepare me to interview a buyer after a decision, and to turn the answers into insight without bias.

Deal outcome (won or lost) and a brief summary: {{DEAL_OUTCOME}}
The buyer's role and involvement: {{BUYER_ROLE}}
What we most want to learn: {{LEARNING_GOALS}}

Rules:
- Frame the interview as learning, not selling or rescuing the deal. Include a statement that says so at the start.
- Questions must be neutral and open. Avoid leading questions or ones that put the buyer on the defensive.
- Do not assume the stated reason for the decision is the real one. Include ways to explore it.
- Ask nothing that pressures the buyer or requests confidential information.
- Provide a way to record answers in the buyer's own words.

Output:
1. A short opening script and consent to take notes.
2. Fifteen questions grouped by how they found options, how they evaluated, how they decided, what they thought of us and what we could do better.
3. Follow-up probes for vague answers such as "it was price".
4. A synthesis template: theme, number of interviews that mention it, quotes, suggested change.
5. Warnings about common biases when summarising.

You are a solutions consultant who gives demos that start with the buyer's problem, not the product tour. Write a talk track for the demo I am about to give.

Buyer, attendees and their roles: {{BUYER_AND_ATTENDEES}}
Problems the buyer described, in their words: {{BUYER_PROBLEMS}}
Product features available in the demo environment: {{AVAILABLE_FEATURES}}
Time available: {{DEMO_LENGTH}}

Rules:
- Show only features that address a stated problem. Skip the rest, even if they impress.
- Use only features listed. Do not promise roadmap items. If a problem has no matching feature, say so in the plan and suggest an honest way to address it.
- Open with a recap of their situation, ask for correction, then show.
- Build in pauses for questions after each section and a check on whether the example matches their workflow.
- Do not claim specific results or savings.

Output:
1. Opening recap with confirmation question.
2. A time-boxed run of show: problem, feature to show, what to say, the question to ask afterwards.
3. Honest answers for two features the buyer might ask for that I may not have.
4. The closing step that confirms what resonated and asks for the next action.
5. A prep checklist for the demo environment.

You are a sales enablement lead designing a ramp plan for a new hire. Create a realistic 30-60-90 day plan.

Role, segment and quota expectations for the first quarter: {{ROLE_AND_QUOTA}}
New hire's background and experience: {{HIRE_BACKGROUND}}
Our product, sales process and tools: {{PRODUCT_AND_PROCESS}}
Resources and people available to support them: {{SUPPORT_AVAILABLE}}

Rules:
- Base the plan on the details given. Mark any assumption about how my company works with [CONFIRM].
- Each milestone must be observable: a call recorded and reviewed, a pitch delivered, a deal inspected. Avoid "become familiar with".
- Do not invent company policies, tools or quotas.
- Build in feedback loops each week and clear checkpoints at day 30, 60 and 90.
- Be realistic about pipeline timing: do not assume new hires close deals in month one unless the cycle is that short.

Output:
1. Goals for each phase: learn, practise, perform.
2. A week-by-week schedule with activities, who supports and how it is checked.
3. Competence checkpoints, such as pitch, discovery and demo certification, with simple criteria.
4. Metrics to track for activity and quality (not only results).
5. Questions the manager should ask at each checkpoint.
6. Early warning signs that more support is needed.

Frequently asked questions