Copy-paste into ChatGPT, Claude, or Gemini. Each prompt includes the best model to use and exactly what to provide.
Uncover the top business challenges facing your prospect's industry so you walk into every conversation already sounding informed.
You are a senior B2B sales researcher with deep expertise in industry analysis and buyer psychology. I am preparing to prospect into [INDUSTRY] companies. The companies I'm targeting are typically [COMPANY SIZE / STAGE, e.g. "Series B SaaS startups with 50-200 employees"]. My primary buyer is usually the [BUYER PERSONA, e.g. "VP of Sales" or "Chief Revenue Officer"]. Your task: 1. Identify the top 5 business pain points that [BUYER PERSONA] at [INDUSTRY] companies are most likely experiencing right now. 2. For each pain point, explain: a. What the symptom looks like day-to-day (what they're complaining about in meetings) b. What the underlying root cause usually is c. What the business impact is if left unresolved (cost, risk, or missed opportunity) 3. Suggest one sharp discovery question I could ask to get the prospect to articulate each pain in their own words. Format each pain point as a numbered section. Use plain, jargon-free language. Do NOT invent statistics. Flag if you're uncertain about any claim.
Generate a structured briefing document before an important prospect or customer call so you walk in prepared and credible.
You are an expert sales strategist preparing a rep for a high-stakes discovery call. Using the information I've pasted below, build a pre-call briefing document for my upcoming meeting with [PROSPECT NAME], [TITLE] at [COMPANY]. --- [PASTE: LinkedIn bio, company About page, any prior emails or notes] --- Structure the briefing as follows: 1. COMPANY SNAPSHOT (3-4 sentences): What they do, who they serve, business model, recent news worth mentioning. 2. PROSPECT BACKGROUND (2-3 sentences): Their career history, current role, and likely priorities based on title and tenure. 3. LIKELY STRATEGIC PRIORITIES: 3 bullet points on what this person is probably measured on or worried about this quarter. 4. CONVERSATION HOOKS: 2-3 specific, genuine talking points I can use to open with warmth and relevance (recent announcement, shared connection, industry event, etc.). 5. RISK FLAGS: Any signals that suggest this deal could be tricky (recent layoffs, competitor mentions, budget freeze signals). 6. SUGGESTED OPENING LINE: A single sentence I can use to open the call that shows I've done my homework without sounding rehearsed. Be direct and concise. If you can't find evidence for a section, say so rather than speculating.
Map out every stakeholder likely to be involved in a purchase decision so you don't get blindsided late in the deal.
You are a deal strategy advisor who specialises in navigating complex B2B buying processes. I am selling [SOLUTION TYPE] to [COMPANY NAME], a [BRIEF COMPANY DESCRIPTION]. I'm currently in contact with [KNOWN CONTACTS AND TITLES]. Your task: 1. Based on the solution type and company profile, identify the most likely buying committee — the roles that typically get involved in approving this kind of purchase. 2. For each role, provide: a. Their likely primary concern or lens (e.g. a CFO cares about ROI; IT cares about security and integration complexity) b. Whether they are likely a Champion, Approver, Blocker, or Influencer c. One question I should try to answer about this person before engaging them 3. Identify which roles I'm most likely missing based on who I'm currently talking to. 4. Suggest the most important stakeholder I should try to get in front of next and why. Be specific. Base your thinking on how [INDUSTRY / COMPANY SIZE] companies typically structure procurement decisions for [SOLUTION CATEGORY].
Prepare sharp, confident responses to comparison questions before they come up in a live deal.
You are a competitive intelligence specialist and sales trainer. I sell [YOUR SOLUTION - brief description]. The competitor I'm most often evaluated against is [COMPETITOR NAME]. I know the following about how we compare: [YOUR NOTES - can be rough bullet points]. Your task: 1. Identify the 3 most common comparison questions a prospect is likely to ask when evaluating us against [COMPETITOR]. 2. For each question, write a response that: a. Acknowledges the competitor's strength honestly (don't dismiss it - buyers respect honesty) b. Pivots to a genuine differentiator or reframe that shifts the evaluation criteria c. Closes with a discovery question that uncovers which factor matters most to this specific buyer 3. Identify one situation or buyer profile where [COMPETITOR] is genuinely the better fit - and how I should handle that conversation. 4. Suggest two proactive moves I can make earlier in the deal to anchor the conversation around our differentiators before the comparison even starts. Tone: confident but not arrogant. Consultative, not combative.
Write a cold email that earns a reply — relevant, human, and short enough to actually be read.
You are an expert B2B copywriter who specialises in cold email. Your emails are known for being short, specific, and earning replies without hype or pressure tactics. Write a cold email to [PROSPECT NAME], [TITLE] at [COMPANY]. Context: - Reason for reaching out / trigger: [SPECIFIC TRIGGER - e.g. "they just raised a Series B", "they posted a VP Sales job", "I saw their CEO speak at SaaStr"] - What I'm offering: [YOUR SOLUTION - one line] - The one outcome this creates for them: [SPECIFIC OUTCOME - e.g. "reduces time reps spend on manual research by ~40%"] - Tone I want: [e.g. direct and peer-level / warm and consultative / brief] Requirements: - Subject line: under 7 words, curiosity-driven, no clickbait - Body: 4-6 sentences maximum - Open with relevance to them, not a pitch about me - One specific outcome - not a list of features - CTA: low-friction ask (15-min call or a simple question) - never "let me know if you're interested" - No "I hope this email finds you well", no generic opener Write 3 subject line variations and 2 body variations so I can A/B test.
Write a connection request that feels like it's from a real person, not a bot — short, relevant, and worth accepting.
You are a B2B sales professional who writes LinkedIn connection requests that feel genuinely human - not templated, not pushy. Write a LinkedIn connection request to [PROSPECT NAME], [TITLE] at [COMPANY]. Context: - Reason for connecting: [SPECIFIC REASON - e.g. "I read their post about AI in sales ops", "we were both at [event]", "we share [mutual connection]"] - What I do: [ONE LINE - keep it light, not a pitch] - Tone: [conversational / professional / direct] Requirements: - Maximum 280 characters (LinkedIn limit) - Must feel personal - reference something specific to them - No pitch, no ask, no "I'd love to explore synergies" - End with a natural hook that makes them want to accept Write 3 variations: 1. Very short (under 150 chars) 2. Medium (150-250 chars) 3. Full length (up to 280 chars)
Write a follow-up sequence that adds value with each touch instead of just chasing for a reply.
You are a sales sequencing expert who believes every follow-up should earn its place by adding something new - not just restating the original pitch. Here is my original email to [PROSPECT NAME]: --- [PASTE ORIGINAL EMAIL] --- Write [NUMBER] follow-up emails. Space them [X] days apart. For each follow-up: - Email [N]: [BRIEF ANGLE - e.g. "add a relevant stat or insight", "share a short case study", "ask a genuine question about their business"] Requirements for each: - Different subject line from the original - 3-5 sentences maximum - Each should stand alone - don't reference "my previous email" in a needy way - The final follow-up should be a graceful exit that leaves the door open - Tone should stay [CONSISTENT TONE - e.g. "peer-level and direct"] throughout The goal is a response - even a "not interested" counts as a win because it closes the loop.
Write a graceful break-up email that closes the loop, keeps the relationship intact, and occasionally prompts a reply from ghosts.
You are a sales professional who knows how to end a prospecting sequence with dignity - no guilt trips, no passive aggression, and no burning bridges. Write a break-up email to [PROSPECT NAME], [TITLE] at [COMPANY]. Context: - I've reached out [NUMBER] times over [TIME PERIOD] - Last interaction: [DESCRIBE - e.g. "they opened but didn't reply", "we had one call then went silent"] - What I was trying to help with: [BRIEF DESCRIPTION] - Tone: [warm and human / dry and direct / light with a hint of humour] Requirements: - Under 5 sentences - Acknowledge the silence without resentment - Briefly restate the value - one line, not a pitch - Make it easy for them to re-engage later (clear door left open) - Do NOT use: "I don't want to be a pest", "I know you're busy", "one last try", or any guilt language Write 2 versions: 1. With a small dose of humour 2. Straight and professional
Reconnect with a prospect who went dark or chose a competitor — with a fresh angle that doesn't feel desperate.
You are a senior AE who specialises in re-engaging cold deals without appearing needy or repeating the same pitch. I want to re-engage [PROSPECT NAME], [TITLE] at [COMPANY]. Context: - What happened: [DESCRIBE - e.g. "they went dark after our second demo 6 months ago", "they chose [COMPETITOR] last year", "they said 'not the right time' in Q3"] - Time since last contact: [X months] - What's changed on their side: [e.g. "they just announced expansion into EMEA", "they posted a new VP Sales role"] - What's changed on my side: [e.g. "we launched [NEW FEATURE]", "we signed [SIMILAR COMPANY]"] Write a re-engagement email that: 1. Opens with a genuine, specific reason for reaching out now - not "just checking in" 2. Acknowledges the gap without dwelling on it 3. Gives them one compelling new reason to take the conversation (new development or reframed problem) 4. Asks a low-pressure question that invites a response without demanding a meeting Under 120 words. Tone: [SPECIFY].
Build a sharp, layered set of discovery questions tailored to your specific prospect's situation — not a generic list.
You are a sales discovery coach who trains enterprise AEs to run consultative discovery conversations that uncover real pain. Context: - Prospect: [TITLE] at a [COMPANY TYPE / SIZE] - The problem I believe they have: [YOUR HYPOTHESIS] - What I'm exploring with them: [YOUR SOLUTION CATEGORY] - What I already know: [ANY PRIOR CONTEXT - can be rough notes] Generate a structured set of discovery questions in three tiers: TIER 1 - SITUATION (3 questions): Understand their current state. Open-ended. No leading. Help me understand their environment before assuming. TIER 2 - PAIN (4 questions): Surface the real problem. Help the prospect articulate friction, inefficiency, or risk in their own words - not have it fed to them. TIER 3 - IMPACT (3 questions): Connect the pain to business consequence. Cost, risk, missed opportunity, or personal frustration. These create urgency without pushing. BONUS - ONE IMPLICATION QUESTION: Makes them think about what happens if they do nothing. For each question, add a one-line note on what I'm trying to learn. Do NOT write questions that can be answered with yes/no unless it's intentional.
Turn a vague problem the prospect mentioned into a concrete, quantified business impact — the kind that gets budget approved.
You are a value engineering specialist who helps sales teams connect customer pain to business impact in a way that resonates with CFOs and executive buyers. The prospect said (or implied): "[PASTE THEIR WORDS OR YOUR PARAPHRASE OF THE PAIN]" Company context: [SIZE / REVENUE / INDUSTRY] Affected team / function: [DEPARTMENT OR ROLE] Numbers mentioned: [ANY METRICS THEY SHARED - even rough ones like "we waste hours on this"] Your task: 1. Articulate the pain clearly in business language - strip out jargon and make it feel real. 2. Build a logical impact chain: pain -> operational inefficiency -> financial or strategic consequence. Show the cause-and-effect reasoning step by step. 3. Attempt a rough quantification of the impact. Use the numbers they gave you and make conservative assumptions - flag all assumptions clearly. 4. Rewrite the pain as a one-line "impact statement" I can use in my proposal or executive summary (format: "[Company] is losing / missing / risking [X] because of [pain]"). 5. Suggest one question I can ask to validate or sharpen this impact analysis with the prospect. Be precise. Do not invent numbers without labelling them as estimates. Show your working.
Run a structured MEDDIC analysis on an active deal to identify where you're strong and where you're exposed before it's too late.
You are a sales deal coach who uses the MEDDIC framework to help AEs identify deal risk and take targeted action. Here are my deal notes for [COMPANY NAME]: --- [PASTE YOUR DEAL NOTES - CRM update, email thread summary, or rough bullet points] --- Assess this deal against the full MEDDIC framework: M - METRICS: What quantified business outcome is driving the purchase? What do we know, and what's missing? E - ECONOMIC BUYER: Have we identified and engaged the person who can approve the budget? Status + gap. D - DECISION CRITERIA: What are the formal and informal criteria being used to evaluate solutions? D - DECISION PROCESS: Do we understand how they'll make the decision, who's involved, what the process looks like? I - IDENTIFY PAIN: Is the pain clearly articulated, quantified, and tied to a named stakeholder? C - CHAMPION: Do we have someone inside who is actively selling for us? Evidence of champion strength? For each dimension: - Rate it: Strong / Developing / Weak / Unknown - Explain the evidence - Identify the most important action to take in the next 7 days to strengthen this area Close with an overall deal health rating and the single biggest risk to this deal closing on time.
Turn messy call notes into a clean, structured summary you can share with the prospect or update your CRM with in minutes.
You are an executive assistant with expertise in B2B sales. Your job is to turn rough meeting notes into crisp, professional summaries that capture what actually matters. Call type: [DISCOVERY / DEMO / FOLLOW-UP / NEGOTIATION / OTHER] Date: [DATE] Attendees: [NAMES AND ROLES] Raw notes: --- [PASTE YOUR NOTES OR TRANSCRIPT EXCERPTS] --- Produce a structured post-call summary: 1. CALL OVERVIEW (2-3 sentences): Who attended, the purpose of the call, and the headline outcome. 2. KEY PAIN POINTS SURFACED: Bullet points of the specific problems the prospect described. Use their language where possible. 3. WHAT THEY CARE ABOUT MOST: The 1-2 things that came up repeatedly or with the most urgency. 4. NEXT STEPS (numbered, with owner and due date): Be specific. "I will send X by [DATE]" - not vague actions. 5. OPEN QUESTIONS: Things we still need to find out to move the deal forward. 6. CRM UPDATE (one paragraph): A clean, third-person summary suitable for pasting into a CRM opportunity note. Use bullet points only where appropriate. This may be forwarded to the prospect - keep it professional.
Navigate price objections with confidence — understand what's really being said, and respond in a way that protects your deal without discounting unnecessarily.
You are a negotiation coach and sales trainer who specialises in handling price objections without racing to discount. The prospect said: "[EXACT WORDS OR CLOSE PARAPHRASE]" Deal context: - Stage: [EARLY / MID / LATE - e.g. "we're at the proposal stage"] - What they've said yes to so far: [WHAT THEY LIKED OR AGREED ON] - Budget signals: [ANY BUDGET CONTEXT - e.g. "tight Q4 budget", "approved budget of $X", "no signal yet"] - Competitive context: [ANY COMPETITOR MENTIONED / PRICE ANCHORED] Your task: 1. Diagnose what the objection is really about - price, value gap, risk, process, or buying readiness. Explain your reasoning. 2. Write a response that: a. Acknowledges the concern without capitulating b. Reanchors to the business value already established c. Asks a diagnostic question to understand the real issue 3. Write a second response if they push back again after your first reply. 4. Advise on when to consider a concession, what form it should take (term, scope, payment schedule - not price), and how to frame it so it doesn't devalue the offer. Do NOT suggest discounting as a first move.
Respond credibly when a prospect tells you they're already covered — without dismissing their current setup or overselling yours.
You are a consultative sales advisor who helps reps navigate the "we already have X" objection with intellectual honesty and strategic precision. The prospect said: "We already use [CURRENT SOLUTION] for that." My solution: [YOUR SOLUTION - one paragraph] What I believe is different or complementary: [YOUR DIFFERENTIATOR - even rough bullet points] What I know about their current setup: [ANY CONTEXT - e.g. "they've been using it 2 years", "it's part of a bundle"] Your task: 1. Reframe this objection - explain the three most likely reasons behind "we already have a solution" and which is most likely here. 2. Write a response that: a. Validates their current investment (don't attack their choice) b. Opens a genuine conversation about whether [CURRENT SOLUTION] is fully covering the problem c. Introduces a compelling question that creates curiosity - not a feature dump 3. Write a follow-up question that invites them to evaluate their current setup themselves, rather than you telling them it's not good enough. 4. Describe a red flag scenario where their current solution genuinely covers the need and we should gracefully move on. Tone: intellectually curious, not combative.
Respond to timing objections in a way that either uncovers the real blocker or secures a concrete future commitment — not a vague "check back in six months."
You are a deal strategy coach helping an AE navigate a timing objection without losing the opportunity or degrading the relationship. The prospect said: "[WHAT THEY SAID - e.g. 'we're focused on other priorities right now', 'let's revisit in Q2']" Deal context: - Stage: [WHERE WE ARE IN THE PROCESS] - What we know about their pain: [PAIN CONTEXT] - What's happening on their side: [ANY KNOWN CONTEXT - e.g. "new CRO just started", "Q4 budget freeze"] - Relationship quality: [WARM / NEUTRAL / UNCERTAIN] Your task: 1. Diagnose this objection: is it a genuine timing issue, a hidden concern, a priority signal, or a polite no? What's most likely and why? 2. Write a response for the most likely scenario that: a. Respects their situation genuinely - no pressure b. Gently explores what would need to be true for timing to be right c. Tries to agree on a specific next step with a date - not "I'll follow up in a few months" 3. Write a response for if this is actually a polite no - how to surface that cleanly and leave on good terms. 4. Suggest one action to stay relevant without being annoying in the meantime.
Build a structured negotiation plan before entering a late-stage commercial conversation so you're not winging it under pressure.
You are a commercial negotiation advisor with experience in complex B2B deals. Your approach is principled negotiation - understand interests, not just positions. Deal overview: - List price / proposed contract: [YOUR PROPOSAL] - What they've pushed back on: [THEIR OBJECTIONS OR ASKS] - What they've agreed to: [WHAT'S LOCKED IN] - My authorised flexibility: [WHAT I CAN OFFER - price range, payment terms, add-ons] - My BATNA: [WHAT HAPPENS IF DEAL DOESN'T CLOSE] - Their likely BATNA: [WHAT DO THEY DO IF THEY DON'T BUY - status quo, competitor, delay?] Build a negotiation plan including: 1. My ideal outcome, acceptable outcome, and walk-away point - clearly defined. 2. Their likely priorities and constraints - what they actually care about vs. what they're asking for. 3. A concession strategy: what to offer, in what sequence, and how to frame each concession to maintain perceived value. 4. The one thing I should never concede on and why. 5. Two opening statements - one if I'm leading the negotiation, one if they open first. 6. How to handle if they ask for a decision before I'm ready. Format as an actionable playbook. Be specific and direct.
Equip your internal champion with the talking points, answers, and framing they need to sell on your behalf when you're not in the room.
You are a sales strategist who specialises in deal acceleration through internal champions. You know that the most important sales conversation happens when you're not in the room. Champion context: - Champion's name/role: [NAME, TITLE] - Their relationship to the economic buyer: [e.g. "direct report", "cross-functional peer"] - What they've said they'll do: [e.g. "bring it to the leadership team", "present at the next budget review"] Deal context: - The business case as we've built it: [SUMMARY OF VALUE / ROI] - Known internal objections or resistance: [WHAT THEY'VE TOLD YOU THEY'RE HEARING INTERNALLY] - Competing priorities: [ANYTHING ELSE THE BUSINESS IS FOCUSED ON] Build a champion enablement brief that includes: 1. A one-page internal pitch narrative (3-4 paragraphs) they can adapt or read directly - written in their voice, not mine. 2. Anticipated internal objections with suggested responses (5 max). 3. The three most important things they should emphasise to the economic buyer. 4. One thing they should avoid saying (common overselling mistake for this type of deal). 5. A suggested next step they can propose to their leadership to move things forward. Tone: this brief is FOR the champion to use. Write it as if helping them, not pitching them.
Identify the real risks in your deal before your manager does — and have a plan to address them.
You are a senior sales manager doing a deal review. Your job is to identify risk with brutal honesty, not to make the rep feel good about the pipeline. Deal notes: --- [PASTE YOUR DEAL NOTES - CRM entry, email thread, meeting notes, whatever you have] --- Assess this deal across the following risk dimensions: 1. ENGAGEMENT RISK: How recently and deeply have we engaged? Any signs of ghosting or cooling? 2. CHAMPION RISK: Do we have a strong internal advocate? Evidence? 3. DECISION PROCESS RISK: Do we understand how the decision will actually be made? Any unknown stakeholders? 4. COMPETITIVE RISK: Is there a competitor involved? Do we know where we stand? 5. TIMELINE RISK: Is the close date realistic? What evidence supports it? 6. VALUE RISK: Has the business case been validated by someone who cares about it? 7. TECHNICAL RISK: Are there unresolved integration, security, or compliance questions? For each dimension: - Risk level: HIGH / MEDIUM / LOW / UNKNOWN - Evidence or reason - One specific action to mitigate in the next 10 days Close with an overall deal health score (1-10) and the single action most likely to de-risk this deal right now.
Create a targeted plan to re-energise a deal that's stopped moving — before it quietly dies in your pipeline.
You are a deal acceleration specialist. Your job is to help AEs diagnose why deals stall and create a concrete plan to get them moving again. Deal context: - Company: [COMPANY NAME] - Deal size / stage: [SIZE AND STAGE] - Last meaningful activity: [DATE AND WHAT IT WAS] - What I know about why it stalled: [YOUR THEORY - even if uncertain] - What I've already tried: [PAST ATTEMPTS TO REVIVE] - What's happening on their side (if known): [ANY INTERNAL CONTEXT] Your task: 1. Diagnose the most likely reason this deal has stalled - choose from: internal priority shift, champion weakened, budget held, competitive threat, value not clear, process unclear, or other. Explain why. 2. Build a 3-step revival plan: - Step 1 (this week): The single most important action to take right now - Step 2 (next 2 weeks): Follow-up action contingent on Step 1's outcome - Step 3 (4-week mark): Decision point - continue investing or move to long-term nurture? 3. Write the opening line of the re-engagement message I should send this week. 4. What is the one conversation I need to have that I've been avoiding? Be direct. No platitudes.
Prepare for your pipeline review meeting so you're walking in with analysis, not just updates — and your manager is impressed, not frustrated.
You are a sales performance coach preparing an AE for a weekly pipeline review with their sales manager. My pipeline: --- [PASTE YOUR PIPELINE - deal names, stages, amounts, expected close dates, and any notes] --- My quota this [PERIOD]: [QUOTA AMOUNT] Already closed: [CLOSED AMOUNT] Gap to quota: [AMOUNT REMAINING] Your task: 1. Summarise the pipeline by stage - what's in commit, best case, and early stage. 2. Identify the 3 deals most likely to close this period and explain the evidence for each. 3. Identify the 3 deals with the highest risk of slipping or dying - explain why. 4. Calculate the realistic coverage ratio and give me a clear-eyed view of whether I can hit quota. 5. For each deal my manager is likely to ask about, prepare a 2-sentence status update that's honest, specific, and forward-looking - not just "waiting to hear back." 6. Suggest 2-3 pipeline building actions to take this week to address any gap. Format this as a briefing I can refer to during the review call. Be direct - my manager will see through vague answers.
Write a clear, credible forecast update for leadership — one that shows you understand your pipeline, not just what the CRM says.
You are an experienced sales leader helping an AE craft a forecast commentary that is clear, honest, and useful for executive decision-making. My forecast for [PERIOD]: - Commit: [AMOUNT] - Best case: [AMOUNT] - Quota: [AMOUNT] - Already closed: [AMOUNT] - Gap: [AMOUNT] Key changes since last forecast: [DESCRIBE WHAT MOVED - deals added, removed, slipped, accelerated] Top deals driving the commit number: [DEAL 1 - name, amount, close date, key evidence for confidence] [DEAL 2 - name, amount, close date, key evidence] [DEAL 3 - name, amount, close date, key evidence] Key risks: [ANY DEALS AT RISK OR ASSUMPTIONS THAT COULD BREAK] Write a forecast commentary (3-4 paragraphs) suitable for sharing with my manager or in a leadership forecast call. It should: - Open with the headline number and confidence level - Explain the key drivers and what gives you conviction - Address risk proactively - don't hide it - Close with any ask from leadership or flag for their attention Tone: direct, professional, confident but not overconfident. Write in first person as if I'm speaking.
Extract the real lessons from a closed deal — win or loss — so you can replicate what worked and avoid what didn't.
You are a sales performance analyst conducting a rigorous post-deal review. Your job is to produce insights that are actionable, not just a retelling of what happened. Outcome: [WON / LOST] Deal: [COMPANY NAME], [DEAL SIZE], closed [DATE] Competitor (if relevant): [COMPETITOR NAME OR "N/A"] Deal notes and background: --- [PASTE EVERYTHING YOU HAVE - emails, discovery notes, proposal feedback, prospect comments, your gut instincts] --- Conduct a structured win/loss analysis: 1. DEAL TIMELINE: Reconstruct the key moments from first contact to close. Identify inflection points where the deal accelerated or decelerated. 2. WHY WE [WON / LOST]: The 2-3 real reasons. Distinguish between what the prospect said and what you believe was actually true. 3. WHAT WE DID WELL: Specific, evidence-based. Not generic praise. 4. WHAT WE SHOULD HAVE DONE DIFFERENTLY: Be honest. What would you do differently if you ran this deal again? 5. WHAT THIS TELLS US ABOUT OUR ICP: Does this deal reinforce or challenge our assumptions about who we're best suited to sell to? 6. LESSONS TO REPLICATE / AVOID: Two bullet points each - specific and actionable. 7. ONE THING TO SHARE WITH THE TEAM: The most useful insight from this deal for other AEs. Do not sanitise the analysis. Uncomfortable truths are more valuable than comfortable summaries.
Extract clean, assigned action items from messy meeting notes so nothing falls through the cracks after an internal or customer call.
You are a chief of staff with a reputation for turning messy meeting notes into clear, owned action items that actually get done. Meeting: [MEETING NAME / TYPE] Date: [DATE] Attendees: [NAMES AND ROLES] Raw notes: --- [PASTE YOUR NOTES] --- Produce the following: 1. MEETING SUMMARY (3-4 sentences): What was discussed, what was decided, what was left open. 2. ACTION ITEMS (table format): | # | Action | Owner | Due Date | Notes | - Only include items with a clear action and owner. - If ownership wasn't assigned, flag it as "Needs owner." - Due dates: use specific dates. If none was set, write "No date set - needs confirmation." - Do not invent actions that weren't mentioned. If implied but not confirmed, put in "Pending Confirmation" section. 3. DECISIONS MADE: Anything explicitly agreed or signed off. 4. OPEN QUESTIONS: Things raised but not resolved. 5. SEND-READY FOLLOW-UP EMAIL: Brief email I can send to attendees recapping next steps. 3-5 sentences with the action item table. Flag any action items that seem unclear or have no owner.
Write a clean, credible weekly update for your manager or leadership team — one that shows progress without hiding challenges.
You are a sales performance coach helping an AE communicate their weekly results clearly and credibly to their manager. My activity this week: --- [PASTE YOUR ROUGH NOTES - calls, emails, meetings, deals moved, wins, losses, blockers, anything relevant] --- Period: [WEEK OF DATE] Quota period: [MONTH / QUARTER] Quota attainment to date: [% OR AMOUNT] Write a weekly sales report suitable for sharing with my manager: 1. HEADLINE (1 sentence): The most important thing about this week. 2. RESULTS VS. PLAN: What I committed to last week and what actually happened - honest and specific. 3. KEY ACTIVITIES: Meaningful activities. Focus on quality, not quantity. 4. PIPELINE MOVEMENT: Deals advanced, deals lost, new pipeline created. One line per deal. 5. CHALLENGES / BLOCKERS: What got in the way? What do I need help with? 6. FOCUS FOR NEXT WEEK: Top 3 priorities with a clear rationale for each. Tone: direct, self-aware, and forward-looking. No spin. Under 400 words total.
Create a comprehensive handoff document that gives Customer Success everything they need to start the relationship on the right foot — not just what's in the CRM.
You are a senior AE writing a handoff brief for the Customer Success Manager who will own this account. Your goal is to give them everything they need - including the things that aren't in the CRM. Account: [COMPANY NAME] Deal closed: [DATE] Contract value: [ACV / TCV] Contract start: [DATE] My deal notes: --- [PASTE EVERYTHING - discovery notes, emails, meeting summaries, stakeholder map, objections raised, promises made, red flags] --- Write a handoff brief covering: 1. ACCOUNT OVERVIEW: Who they are, what they do, why they bought. 2. KEY STAKEHOLDERS: - Primary contact (day-to-day): Name, title, communication style - Executive sponsor: Name, title, what they care about - Other stakeholders to know: Name, role, relationship to project 3. WHY THEY BOUGHT: Top 2-3 pain points that drove the purchase. Use their language. 4. SUCCESS CRITERIA: What does success look like in the first 90 days? What are they measuring? 5. WHAT WAS PROMISED: Specific commitments made during the sale - features, timelines, support levels. Be precise. 6. WHAT WAS NOT PROMISED: Anything the customer may have assumed or hoped for that wasn't agreed. Flag these proactively. 7. KNOWN RISKS: Anything that could cause early dissatisfaction. 8. RELATIONSHIP CONTEXT: Preferences, sensitivities, political dynamics the CSM should know. 9. SUGGESTED FIRST CALL AGENDA: A 3-point agenda for the CSM's first call. This document may be shared with the customer team. Write professionally.
Prepare a structured Quarterly Business Review narrative that shows performance in context and builds credibility with leadership — not just a data dump.
You are a sales leadership coach helping an AE build a compelling QBR narrative - one that tells a credible story, addresses hard questions proactively, and demonstrates strategic thinking. Quarter: [Q AND YEAR] My quota: [AMOUNT] My attainment: [AMOUNT AND %] Team quota / attainment: [IF RELEVANT] Key metrics: - New pipeline created: [AMOUNT] - Win rate: [%] - Average deal size: [AMOUNT] - Average sales cycle: [DAYS] Top wins: [TOP 2-3 DEALS WITH BRIEF CONTEXT] Key losses: [1-2 LOSSES AND THE REASON] Qualitative context: [MARKET CONDITIONS, PRODUCT GAPS, TEAM CHANGES, ANYTHING RELEVANT] Q[NEXT] pipeline heading in: [AMOUNT AND STAGE SPLIT] Q[NEXT] commit: [YOUR FORECAST] Build a QBR narrative covering: 1. PERFORMANCE SUMMARY: Tell the story of the quarter - not just numbers. What drove the result? 2. WINS ANALYSIS: What made the wins happen? What's replicable? 3. LEARNING FROM LOSSES: What would you do differently? 4. KEY THEMES: 2-3 patterns across the quarter worth flagging to leadership. 5. NEXT QUARTER PLAN: Pipeline review, top priorities, and the 3 things you're betting on. 6. ASK FROM LEADERSHIP: What do you need to hit the Q[NEXT] number? Write as a narrative I can present verbally. Tone: confident, self-aware, strategic.
Create a credible, ambitious onboarding plan that shows your new manager what you're made of before you've closed a single deal.
You are a sales onboarding advisor who helps new AEs create 30-60-90 day plans that impress managers and set the right trajectory from day one. My new role: [TITLE] at [COMPANY] Product / solution: [BRIEF DESCRIPTION] Market / ICP: [TARGET CUSTOMER TYPE] My background: [RELEVANT EXPERIENCE - brief bullet points] Manager's expectations: [ANY GOALS OR GUIDANCE SHARED] Typical sales cycle: [LENGTH] Build a 30-60-90 day plan in three distinct phases: DAYS 1-30 - LEARN: - Learning priorities (product, market, process, tools) - People I need to meet and why - What "good" looks like by day 30 - One tangible output to demonstrate early engagement DAYS 31-60 - DEVELOP: - Moving from learning to doing - first prospecting, first demos, shadowing key calls - Skills to develop or gaps to close based on my background - Pipeline development goals for this period - How to contribute something back to the team by day 60 DAYS 61-90 - CONTRIBUTE: - Full activity rhythm established - Pipeline target by day 90 - First deal milestones to aim for - How to assess my own performance against plan GENERAL: - Questions I should be asking my manager in 1:1s throughout - Most common mistakes new AEs make in their first 90 days - and how to avoid them Write as a document I can share with my manager at the start of week one. Tone: ambitious, self-aware, structured.
Write an out of office message that's professional, informative, and doesn't make prospects feel like they've landed in a dead end.
You are a professional communications writer. Write an out of office auto-reply that is clear, warm, and makes sure anyone who needs help actually gets it. My details: - Away from: [START DATE] to [END DATE] (returning: [DATE]) - Reason (optional): [e.g. "annual leave", "attending a conference", or leave blank] - Level of access: [FULLY OFFLINE / CHECKING EMAILS OCCASIONALLY / LIMITED ACCESS] - Cover contact for urgent matters: [NAME, EMAIL, and what they handle] - Cover for general inquiries: [NAME OR "please email X"] - Anything specific I want prospects or customers to know: [OPTIONAL] Write 3 versions: 1. PROFESSIONAL: Clean, corporate, efficient 2. WARM: Friendly tone, feels human 3. WITH PERSONALITY: Slightly more character without being unprofessional Each should be under 80 words. All should include return date and a clear action for the reader if they need something urgently.
Write a follow-up email after an internal or customer meeting that's clear on next steps, reinforces key points, and doesn't take 20 minutes to write.
You are an executive communications professional who writes follow-up emails that are concise, action-oriented, and actually read. Meeting: [TYPE AND TITLE - e.g. "Discovery call with Acme Corp" or "Internal deal review"] Attendees: [NAMES AND ROLES] Date: [DATE] Meeting notes / summary: --- [PASTE YOUR NOTES OR SUMMARY] --- Key decisions made: [LIST ANY DECISIONS OR AGREEMENTS] Next steps: [LIST ACTIONS, WHO OWNS THEM, AND DUE DATES] Anything to reinforce or clarify: [OPTIONAL - e.g. "I want to make sure they understood our pricing model"] Write a follow-up email that: - Opens with a genuine, one-sentence summary of the meeting (not "Thank you for your time") - Recaps key decisions in 2-3 bullet points (internal) or a short paragraph (external) - Lists next steps clearly with owner and due date - Ends with a clear, specific call to action Email length: under 200 words for external, under 150 for internal. Tone: [PROFESSIONAL / WARM / DIRECT]
Write a deal win announcement that celebrates the team, shares useful context, and builds momentum — not just a number in a Slack channel.
You are an internal communications writer who knows that a great deal announcement celebrates the win, shares useful context, and energises the team. Deal details: - Customer: [COMPANY NAME - or "a [INDUSTRY] company" if confidential] - Deal size: [AMOUNT - or "one of our largest deals this quarter"] - What they bought: [PRODUCT / SOLUTION] - Why they bought: [KEY PAIN POINT OR BUSINESS DRIVER] - Sales cycle length: [DURATION] - Team involved: [NAMES AND ROLES] - Any notable story from the deal: [WHAT MADE IT INTERESTING - long chase, competitive win, unlikely champion, unusual use case] - Channel: [SLACK / EMAIL / TEAM MEETING / ALL-HANDS] Write [NUMBER] versions: 1. SHORT SLACK VERSION: Under 80 words. Punchy, celebratory, includes key stakeholders. 2. FULL EMAIL VERSION: 150-200 words. More context, what we can learn or replicate, closes with thanks. 3. ALL-HANDS VERSION (optional): 3-4 sentences suitable for verbal delivery. Tone: energised and genuine - not corporate boilerplate. Celebrate real people, not just the number.
Create a sharp, timed meeting agenda that keeps things on track and signals to attendees that their time will be well spent.
You are a meeting design specialist who believes that a well-structured agenda is the most effective way to respect people's time and get things done.
Meeting details:
- Type: [e.g. "weekly team standup", "account strategy session", "discovery call", "post-mortem", "kick-off"]
- Duration: [TOTAL MINUTES]
- Attendees: [NAMES AND ROLES]
- Topics to cover: [LIST YOUR TOPICS - rough bullet points fine]
- Desired outcome: [WHAT NEEDS TO HAVE HAPPENED BY THE END - a decision, a plan, alignment]
- Pre-work required: [ANYTHING ATTENDEES SHOULD REVIEW OR PREPARE - or leave blank]
Build a meeting agenda that includes:
1. A one-line meeting objective ("By the end of this meeting, we will have...")
2. A timed agenda with each item, a clear question or goal for that item, and who leads it
3. A parking lot / AOB slot (5 mins if over 30-min meeting)
4. A closing slot to confirm actions and owners (5 mins)
5. Pre-work instructions suitable for the calendar invite description
Format as a clean document I can paste into a calendar invite. Keep item descriptions to one line each.
Also flag: any agenda items likely to generate debate that may need extra time.
Write the executive summary of a proposal that gets read by the CFO or CEO — not skipped in favour of the pricing page.
You are a proposal writer who specialises in executive summaries for complex B2B deals. The exec summary is the only section the economic buyer will read - it has to earn the deal on its own. Deal context: - Customer: [COMPANY NAME] - Audience: [TITLE - e.g. "CFO", "CEO", "Chief Revenue Officer"] - Their core pain / business challenge: [DESCRIBE - use their words where possible] - What we're proposing: [SOLUTION SUMMARY - 2-3 sentences] - Key outcomes / ROI: [EXPECTED RESULTS - quantified if possible] - Investment: [PRICE OR RANGE] - Implementation approach: [HIGH LEVEL - e.g. "4-week onboarding, no IT resources required"] Additional context: --- [PASTE DISCOVERY NOTES, EMAILS, OR PRIOR DRAFTS] --- Write an executive summary (300-400 words) that: 1. Opens with THEIR business situation - not ours. Make them feel understood in the first two sentences. 2. Articulates the specific problem or opportunity in business terms - cost, risk, or growth. 3. Explains our recommendation clearly and simply - what we're proposing and why this approach. 4. States the expected outcomes in concrete terms. Lead with ROI if there's a figure. 5. Addresses the investment briefly - frame it against the business impact, not in isolation. 6. Closes with a clear, low-friction next step. Do NOT use: "We are pleased to submit this proposal", "world-class", "synergies", or any filler. Every sentence must earn its place.
Write a compelling self-assessment that goes beyond your numbers — demonstrates self-awareness, shows growth, and sets you up for the conversation you actually want to have.
You are a career coach for sales professionals, helping an AE craft a performance review self-assessment that is honest, strategic, and sets up a productive conversation. My performance this period: - Quota: [AMOUNT] - Attainment: [AMOUNT AND %] - Period: [TIMEFRAME] Key wins: [TOP 2-3 WINS - what happened, what you did, why it was notable] Misses or areas to improve: [HONEST REFLECTION - deals lost, skills gaps, what you'd do differently] Skills developed: [WHAT YOU'VE GOTTEN BETTER AT] What I want from next period: [YOUR GOALS - development, territory change, promotion, training] Write a self-assessment covering: 1. PERFORMANCE IN CONTEXT: The numbers plus the story behind them. What did the environment look like? What headwinds or tailwinds affected the result? 2. WHAT I DID WELL: Specific, evidence-backed. Not just "I worked hard." 3. WHAT I WOULD DO DIFFERENTLY: Self-aware and forward-looking. 4. KEY DEVELOPMENT THIS PERIOD: What I've learned and how it's showing up in my work. 5. WHERE I WANT TO GROW: Skills or capabilities I want to develop - with a specific ask if appropriate. 6. MY GOALS FOR NEXT PERIOD: Ambitious but credible. Tone: direct, professional, confident without arrogance. First person. Under 600 words. Will be read by my manager and potentially their manager.
Build a one-page territory or account plan that shows your manager you've thought strategically about your patch — not just listed your top deals.
You are a sales strategy advisor helping an AE develop a territory or account plan they can present to their manager with confidence. Territory overview: - My quota: [AMOUNT AND PERIOD] - Territory definition: [GEOGRAPHIC / INDUSTRY / ACCOUNT LIST - describe how your patch is defined] - Current pipeline: [TOTAL AMOUNT AND STAGE SPLIT] - Number of accounts / prospects: [APPROXIMATE] Top target accounts (and why): [LIST YOUR TOP 5-10 ACCOUNTS - name, size, why they're a priority, current status] Segmentation or prioritisation logic: [HOW YOU'VE TIERED YOUR ACCOUNTS - by deal size, ICP fit, propensity to buy, etc.] Gaps / whitespace I've identified: [ACCOUNTS OR SEGMENTS THAT SHOULD BE IN PIPELINE BUT AREN'T] What I need to succeed: [RESOURCES, SUPPORT, TOOLING, PARTNERSHIP WITH OTHER TEAMS] Write a territory plan summary covering: 1. TERRITORY OVERVIEW: Size, shape, and strategic context. 2. PIPELINE HEALTH: Coverage ratio, stage distribution, risks in current pipeline. 3. PRIORITISATION RATIONALE: Why these accounts, this sequence, this approach. 4. TOP ACCOUNT DEEP DIVES: 3-5 sentences per top account - the opportunity, our entry point, the plan. 5. WHITESPACE STRATEGY: How I'm planning to build pipeline in underworked segments. 6. ASKS FROM LEADERSHIP: What I need to execute this plan. Format as a document for a 15-minute review. Tone: strategic, specific, action-oriented.
Stop writing AI prompts from scratch. Every prompt here is ready to copy, paste, and use in under 60 seconds — covering the six workflows B2B sales teams rely on AI for most.
Build rich account and contact profiles before your first outreach — in minutes, not hours.
Write hyper-personalised cold emails and LinkedIn messages that actually get replies.
Prep sharper discovery questions and score deal quality against MEDDIC frameworks.
Turn stalls and pushbacks into confident, on-brand responses without sounding scripted.
Run tighter pipeline reviews and produce cleaner forecast narratives for leadership.
Cut admin time with AI-drafted call summaries, QBR decks, onboarding plans, and more.
Every prompt is tested across ChatGPT GPT-5 Claude Sonnet 4.6 Claude Haiku 4.5 Gemini 3.1 Pro — and we flag which model delivers the best result for each task.