Analyze this sales situation and recommend the next best action for [ACCOUNT OR PROSPECT]. The sales objective is [SALES OBJECTIVE]. Here is the available data and notes: [SALES DATA AND NOTES]. The buying context and stakeholders are [BUYING CONTEXT]. Our offering, differentiators, and limits are [OFFERING AND CONSTRAINTS]. Produce a sales analysis in six sections: 1. Executive readout: 3–5 evidence-backed observations, separating facts from hypotheses. 2. Funnel or account diagnosis: stage, conversion or coverage signals, activity quality, deal velocity, risk indicators, and data gaps. Use calculations only from supplied figures and show the formula briefly. 3. Stakeholder map: known roles, likely influence, stated priorities, and unknowns. Do not invent people, budgets, authority, or pain points. 4. Opportunity thesis: one primary business problem, evidence for it, a relevant capability, and the proof still needed before making a claim. 5. Recommended next step: one specific action within the next [TIMEFRAME], owner, intended outcome, agenda or message outline, and a fallback if the prospect does not engage. 6. A 30-day measurement plan with 3–5 leading indicators and a clear trigger for revising the approach. Rank the top three actions by expected impact and confidence. Do not manufacture benchmarks, market facts, customer quotes, ROI, or competitor claims. Ask up to 3 clarifying questions only if a required input is missing. Before answering, check that each recommendation traces to supplied evidence and flag any conclusion based on insufficient or stale data.
Fill in
| Placeholder | What to enter | Example |
|---|---|---|
| [ACCOUNT OR PROSPECT] | Enter the account or prospect name and a short description of the opportunity. | Riverside Logistics, a 430-employee regional freight broker evaluating our dispatch analytics platform. |
| [SALES OBJECTIVE] | Enter the near-term result you are trying to achieve, such as discovery, renewal, or expansion. | Secure a technical discovery session with operations and IT within two weeks. |
| [SALES DATA AND NOTES] | Paste relevant CRM data, call notes, emails, usage data, pipeline details, and dates. | Opportunity opened Aug. 28 at $42,000 ARR; two discovery calls; COO cited late-load visibility; operations director attended both; IT manager has not joined; trial data export requested Sept. 16; no reply to Sept. 20 email. |
| [BUYING CONTEXT] | Enter known stakeholders, procurement process, timeline, and decision criteria. | COO is economic sponsor; operations director is user champion; IT security review is required before a pilot; budget cycle closes Nov. 15. |
| [OFFERING AND CONSTRAINTS] | Enter what you sell, relevant proof points, pricing limits, and what you cannot promise. | Dispatch analytics, carrier-delay alerts, and CSV imports; SOC 2 report available under NDA; no native TMS integration for their current system. |
| [TIMEFRAME] | Enter the time window for the recommended next step. | 10 business days |
How to use
- Paste dated facts from your CRM, calls, emails, and product data; label any assumption as an assumption.
- Check formulas, opportunity stage, and stakeholder roles against your source systems before acting.
- Use the recommended next step as a working plan, then adapt its language to the actual relationship.
- Follow up with: “Write a 120-word email to [STAKEHOLDER] for the top-ranked action, using only the facts in the analysis and no ROI claim.”
Variations
Pipeline review
Use this to inspect a group of open opportunities with a manager.
Analyze this sales pipeline for [PERIOD] using [PIPELINE DATA]. The target is [TARGET], and these are our stage definitions and sales-cycle norms: [SALES PROCESS]. Produce a table by stage with count, amount, age, conversion where calculable, and stuck-deal flags. Name the three most important risks, the three highest-confidence actions, and the exact fields or notes missing from the data. Do not invent forecast probabilities or close dates. Ask up to 3 questions only if essential information is absent. Check that totals reconcile to the supplied data and distinguish a data-quality issue from a selling issue.
Account plan
Use this for a strategic account with several stakeholders and growth paths.
Create a 90-day account plan for [ACCOUNT] using these verified notes: [ACCOUNT DATA]. Our commercial goal is [COMMERCIAL GOAL], and our current products and constraints are [OFFERING]. Produce an account map, current-state summary, stakeholder-specific hypotheses labeled as hypotheses, expansion or retention opportunities, mutual action plan, and weekly milestones. Include proof required before presenting any value or ROI case. Do not invent organizational priorities, budgets, contacts, or executive sponsorship. Ask up to 3 questions if necessary; check that every proposed action has an owner, date, and evidence source.
Call debrief
Use this immediately after a discovery or sales call.
Turn these sales-call notes or transcript into a factual debrief: [CALL NOTES]. The account objective is [OBJECTIVE], and the next meeting is [NEXT MEETING]. Produce: confirmed needs, exact commitments made by each side, stakeholder roles, objections, unanswered questions, risks, CRM update fields, and a proposed next-meeting agenda. Quote only language included in my notes and distinguish verbatim statements from interpretation. Do not invent a budget, timeline, or decision process. Ask up to 3 questions only if needed; check that the follow-up tasks have a named owner and that no commitment exceeds what was agreed.
Tips
- Use dated activity and stage definitions; a deal with many calls is not necessarily progressing if no decision-making step changed.
- Separate a prospect’s stated problem from a seller’s hypothesis. The next meeting should test the hypothesis rather than present it as settled fact.
- For expansion analysis, inspect adoption, renewal timing, and sponsor changes before treating unused seats as an upsell signal.
- Keep forecast language tied to exit criteria, such as a confirmed technical review or mutual close plan, rather than optimistic call sentiment.
FAQ
Can AI analyze a CSV export from my CRM?
Yes, if you paste a manageable extract or upload it where supported. Remove unnecessary personal data and provide your stage definitions so the calculations mean something.
Will AI tell me which deal will close?
It can identify evidence-based risks and signals, not predict outcomes with certainty. Treat its forecast as a hypothesis to validate with the buyer.
Can I use this for cold prospects?
Yes. Include account research you have verified, outreach history, and the desired next step; do not ask the model to invent pain points or personalization.