AI prompts for sales reps and account managers

Write a sales outreach email.

WHAT I SELL: [PRODUCT/SERVICE AND ROUGH PRICE]
WHO I AM WRITING TO: [ROLE, COMPANY TYPE, SIZE]
WHY THEM SPECIFICALLY: [THE TRIGGER OR OBSERVATION - what you actually know about them]
THE PROBLEM I SOLVE FOR PEOPLE LIKE THEM: [PAIN]
EVIDENCE IT WORKS: [A RESULT WITH A SIMILAR CUSTOMER]
WHAT I WANT FROM THIS EMAIL: [A REPLY / A CALL / A SPECIFIC ANSWER]
HOW I FOUND THEM: [SOURCE]

Write an email that:
- Is under 100 words
- Opens with the specific reason for contacting them. If the first line could go to 500 people, it is wrong and the email will not be read.
- States the problem you solve in their language, not your product category
- Gives one piece of evidence, specific and brief
- Makes a small, concrete ask. 'Is this a priority for you this quarter?' beats 'Do you have 15 minutes?'
- Makes it easy to say no

Rules:
- No 'I hope this finds you well', no 'I'll keep this brief', no 'quick question'
- No 'I noticed you're the [title] at [company]' - that is just a mail merge
- No fake compliment about their website or their recent post unless I gave you something genuine
- No 'we help companies like yours', no 'synergies', no 'circle back', no 'touch base'
- No calendar link, no attachment, no deck
- Subject line under 45 characters, specific, lowercase normal

Then produce:
- THE PERSONALISATION AUDIT - which parts of this email are genuinely specific to them, and which are template. If it is mostly template, say so.
- TWO FOLLOW-UPS - day 4 and day 10, each under 50 words, each adding something new rather than bumping. The third contact should offer a graceful close.
- THE HONEST ASSESSMENT - given what I told you, is there a real reason for them to reply? If there is not, no wording fixes it.

Help me prepare for a sales call.

WHO I AM MEETING: [ROLE, COMPANY, SIZE, INDUSTRY]
WHAT I KNOW ABOUT THEM: [RESEARCH, PRIOR CONVERSATIONS, THEIR WEBSITE, ANY TRIGGER EVENT]
WHAT I SELL: [PRODUCT AND PRICE]
WHERE WE ARE: [first call / discovery / demo / negotiation]
MY GOAL FOR THIS CALL: [SPECIFIC OUTCOME]
WHAT I DO NOT KNOW: [THE GAPS]

Produce:

1. THE ONE THING TO FIND OUT - if the call achieves nothing else, what must you learn? Usually: what problem they are actually trying to solve, or what happens if they do nothing.

2. DISCOVERY QUESTIONS - 8 questions, in order, that would tell you whether this is a real opportunity. Cover:
   - The current situation and what it costs them
   - What triggered them to look now. If nothing did, there is no deal yet.
   - What they have already tried
   - Who else is involved in deciding, and how decisions like this get made here
   - What their timeline actually depends on
   - What would make this not happen

   For each: what a good answer sounds like, and what a worrying one sounds like.

3. THE DISQUALIFYING SIGNALS - what would tell you to walk away or deprioritise. Knowing this in advance saves months of pipeline hygiene.

4. WHAT THEY WILL ASK - the five likely questions, including the price question and the competitor comparison, with short honest answers.

5. THE HARD ONE - the question you would least like to be asked, and the honest answer to it.

6. WHAT NOT TO DO - do not demo before you know what problem you are solving; do not discount before they have said the price is the issue; do not pitch in a discovery call.

7. THE CLOSE - what a good outcome for this call is, and the specific next step to propose, with a date.

8. THE HONEST FIT CHECK - from what I told you, is this likely to be a good customer? If the signals suggest not, say so.

Help me handle this objection.

WHAT THEY SAID:
"""
[PASTE THEIR EXACT WORDS]
"""

WHAT I SELL: [PRODUCT AND PRICE]
WHERE WE ARE IN THE PROCESS: [first call / after a demo / at the proposal / at the close]
WHAT I KNOW ABOUT THEIR SITUATION: [CONTEXT]
WHO ELSE IS INVOLVED IN THE DECISION: [IF KNOWN]

Produce:

1. WHAT THE OBJECTION PROBABLY MEANS - objections are rarely literal. 'Too expensive' can mean: the value is unclear, the budget sits elsewhere, they are comparing to a cheaper option, they are not the decision-maker, or it genuinely costs more than they have. List the plausible meanings and say which fits their exact words and situation.

2. THE QUESTION TO ASK - before responding at all. A question that would tell you which meaning applies. Handling the wrong objection wastes the conversation.

3. THE RESPONSE for each plausible meaning - short, specific, without pressure. Each should:
   - Acknowledge the concern as reasonable, because it usually is
   - Give information, not persuasion
   - Return the decision to them

4. WHAT NOT TO SAY - the standard objection-handling moves that damage trust: the feel-felt-found script, reframing their concern as an opportunity, asking 'if I could solve that, would you buy today', or any artificial deadline.

5. WHEN THE OBJECTION IS CORRECT - sometimes the honest answer is that this is not right for them. Given what I told you, is that possible here? Say so. Walking away from a bad fit costs one deal; forcing it costs a refund, a complaint and a reference.

6. THE REAL QUESTION - is this an objection or a polite no? Say which you think it is, and how to find out without pressing.

7. THE FOLLOW-UP - if they need time, what to send and when, and what makes it useful to them rather than a nudge.

Write a follow-up.

WHO: [ROLE AND COMPANY]
WHAT HAPPENED LAST: [THE LAST CONTACT AND WHAT WAS SAID]
HOW LONG AGO: [TIMEFRAME]
HOW MANY TIMES I HAVE FOLLOWED UP ALREADY: [COUNT]
WHAT THEY SAID THEY WOULD DO: [IF ANYTHING]
WHAT I WANT: [THE OUTCOME]
WHAT I HAVE THAT COULD BE USEFUL TO THEM: [CONTENT, INTRODUCTION, INFORMATION, ANSWER]

Produce:

1. THE READ - based on how long it has been and what was said, what is probably happening? Usually one of: it is not a priority, the internal champion lost support, the budget went elsewhere, they are dealing with something else, or it is a no they have not said.

2. THE FOLLOW-UP - which must add something. Options in order of preference:
   - Useful information relevant to their stated problem
   - An answer to something left open last time
   - A relevant change in circumstances
   - The direct question

   Under 60 words. No summary of previous emails.

3. THE BREAKUP EMAIL - if I have followed up more than three times, the right move is to close the loop gracefully. Write it: state that you will stop, leave the door open without pressure, and make it easy to reply. This email gets a higher reply rate than any nudge, because it removes the obligation.

4. WHEN TO STOP - given my follow-up count, say plainly whether to continue. Continuing past a certain point damages the relationship and your reputation more than the deal is worth.

5. THE CHANNEL QUESTION - whether email is still right, or whether a call, a message on another platform, or going quiet for two months is better.

6. WHAT NOT TO DO - no 'just bumping this', no 'following up on my previous email', no 'did you see my last message', no guilt, no fake deadline, no 'should I close your file?' as a manipulation.

Rules:
- Never send a follow-up whose only content is that you sent a previous one
- If I have nothing to add, say so and recommend waiting rather than writing

Write a follow-up after a [PROPERTY VIEWING / PRODUCT DEMO / SALES MEETING].

LEAD: [WHO THEY ARE]
WHAT THEY SAW OR DISCUSSED: [SUMMARY]
WHAT THEY LIKED: [POINTS]
CONCERNS THEY RAISED: [CONCERNS]
NEXT STEP I WANT: [e.g. second viewing, offer, trial, proposal call]
CHANNEL: [email / WhatsApp / SMS]

Write:
1. The follow-up message (under 120 words for email, 60 for chat) that: thanks them briefly, recalls one specific thing they liked, answers or acknowledges their main concern honestly, and proposes one clear next step with two time options
2. A second follow-up for 3-4 days later if there is no reply, adding one new piece of useful information (not "just checking in")
3. A graceful close-the-loop message for a week later

No pressure tactics, no invented scarcity ("another buyer is interested") unless it is true.

Help me qualify this lead.

WHAT I KNOW ABOUT THEM: [EVERYTHING YOU HAVE - company, role, what they said, how they found you]
WHAT THEY SAID THEY WANT: [THEIR STATED NEED]
WHAT I SELL: [PRODUCT, PRICE, TYPICAL CUSTOMER]
MY BEST CUSTOMERS LOOK LIKE: [DESCRIPTION]
MY WORST CUSTOMERS LOOK LIKE: [DESCRIPTION - the ones who churn, complain, or cost more than they pay]

Produce:

1. THE FIT ASSESSMENT against my best and worst customer descriptions. Which do they resemble more? Be specific about which signals point which way.

2. WHAT I DO NOT KNOW - the gaps that matter most for this decision, ranked. For each, the question that would fill it and when to ask it.

3. THE QUALIFICATION QUESTIONS - not a generic framework, but the specific questions that matter for my product and their situation. Cover: is there a real problem, is there urgency or just interest, is there budget, can this person buy or influence, and what happens if they do nothing.

4. THE RED FLAGS present in what I told you. Common ones: no trigger event, wanting a discount before understanding the product, an unrealistic timeline, asking for extensive custom work, unwillingness to involve anyone else, and resembling my worst-customer description.

5. THE GREEN FLAGS - what suggests this is real.

6. THE VERDICT - pursue / pursue with caution / deprioritise / decline, with reasoning.

7. IF DECLINING - how to say no well. A good decline generates referrals; a drawn-out non-decision generates resentment.

8. THE COST OF BEING WRONG - what a bad-fit customer costs me in support, refunds and reputation, versus the revenue. For small businesses this usually exceeds the deal value, and it is the reason to disqualify early.

Be willing to recommend declining. Not every enquiry is an opportunity.

Write a sales proposal.

CLIENT: [WHO THEY ARE]
THEIR PROBLEM IN THEIR WORDS: [QUOTE THEM IF YOU CAN]
WHAT WE DISCUSSED: [NOTES FROM YOUR CONVERSATIONS]
WHAT I AM PROPOSING: [SCOPE]
PRICE AND STRUCTURE: [AMOUNT, AND FIXED / RETAINER / MILESTONE]
TIMELINE: [DURATION]
WHO DECIDES: [ROLES INVOLVED]
THEIR ALTERNATIVES: [COMPETITORS, DOING IT IN-HOUSE, DOING NOTHING]
THEIR STATED CONCERNS: [WHAT THEY WORRIED ABOUT]

Structure:
1. THEIR SITUATION - in their words, quoted where possible. If this section does not make them feel understood, nothing after it matters.
2. WHAT SUCCESS LOOKS LIKE - the outcome, defined measurably, agreed from your conversations. Not your deliverables; their result.
3. THE APPROACH - what you will do, in phases, plainly.
4. WHAT IS INCLUDED - specific deliverables with a definition of done.
5. WHAT IS NOT INCLUDED - as specific as the included list. This prevents the argument in month three.
6. WHAT WE NEED FROM YOU - access, decisions, content, people, with dates and what happens to the timeline if they are late.
7. TIMELINE - phases and dates, marking dependencies on them.
8. INVESTMENT - the price, what it covers, the payment schedule, and what triggers additional cost.
9. THEIR CONCERNS ADDRESSED - each thing they worried about, answered directly in its own subsection.
10. WHY US - three sentences maximum, evidence-based, at the end not the beginning.
11. NEXT STEP - one action with a date.

Rules:
- Never open with a company introduction. They know who you are; they want to know you understood them.
- Every concern they raised must appear. Omitting one signals you were not listening.
- State the price clearly, once, without hedging
- No 'investment' used as a euphemism throughout
- Include the do-nothing option in section 2's framing: what it costs them to leave this as it is

Then: THE OBJECTION THIS PROPOSAL DOES NOT ANSWER, and whether to address it or wait for it.

Help me work out why I am losing deals.

LOST DEALS:
"""
[PASTE: WHO, WHAT THEY WANTED, WHERE IT DIED, STATED REASON, WHAT YOU THINK THE REAL REASON WAS]
"""

WON DEALS FOR COMPARISON: [SAME FORMAT, IF YOU HAVE THEM]
WHAT I SELL: [PRODUCT AND PRICE]
MY PROCESS: [HOW A DEAL NORMALLY GOES]
PERIOD: [TIMEFRAME]

Produce:

1. WHERE DEALS DIE - a count by stage. The stage with the biggest drop-off is where the problem is. First contact, discovery, demo, proposal, and after the proposal are very different problems with different fixes.

2. STATED VS ACTUAL REASONS - prospects rarely give the real reason. 'Too expensive' and 'went with someone else' are often polite substitutes. Compare what they said with what you observed and note where they diverge.

3. THE PATTERNS - across the losses: are they a particular size, industry, role, source, or price point? Compare against the wins. Say how confident you are; with few deals, most patterns are noise.

4. THE CATEGORIES:
   - LOST TO A COMPETITOR - what they offered that you did not
   - LOST TO DOING NOTHING - the most common and most overlooked. This is a urgency and cost-of-inaction problem, not a competitive one.
   - LOST TO BUDGET - was there ever budget, or did you fail to qualify?
   - LOST TO THE PROCESS - stalled, went quiet, champion left, too many stakeholders
   - SHOULD NEVER HAVE BEEN IN THE PIPELINE - bad fit you pursued anyway

5. THE UNCOMFORTABLE FINDING - if the pattern points at something in my control (the price is wrong, the product has a gap, the process is too slow, I am pursuing the wrong customers), say so directly.

6. THE QUALIFICATION QUESTION - how many of these should have been disqualified earlier? A loss at proposal stage on a deal that was never real is a qualification failure, not a sales one.

7. THE THREE CHANGES that would most improve the win rate, in order.

8. WHAT TO ASK LOST PROSPECTS - the question that gets an honest answer. 'What would we have needed to do differently?' works better than 'why did we lose?'

Write a cold email.

WHO I AM: [YOU AND WHAT YOU DO]
WHO I AM WRITING TO: [THEIR ROLE AND WHAT THEY CARE ABOUT]
WHY THEM SPECIFICALLY: [THE REAL REASON - what you know about them or their work]
WHAT I WANT: [THE ASK]
WHAT IS IN IT FOR THEM: [HONESTLY - and if nothing, say so]
HOW I FOUND THEM: [CONTEXT]

Write an email that:
- Is under 120 words
- Opens with the specific reason you are writing to them, not to anyone. If the first sentence would work for a hundred people, it is wrong.
- States who you are in one clause, not a paragraph
- Makes the ask clearly and early, not in the last line
- Makes the ask small and specific. 'Fifteen minutes to ask you two questions about X' beats 'to explore synergies'.
- Gives them an easy no. A reply that says no is better than no reply.
- Ends with one question, answerable in a line

Rules:
- No 'I hope this email finds you well'
- No 'I'll be brief' followed by four paragraphs
- No flattery that could be copy-pasted ('I've been following your work for years')
- No fake familiarity, no assumed first-name intimacy if that is not the norm in their field
- No 'quick call', no 'pick your brain', no 'circle back', no 'touch base'
- No attachments, no calendar link in a first email
- Subject line: specific, lowercase-normal, under 45 characters, no 'Re:' tricks

Then give me:
- THE HONEST ASSESSMENT - given what I said is in it for them, will this get a reply? If the answer is no because there is nothing in it for them, say so and suggest what would change that.
- THE FOLLOW-UP for 7 days later, under 50 words, which must add something rather than just bumping.

Write a professional email to a [SUPPLIER / IMPORTER / DISTRIBUTOR / CUSTOMER].

RELATIONSHIP: [new / long-standing / strained]
PURPOSE: [e.g. request a quotation, confirm an order, chase a delayed shipment, dispute an invoice, negotiate price, request samples]
KEY FACTS: [ORDER NUMBERS, PRODUCT CODES, QUANTITIES, DATES, AMOUNTS, INCOTERMS if relevant]
WHAT I NEED BACK AND BY WHEN: [ACTION AND DEADLINE]
THEIR LANGUAGE LEVEL: [native English / English as second language]

Write:
1. A subject line with the reference number and topic
2. The email: purpose in the first sentence, the facts in a short list, the exact request and deadline, a polite close
3. A shorter follow-up for if there is no reply in [DAYS] days
4. If the reader uses English as a second language: simple sentences, no idioms, numbers written clearly (e.g. 12 October 2026, not 12/10)

Keep the tone professional and firm where needed. Do not invent any figures or dates I did not give.

Analyse this competitor from public information.

COMPETITOR: [NAME AND WHAT THEY DO]
MATERIAL I HAVE:
"""
[PASTE: HOMEPAGE COPY, PRICING PAGE, JOB ADVERTS, CASE STUDIES, REVIEWS, BLOG TOPICS, SOCIAL POSTS - LABEL EACH]
"""
MY BUSINESS: [WHAT YOU DO AND HOW YOU DIFFER]
WHAT I WANT TO KNOW: [YOUR QUESTION]

Produce:

1. THEIR POSITIONING AS STATED - what they claim to be, in their words.

2. THEIR POSITIONING AS REVEALED - what the evidence suggests, which is often narrower or different. Look at:
   - PRICING: reveals the customer they actually serve and their cost structure
   - JOB ADVERTS: the most honest public document any company produces. What they are hiring for reveals what they are building, what is broken, and how they are structured.
   - CASE STUDIES: who they actually sell to, not who they say they sell to
   - REVIEWS: what customers actually value and complain about
   - CONTENT TOPICS: what they think their buyers are searching for

3. THE EVIDENCE TABLE - Claim | Evidence | Source | Confidence (observed / inferred / assumed). Be strict about the distinction.

4. THEIR IDEAL CUSTOMER - inferred, specifically. Usually narrower than their marketing implies.

5. WHERE THEY ARE STRONG - and honestly, where they would beat me.

6. THEIR STRUCTURAL CONSTRAINTS - not surface complaints, but things they cannot easily change: their cost base, their existing customers' expectations, their channel, their pricing model, their funding situation. This is where durable competitive opportunity lives.

7. WHO THEY SERVE BADLY - and whether that segment is worth having.

8. WHAT I SHOULD NOT COPY - things that work for them because of their specific situation and would not work for mine.

9. WHAT I STILL DO NOT KNOW - and what public source would tell me.

Mark every inference clearly. Do not assert anything not traceable to the material I gave you.

Write a client quote.

CLIENT: [NAME/TYPE]
WHAT THEY ASKED FOR: [THEIR REQUEST, IN THEIR WORDS]
WHAT I WILL ACTUALLY DELIVER: [YOUR SCOPE]
PRICE AND BASIS: [AMOUNT, AND WHETHER FIXED / DAY RATE / MILESTONE]
TIMELINE: [DURATION AND ANY DEPENDENCIES ON THEM]
WHAT I NEED FROM THEM: [ACCESS, CONTENT, APPROVALS, DECISIONS]
CURRENCY AND PAYMENT TERMS: [DETAIL]

Structure:
1. Understanding - their problem in their words, two sentences. Shows you listened.
2. What is included - specific deliverables, each with a one-line description of what 'done' means
3. What is not included - the adjacent things they will assume are in. Be thorough; this section prevents the argument.
4. What I need from you - with dates, and what happens to the timeline if each is late
5. Timeline - phases with dates, marking which depend on their input
6. Price - the number, what it covers, and what triggers an additional charge
7. Revisions - how many rounds are included and what counts as a revision versus a new request
8. Payment terms - schedule, method, late terms
9. Validity - how long this quote stands

Rules:
- Section 3 must be specific. 'Additional work' is not an exclusion; 'migration of historical data prior to 2024' is.
- Section 7 is where fixed-price work goes wrong. Define a revision precisely.
- No hourly estimates unless the basis is a day rate.
- Under 700 words.