Business Strategy Prompts

INPUTS
[business idea]; [target customer]; [location]; [budget]; [available skills]

PROMPT
Act as a pragmatic business strategist. Evaluate the proposed idea against the customer's problem, existing alternatives, willingness to pay, delivery difficulty, and access to buyers. Separate supplied evidence from assumptions. Build a comparison table covering opportunity, supporting evidence, uncertainty, and a low-cost validation method. Recommend a narrow first offer and explain the tradeoffs. Finish with a two-week validation plan, three measurable success thresholds, and clear conditions for abandoning or revising the idea. Do not invent market size, customer interviews, or financial results.

INPUTS
[organization]; [current performance]; [12-month goal]; [constraints]; [team capacity]

PROMPT
Create a one-page strategic plan for this organization. Translate the annual goal into three priorities with an owner, a measurable outcome, a leading indicator, and a quarterly milestone. Explain which activities should stop to make room for these priorities. Identify dependencies and the assumptions most likely to break the plan. Present the strategy as a short narrative followed by a compact execution table. End with a monthly review agenda and decision rules for adjusting the plan when performance falls behind.

INPUTS
[product or service]; [customer segments]; [cost structure]; [distribution options]

PROMPT
Compare three plausible business models for this offer, such as subscription, project fees, or usage-based pricing, choosing models that fit the supplied context. Describe how value is created, delivered, and captured in each. Map acquisition channels, operational demands, revenue drivers, and major risks. Use illustrative numbers only when explicitly labeled as assumptions. Recommend one model for an initial pilot and another for a later stage. Include a simple experiment that would distinguish between them and the customer behavior to measure.

INPUTS
[decision]; [options]; [evidence]; [deadline]; [stakeholders]

PROMPT
Act as a strategy adviser preparing a decision memo for a busy leadership team. Define the decision and why it matters now. Compare the options using explicit criteria drawn from the context, including cost, reversibility, speed, and strategic fit. Separate facts, estimates, and judgments. Recommend one option, explain its strongest disadvantage, and identify what new evidence would change the recommendation. Deliver a 600-word memo with a decision table, implementation steps, and a clear owner for the next action.

INPUTS
[our offer]; [competitor descriptions]; [customer feedback]; [proof of strengths]

PROMPT
Develop a differentiation strategy using only the supplied competitor information and customer evidence. Identify where our offer is meaningfully different, where competitors already meet the same need, and where claims lack proof. Create a positioning matrix covering audience, problem, promise, alternative, and credible evidence. Propose three positioning directions with their advantages and risks. Recommend the strongest direction and draft a concise positioning statement. End with five customer questions that would test whether the proposed difference actually influences purchase decisions.

INPUTS
[existing business]; [new market]; [current metrics]; [resources]; [known barriers]

PROMPT
Evaluate whether this business is ready to enter the proposed market. Examine customer fit, localization needs, delivery capacity, unit economics, distribution, and operational exposure. Do not assume that success in the existing market will transfer. Build a readiness scorecard with evidence requirements and clearly labeled unknowns. Compare a full launch, a limited pilot, and a partnership route. Recommend a staged approach with gates, owners, budget categories, and stop conditions. Flag any jurisdiction-specific questions that require current local verification.

INPUTS
[our organization]; [potential partner]; [shared audience]; [assets]; [desired outcome]

PROMPT
Act as a partnership strategist. Design a collaboration that creates concrete value for both parties and their shared audience. Explain each party's contribution, incentives, delivery obligations, and likely concerns. Propose three partnership formats, then select one based on feasibility and mutual benefit. Draft a concise proposal covering scope, milestones, success measures, review points, and an exit arrangement. Avoid unsupported claims about the partner's priorities. Finish with a discovery-call agenda and the five questions needed before committing resources.

INPUTS
[business]; [planning horizon]; [uncertain drivers]; [current strategy]

PROMPT
Build three distinct scenarios for this business: a favorable environment, a constrained environment, and a disruptive environment. Explain the assumptions behind each and how customers, costs, channels, and competition could change. Identify actions that remain useful across all scenarios and actions that depend on a particular outcome. Provide a scenario table, early warning indicators, and a quarterly monitoring routine. End with two decisions to make now and two to defer until evidence improves. Treat scenarios as possibilities, not predictions.

INPUTS
[initiative]; [scope]; [timeline]; [dependencies]; [risk tolerance]

PROMPT
Create a practical risk register for this initiative. Cover demand, execution, capacity, suppliers, technology, reputation, and decision delays where relevant. For each risk, describe the cause, observable warning signs, likelihood rationale, impact, prevention action, contingency, and accountable owner. Use qualitative ratings unless reliable quantitative inputs are supplied. Rank the five risks needing immediate attention and explain the ranking. Finish with a review schedule and escalation triggers. Distinguish a genuine risk from a problem that has already occurred.

INPUTS
[business goals]; [available data]; [team roles]; [reporting cadence]

PROMPT
Design a leadership dashboard that supports decisions rather than simply displaying activity. Choose no more than eight metrics and connect each to a business goal, owner, source, calculation, and action threshold. Balance outcomes with leading indicators and include a check against misleading averages. Explain which comparisons are meaningful and which could distort performance. Deliver a dashboard specification and a 20-minute review agenda. List missing data and recommend a minimal collection process before suggesting any advanced analytics or software purchases.