“Help me define my Ideal Customer Profile with precision. My product: [one sentence]. My current customers: [describe your 3 best and 2 worst customers — company size, industry, buyer role, how they use the product, outcome they’ve achieved]. From this, define my ICP across 5 dimensions: (1) Company profile — size, industry, stage, (2) Buyer profile — job title, seniority, responsibilities, (3) Trigger event — what’s happening in their world that makes them ready to buy now, (4) Pain profile — what they’re currently doing instead of using my product and why that’s inadequate, (5) Success profile — what does winning look like for them 90 days after buying. End with one sentence I can use as an internal ICP filter: ‘We sell to X when Y.’ Be specific enough that I could find 50 of them on LinkedIn.”

“Write my product positioning using the ICP definition above. My main competitors or alternatives (including ‘doing nothing’ or ‘using a spreadsheet’): [list]. What I do better than any of them: [be specific — features, outcomes, or approach]. Write: (1) A positioning statement in the form: ‘For [ICP], [product name] is the [category] that [key benefit] unlike [alternatives] because [reason to believe].’ (2) A one-line tagline (under 10 words) that I could use on a homepage, (3) Three proof points that back up the main claim — what evidence do I have that this is true? If my evidence is weak, tell me what evidence I need to collect. Don’t write generic marketing language — make it specific enough to be falsifiable.”

“Help me build an honest competitive map. My competitors: [list direct competitors, indirect alternatives, and the ‘do nothing’ option]. For each, tell me: (1) What they’re genuinely better at than me — don’t pull punches, (2) What I’m genuinely better at than them, (3) Which customer segment is best served by each competitor vs by me. Then: identify the positioning white space — what genuine differentiation am I sitting on that I’m not communicating clearly enough? And identify the biggest competitive threat I’m probably underweighting. I want an honest picture, not a document that makes me feel good.”

“Help me identify my highest-leverage GTM channel. My ICP: [paste from prompt 1]. Where my current customers came from: [describe — referral, outbound, inbound content, event, etc.]. My resources: [team size, budget, founder time available for GTM]. The channels I’ve tried and the results: [describe]. Based on this, recommend: (1) The 1–2 channels I should double down on — and specifically why they fit my ICP and my resources, (2) The channel I’m probably chasing that isn’t right for my stage or ICP, (3) The specific tactics within the recommended channels that are most likely to produce results in the next 60 days. Be opinionated — I don’t want a list of all possible channels. Tell me what to do.”

“Write a launch announcement for [product/feature name] using this context: ICP [paste], positioning [paste], best proof point [paste]. Write three versions: (1) LinkedIn post — under 200 words, personal founder voice, leads with the problem not the product, ends with a specific CTA. (2) Email to existing customers and waitlist — under 150 words, explains what’s new and why it matters to them specifically, one CTA. (3) Product Hunt tagline and first comment — tagline under 60 characters, comment under 200 words that explains why we built this and who it’s for. No buzzwords, no hype, no ‘we’re excited to announce’. Sound like a founder who built something because the problem was real.”

“Build a 90-day GTM plan using: ICP [paste], positioning [paste], recommended channels [paste]. Structure it as: Month 1 — what we’re testing and what we’re trying to learn. Month 2 — what we double down on based on month 1 results. Month 3 — what a successful 90 days looks like in specific metrics. For each month include: the 2–3 specific activities, the resource required, the metric that tells us it’s working, and the decision rule (if X metric hits Y threshold, we continue; if not, we pivot). Make it realistic for a team of [team size] with [describe available marketing budget]. I want a plan I can actually execute, not a strategic framework.”

“Build an objection-handling guide for my sales and marketing. The most common objections I hear: [list 5–7 real objections from sales calls and lost deals]. For each objection: (1) Acknowledge it honestly — don’t dismiss it, (2) Reframe it in a way that’s true — not spin, (3) Provide a specific response that addresses the underlying concern, (4) Give one proof point or example that makes the response credible. Also flag: which objections signal a genuinely wrong-fit customer (so I can disqualify earlier) vs which signal a right-fit customer with a solvable concern (so I should invest in handling them better). Format it as a guide my whole team can use.”

“Pressure-test my GTM strategy. Here’s my full plan: ICP [paste], positioning [paste], channels [paste], 90-day plan [paste]. Act as a skeptical but constructive advisor — someone who wants this to work but will tell me the truth. Tell me: (1) The assumption I’m most likely wrong about, (2) The scenario where this GTM plan fails completely — what does that look like and what causes it, (3) The one thing I’m probably underinvesting in, (4) The one thing I’m probably overcomplicating, (5) If you had to bet on one change to this plan to improve the odds of it working, what would it be? Be direct. The goal is to find the problems before the market does.”