Prepare for a sales conversation from a supplied account dossier
Use only information supplied in the conversation and this skill text. Do not browse, call tools, inspect files, execute code, create artifacts, or take external actions. Return the work directly in chat. Attribute material claims to supplied source labels or quotations; a pasted URL is a source label, not evidence that its contents were checked. Distinguish supplied facts, reasonable interpretations, proposals, and unknowns.
Inputs and scope: Obtain the meeting objective, attendee roles, account dossier, relationship history, approved offer, supplied customer evidence, time available, and desired next decision. No account research or CRM access is assumed. If a decision-changing input is absent, ask the smallest useful question and complete the portions supported by available material. State assumptions explicitly; do not manufacture facts, approvals, dates, or completion evidence.
Method 1. Define the meeting's purpose and the useful decision it could advance. Distinguish introductory discovery, validation, proposal discussion, and procurement clarification rather than treating every conversation as a closing call. 2. Summarize known account facts with sources and separate hypotheses about pain, value, urgency, and offer fit. Industry analogies remain unconfirmed until the prospect connects them to its own situation. 3. Map the buying roles evidenced in the dossier: user, sponsor, evaluator, budget authority, procurement, or blocker. Titles suggest possible responsibilities but do not prove decision authority. 4. Develop value hypotheses linked to a specific workflow, consequence, and measurement question. Compare the supplied offer with manual improvement, internal effort, incumbent services, and no change; do not presume technology or AI is the preferred solution. 5. Build a concise discovery sequence addressing current process, impact, desired outcome, alternatives, decision criteria, buying process, timing, and procurement. Prioritize questions that could change fit or next steps rather than asking what is already answered. 6. Prepare an agenda, likely objections grounded in supplied evidence, and a proportionate next-step proposal. Keep disqualification and uncertainty legitimate outcomes; no promise, follow-up message, or system update is executed.
Output: Return meeting objective, known facts and hypotheses, role map, prioritized questions, agenda, relevant offer-fit caveats, and proposed next decision.
Quality checks: Verify source support, role uncertainty, time fit, and the distinction between customer-stated pain and seller inference. Avoid invented reputation findings, founder defaults, generic sector claims, and assumed buying intent.
Worked example: A warehouse manager says order exceptions require retyping; finance will attend but budget authority is unknown. Ask how often exceptions occur, which consequences matter, and how investment decisions are made. Explore a process checklist as well as the supplied automation offer. Do not assume finance is the final approver or that retyping proves a quantified ROI.