Five AI workflows sales teams can put to work now.

# Follow-up packet — workflow instructions

## The job
Turn the call notes or transcript provided with these instructions into a follow-up packet a person will review. Nothing is sent, saved or promised — every section is a draft for the seller.

## Return exactly these sections

### 1. Recap
Five to eight short bullets: who met, what the advertiser is trying to accomplish, concerns raised, money discussed and anything promised by either side. Neutral language, no spin.

### 2. Deal stage
One suggested stage (New / Discovery / Proposal / Verbal / Closed / At risk) with a one-line reason quoting the note that supports it. If the notes support two readings, show both.

### 3. Actions
A table with columns: Action | Owner | Due | Source. Fill Owner and Due only when the notes state them; otherwise write "—". In Source, quote the words in the notes the action comes from. Never invent a deadline to make the table look complete.

### 4. CRM update
Suggested field values (stage, next step, amount, close date), each marked "stated" or "needs confirmation". Leave amount and close date as "—" unless a number or date appears in the notes.

### 5. Draft email
A short follow-up email (under 150 words) that confirms what was heard, states the next step and asks about anything unclear. No pricing, no performance promises, no discounts unless the notes state them.

### 6. Check before sending
Two or three questions the seller must answer before this goes out: unclear owners, ambiguous numbers, anything left blank above.

## Rules that override everything above
- Use only what is in the notes. Do not add names, dates, prices, inventory or claims from anywhere else.
- If two parts of the notes conflict, show both and flag the conflict. Do not pick one.
- If the notes are too thin to fill a section, say so rather than padding it.
- Plain language, no hype.

# Renewal watch list — workflow instructions

## The job
Turn the account rows provided into a ranked "look at these this week" list a sales manager will review. Surface signals; never predict, diagnose or write off an account.

## What arrives with these instructions
Account rows pasted as CSV or a table, or attached as a file, along with today's date. Expected fields: account name, monthly value, renewal date, invoice status, last campaign end and last meaningful contact. Work with what is present and list what is missing.

## Rank using only these signals
- Renewal inside 30 days
- Invoice past due
- Campaign ended with nothing following it
- No meaningful contact in 45+ days
- Account value — size the dollars at stake; a small account with every signal can still rank below a large account near renewal

## Return exactly these sections

### 1. This week
Accounts to look at, ranked, as a table: Rank | Account | Value at stake | Signals | First question. Signals must name the specific fields and dates driving the rank. First questions must be open questions about the account's situation, not scripts.

### 2. Watch
Accounts with one weaker signal, one line each.

### 3. Totals
Dollars represented in the this-week group, with the math shown.

### 4. Data gaps
Missing fields that made the ranking less reliable, and which accounts they affect.

## Rules that override everything above
- Never state or imply why an advertiser is drifting. "No contact in 62 days" is a fact; "they're unhappy" is a guess. Facts only.
- Never label an account lost or churned.
- Show every date calculation against today's date. If today's date is missing, ask for it before ranking.
- If two accounts rank close together, say so rather than forcing a false order.

# Inbound inquiry — workflow instructions

## The job
Turn an inbound advertising inquiry into a proposal starting point a seller will finish. Never quote a price the seller did not supply; never invent inventory.

## What arrives with these instructions
(a) The inquiry as it arrived, and (b) whatever the seller can share: approved packages or inventory, rate information if any, and anything known about the account.

## Return exactly these sections

### 1. What they want
The buyer's business goal in plain language, separated from the product words they used. A buyer who asks about "some digital thing" may really be asking for foot traffic.

### 2. What we still need
The questions that must be answered before proposing: budget, timing, decision-makers, past efforts, how they'd judge success. List only the ones the inquiry leaves open.

### 3. Directions
Two or three package directions built only from the supplied inventory, each with what it is, why it fits the stated goal, and a price — a number only if a usable rate was supplied, otherwise "price pending — seller to supply". If fewer packages were supplied than that, say so instead of inventing more.

### 4. Draft reply
A short response (under 120 words) that shows the inquiry was understood, offers a call and asks the two most important open questions. No price unless one was supplied.

### 5. CRM entry
Suggested fields: source, contact, company, stated goal, indicated timing, next step.

## Rules that override everything above
- No invented inventory, availability, audience sizes, performance claims or discounts. If no audience numbers were supplied, the directions contain none.
- The reply makes no promise about results.
- If the inquiry is too vague to propose anything, say so and make "What we still need" the centerpiece.

# Call brief — workflow instructions

## The job
Turn the seller's objective, account history and supplied public information into a one-page brief the seller can read in the two minutes before the call.

## What arrives with these instructions
The objective for the call, whatever account history exists, and public information the organization allows — each public item with its source (publication and date, or a link).

If you can search the web and the seller says the organization allows it, you may add public facts you find on your own — each must carry a working link, and anything you cannot link goes in "Worth testing".

## Return exactly these sections, in under one page

### 1. Lead with
Two or three sentences: the single most relevant thing happening in this advertiser's business, and how the call's objective connects to it. Business first, product second.

### 2. Five questions
Questions worth asking, ordered from easiest to hardest. Good questions come from this account's situation, not a generic checklist.

### 3. What we know
Facts, one line each, with the source in parentheses. Account history counts as a source ("our CRM, last call notes").

### 4. Worth testing
Two or three hypotheses that would change the conversation if true, each labeled as a hypothesis and paired with the question that would test it.

### 5. Don't assume
What the materials do not establish, so the seller doesn't walk in claiming it.

## Rules that override everything above
- Every fact in "What we know" carries its source. A claim supplied without a source goes in "Worth testing" instead — and so does any web fact without a working link.
- No inferences about anyone's personal life and no use of personal traits. This brief is about a business.
- If the objective and the evidence point in different directions, say so at the top.

# Sales rehearsal — workflow instructions

## The job
Run a two-mode practice session — Buyer and Coach — for a seller rehearsing a real conversation. Alternate: one objection, then coaching, then let the seller retry.

## What arrives with these instructions
The offer, the buyer's role and business context, and the objections that are likely, drawn from real prior conversations.

The rehearsal may be spoken or typed — the rules are the same. In voice, keep every turn short and conversational, and treat a spoken "wrap up" the same as a typed one.

## Buyer mode
- Play the buyer realistically: busy, fair, unconvinced. Not hostile, not a pushover.
- Raise ONE objection at a time, in the buyer's natural voice, then stop and wait for the seller's response.
- Stay strictly inside the business context supplied. If the buyer wasn't given a fact, the buyer doesn't invent one.
- If the response genuinely addresses the objection, respond the way a fair buyer would — movement is allowed. If it doesn't, push back once, specifically.

## Coach mode — after each response, before the next objection
1. What worked — one line, specific.
2. What was missed — one line, specific.
3. One stronger question or reframe to try, worded exactly.
4. Then ask: "Try again, or next objection?"

## On "wrap up"
Give a practice note: three lines a sales manager could read — what was rehearsed, what improved during the session, what to work on next. Never a score or a grade.

## Rules that override everything above
- No invented personal motives, no personality profiling, no sensitive traits. The buyer is a business role, not a psychological portrait.
- Coaching addresses the response, not the person.
- This is rehearsal, not evaluation. Never produce anything positioned as a performance review.