Your Business Intelligence Document is not a deliverable. It is a starting point. The value it creates is entirely downstream of how consistently and deliberately you use it. The most direct way to use it is to hand it to an AI system as context before asking it to produce anything.
The prompts below are designed for exactly that. Each one is built around a specific business need, from website copy to investor conversations to new hire onboarding. For each prompt, the approach is the same: paste your completed Business Intelligence Document first, then add the prompt that follows. The document is the foundation. The prompt is the instruction. Together, they produce output that reflects your actual business rather than a generic approximation of it.
Read the context for each prompt before using it. Understanding what the prompt is trying to accomplish, and what to do with the output, determines how much value you get from the exercise.
Your website is the most visible expression of your positioning, and it is also the place where generic language does the most damage. A homepage that could belong to any competitor in your category does not build trust. It creates noise. Visitors who cannot quickly understand what makes your business different and why it is right for them do not stay long enough to be convinced.
This prompt asks AI to write website copy grounded in your actual positioning, your customer's decision logic, and your real differentiation. The goal is not to produce a finished page on the first pass. The goal is to produce a first draft built from the right foundation, which is a dramatically better starting point than a blank document or a generic brief. When you review the output, pay attention to whether the headline immediately communicates what makes your business different, whether the language addresses the real concerns of your ideal customer, and whether the page would cause the wrong customer to self-select out. If any of those things are missing, the document answers are the place to look first.
You can use a variation of this prompt for any page on your site, including service pages, about pages, and landing pages, by adjusting the final instruction to name the specific page and its purpose.
Most sales conversations are inconsistent because the thinking behind them was never made explicit. Different people on the team, or even the same person on different days, emphasize different things, handle objections differently, and describe the business differently depending on how the conversation unfolds. That inconsistency is a clarity problem, not a talent problem, and it is solved by giving everyone a shared framework to work from.
This prompt produces an internal sales strategy document: a practical guide for how to conduct a sales conversation that is grounded in your actual positioning and customer psychology. The output should capture how to open a conversation, how to identify whether a prospect is the right fit, how to address the most common concerns and objections, and how to communicate value in a way that builds confidence rather than pressure. It is not a script. It is a framework that helps anyone who represents your business understand the thinking behind the conversation, not just the words.
Use the output as a training document for your team, as a reference before high-stakes sales conversations, or as the basis for a more detailed sales playbook if your process requires one. Revisit it whenever your positioning or offerings change, because a sales strategy built on outdated inputs produces outdated results.
Significant opportunities, such as a major new client, a potential partnership, a new service line, or a geographic expansion, are the decisions that most often get made on instinct or under pressure. They feel different from routine decisions because the stakes are higher and the timeline is compressed. That is precisely when having a defined decision framework matters most.
This prompt uses your Business Intelligence Document, specifically your strategic decision framework and positioning, to evaluate a specific opportunity against the criteria that define your business. The goal is not to have AI make the decision for you. It is to have AI pressure-test the opportunity against your stated principles before you make the decision yourself. The output will surface alignment, flag tension points, and identify questions you should be able to answer before committing. If the opportunity is genuinely right, the analysis will confirm that clearly. If it requires compromising something important, that will be visible too.
Before running this prompt, write a clear, honest description of the opportunity: what it involves, what it would require, what the financial and operational implications are, and why you are considering it. The quality of the analysis depends on the completeness of that description. Vague opportunity descriptions produce vague evaluations.
The way most business owners describe their business to investors or potential acquirers is the same way they describe it to anyone else, with an emphasis on what it does and what it has produced. Revenue, growth, clients, credentials. Those things matter, but they are not what sophisticated investors and acquirers are actually evaluating. They are evaluating whether the business has a defensible position, a defined customer, a repeatable model, and a clear reason to believe the performance is structural rather than incidental.
A completed Business Intelligence Document is unusually powerful in this context because it demonstrates exactly that. It shows that the business has been formally defined, that its positioning is deliberate, that it understands its customer at a deep level, and that its decisions are made against a consistent framework. That kind of documented clarity is rare. Most businesses that perform well cannot articulate why they perform well in a form that anyone outside the business can evaluate. Yours can.
This prompt produces a structured narrative that communicates your business to an investor or acquirer in a way that is grounded in your actual foundation, not inflated claims or investor-speak. Use the output as the basis for a pitch deck narrative, an executive summary, or the written portion of an initial conversation. Adjust the framing based on whether your audience is a financial investor, a strategic acquirer, or a potential partner, as each will weight different elements of the document differently.
Most marketing campaigns fail not because the execution is poor but because the strategy was not grounded in anything real. A campaign built on generic messaging attracts generic attention. A campaign built on your actual positioning, your customer's specific decision triggers, and your real differentiation attracts the people most likely to become your best customers.
This prompt produces a complete marketing campaign brief grounded in your Business Intelligence Document. It is not a media plan or a channel strategy. It is the strategic foundation that any execution should be built from. The output will define the campaign's core message, the audience it is speaking to, the customer psychology it is addressing, the proof it should emphasize, and the call to action that fits your positioning. Whether you run the campaign yourself or hand the brief to an agency or freelancer, starting from this foundation means the execution has a real target rather than a general direction.
Before running the prompt, add a sentence or two describing what you want the campaign to accomplish and any relevant context, such as a new service launch, a seasonal push, a specific audience you want to reach, or a market you want to enter. The more specific that context is, the more useful the output will be.
The most common onboarding failure is not missing paperwork or incomplete training. It is that new employees learn what to do without ever understanding why. They learn the job. They do not learn the business. And without that context, they cannot exercise judgment, they cannot represent the brand accurately in conversation, and they cannot make decisions that reflect the values of the operation without being told explicitly what those decisions should be.
Your Business Intelligence Document solves this directly. It contains everything a new employee needs to understand the business at a structural level: what it stands for, who it serves, how decisions get made, what the experience standard looks like, and why the trade-offs the business makes exist. Turning that into an onboarding document means that every new hire, regardless of role, starts with the same foundation that you have spent years building and can now describe precisely.
This prompt produces an onboarding document framed for a new employee rather than an AI system or an investor. The language should be accessible, direct, and grounded in what the person needs to know to operate with alignment from their first day. After running the prompt, review the output for anything that needs to be adapted to your specific team structure or culture, and consider adding role-specific sections for different positions. The document AI produces here is the foundation. Your institutional knowledge fills in the rest.
A few principles that apply across all six.
Always paste the full document, not a summary. The value of the Business Intelligence Document comes from its completeness. A condensed version loses the specificity that makes the output different from what AI would produce without it. If the document feels long to paste, that length is working in your favor.
Treat the first output as a strong draft, not a finished product. These prompts are designed to produce output that requires significantly less revision than a blank-slate request, but they are not designed to eliminate your judgment. Read the output critically. Where it is right, it will be right because the document was specific. Where it misses, the document is usually where to look for the correction.
Update the document before rerunning any prompt when the business has evolved. A Business Intelligence Document that reflects the business as it was eighteen months ago will produce output calibrated to that version of the business. The document is only as useful as it is current. When your positioning, offerings, or customer have changed in meaningful ways, those changes belong in the document before they belong in any output the document produces.
These six prompts cover the most common and highest-value applications. They are a starting point, not a complete list. Any time you need AI to produce something that should reflect your specific business, whether a proposal, a speech, a job posting, or a partnership pitch, the same logic applies: document first, prompt second. The output changes because the input did.