Use Claude as your strategic advisor. From business planning to decision-making frameworks, these prompts help you think more clearly about your business.
Create a Business Model Canvas for [BUSINESS IDEA]. Fill in all 9 blocks: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, Cost Structure. Be specific — no generic filler. Then identify the 2 riskiest assumptions.
Why this works: Identifying the riskiest assumptions tells you what to validate first.
Help me determine pricing for [PRODUCT]. Context: [TARGET MARKET, COMPETITORS, COSTS]. Analyze: cost-plus pricing, value-based pricing, and competitive pricing approaches. Recommend a strategy with specific price points, tiers if applicable, and a plan for testing/iterating the price.
Why this works: Comparing multiple pricing approaches prevents anchoring on the first number that feels right.
Build a go-to-market strategy for [PRODUCT] targeting [MARKET]. Include: ideal customer profile, messaging and positioning, launch channels ranked by expected ROI, first 90 days tactical plan, and key metrics to track. Budget: [BUDGET]. Team: [SIZE].
Why this works: Ranking channels by expected ROI forces prioritization instead of trying everything.
Help me make this decision: [DECISION]. Context: [RELEVANT INFORMATION]. Create a structured analysis: list all options, define evaluation criteria (weighted by importance), score each option, identify reversible vs. irreversible elements, and give a recommendation with confidence level.
Why this works: Distinguishing reversible from irreversible elements calibrates how much analysis the decision deserves.
Set OKRs for [TEAM/COMPANY] for [TIME PERIOD]. Context: [CURRENT STATE AND PRIORITIES]. Create 3-4 Objectives with 3 Key Results each. Key Results must be measurable and ambitious but achievable. Include a brief rationale for each Objective.
Why this works: Requiring measurable key results prevents vague OKRs that can't be evaluated.
Conduct a SWOT analysis for [COMPANY/PRODUCT] in the context of [MARKET/SITUATION]. For each quadrant, provide 5 specific points (not generic). Then create an action plan that leverages strengths against opportunities and addresses weaknesses that face threats.
Why this works: The action plan transforms SWOT from a static exercise into a strategic tool.
Create an agenda for a [TYPE] meeting. Attendees: [ROLES]. Duration: [TIME]. Goal: [MEETING GOAL]. Include: timed agenda items, pre-read materials needed, decision points to resolve, and follow-up action items template. Ensure the meeting achieves [GOAL] and doesn't go over time.
Why this works: Timed items and pre-defined decision points prevent meetings from wandering.
Our current process for [PROCESS] takes [TIME] and involves [STEPS]. Pain points: [ISSUES]. Analyze the process, identify bottlenecks and waste (using lean principles), and suggest an improved process. Estimate time savings and implementation effort for each improvement.
Why this works: Estimating implementation effort helps prioritize quick wins over complex overhauls.
Create a pitch deck outline for [COMPANY] raising [AMOUNT] at [STAGE]. Include: problem, solution, market size (TAM/SAM/SOM), business model, traction, team, competitive landscape, financial projections (3 years), and the ask. For each slide, specify the one thing the investor should remember.
Why this works: The 'one thing to remember' constraint forces clarity and prevents slide overload.
Map the customer journey for [PRODUCT/SERVICE]. Stages: Awareness → Consideration → Purchase → Onboarding → Retention → Advocacy. For each stage: customer actions, thoughts/feelings, touchpoints, pain points, and opportunities to improve. Identify the biggest drop-off point.
Why this works: Identifying the biggest drop-off point focuses improvement efforts where they matter most.
Assess the risks for [PROJECT/INITIATIVE]. For each risk: describe it, rate probability (1-5) and impact (1-5), calculate risk score, identify early warning signs, and define a mitigation plan. Include risks across categories: technical, market, operational, financial, and team.
Why this works: Early warning signs let you catch risks before they materialize rather than reacting to crises.
Create a hiring plan for [ROLE]. Include: job description (responsibilities, requirements, nice-to-haves), interview process (stages, questions per stage, evaluation criteria), compensation range and rationale, onboarding plan for the first 90 days, and red flags to watch for.
Why this works: Red flags to watch for helps interviewers make better decisions under time pressure.
Evaluate a potential partnership between [MY COMPANY] and [PARTNER]. Analyze: strategic alignment, what each side brings, potential conflicts of interest, deal structure options, success metrics, and exit/wind-down scenarios. Recommend: pursue, pass, or pursue with conditions.
Why this works: Including exit scenarios prevents partnerships that are easy to start but impossible to end.
Structure a QBR presentation for [BUSINESS/TEAM]. Last quarter: [KEY METRICS AND EVENTS]. Include: performance vs. goals, wins and learnings, challenges and root causes, next quarter priorities, and resource requests. Format for a [DURATION] presentation to [AUDIENCE].
Why this works: Root cause analysis for challenges prevents the QBR from being just a status update.
Calculate the unit economics for [BUSINESS]. Inputs: [CAC, LTV, ARPU, churn rate, gross margin, payback period]. Identify: which metrics are healthy, which need improvement, and specific levers to pull for each. Model what happens if [VARIABLE] improves by 10/25/50%.
Why this works: Modeling improvement scenarios shows where effort yields the most economic impact.