Business ChatGPT Prompts
Strategy, planning, and operations prompts to help you run your business like a Fortune 500 CEO.
Business Plan for a SaaS Startup
Write a business plan for a SaaS startup at {stage} targeting {target_customer}. Structure it the way an investor reads: the problem and why it is urgent now, the solution, market sizing built bottom-up from addressable seats × realistic price per seat, competitive landscape including the status quo, and the go-to-market motion. Cover the pricing architecture (per-seat, usage or tiered) and why it matches how customers derive value, plus the expansion path within an account. Build a 3-year financial model showing ARR, gross and net revenue retention, CAC payback in months, and magic number, stating every assumption explicitly and flagging which one the plan is most sensitive to. Close with 12-month milestones tied to the next funding round, the churn rate at which the model stops working, and a one-page executive summary that stands alone. Mark anything that is an assumption rather than a known figure.
Business Plan for a E-commerce Startup
Write a business plan for a E-commerce startup at {stage} targeting {target_customer}. Structure it the way an investor reads: the problem and why it is urgent now, the solution, market sizing built bottom-up from category spend × realistic share of wallet, competitive landscape including the status quo, and the go-to-market motion. Cover sourcing and COGS, fulfilment model, return rate by category, and the working-capital cycle — inventory is where e-commerce plans usually break. Build a 3-year financial model showing AOV, contribution margin after COGS and shipping, blended CAC, repeat purchase rate and inventory turns, stating every assumption explicitly and flagging which one the plan is most sensitive to. Close with 12-month milestones tied to the next funding round, the return rate and CAC combination that makes unit economics negative, and a one-page executive summary that stands alone. Mark anything that is an assumption rather than a known figure.
Business Plan for a Healthcare Startup
Write a business plan for a Healthcare startup at {stage} targeting {target_customer}. Structure it the way an investor reads: the problem and why it is urgent now, the solution, market sizing built bottom-up from addressable patient or provider population × reimbursement rate, competitive landscape including the status quo, and the go-to-market motion. Cover the regulatory pathway and its timeline, the reimbursement and payer-mix strategy, clinical validation evidence required, and HIPAA/data-handling obligations. These determine the timeline far more than product build does. Build a 3-year financial model showing revenue per covered life or per procedure, sales cycle length, and cash runway through the regulatory milestone, stating every assumption explicitly and flagging which one the plan is most sensitive to. Close with 12-month milestones tied to the next funding round, the regulatory or reimbursement decision that would invalidate the plan, and a one-page executive summary that stands alone. Mark anything that is an assumption rather than a known figure.
Business Plan for a Fintech Startup
Write a business plan for a Fintech startup at {stage} targeting {target_customer}. Structure it the way an investor reads: the problem and why it is urgent now, the solution, market sizing built bottom-up from transaction volume × take rate, competitive landscape including the status quo, and the go-to-market motion. Cover the licensing or sponsor-bank route and its lead time, KYC/AML obligations, capital and reserve requirements, and fraud-loss assumptions. State whether you are building on a partner's licence or seeking your own, and the cost of each. Build a 3-year financial model showing take rate, transaction volume, cost of funds, fraud loss as a percentage of volume, and contribution margin per account, stating every assumption explicitly and flagging which one the plan is most sensitive to. Close with 12-month milestones tied to the next funding round, the regulatory or fraud-loss scenario that breaks the model, and a one-page executive summary that stands alone. Mark anything that is an assumption rather than a known figure.
Business Plan for a EdTech Startup
Write a business plan for a EdTech startup at {stage} targeting {target_customer}. Structure it the way an investor reads: the problem and why it is urgent now, the solution, market sizing built bottom-up from institutions or learners × realistic per-seat budget, competitive landscape including the status quo, and the go-to-market motion. Cover the buyer versus user split, the procurement cycle (district and institutional budgets move annually, not quarterly), efficacy evidence buyers will demand, and seasonality around academic terms. Build a 3-year financial model showing seats sold, revenue per seat, renewal rate by cohort, and the cash impact of an annual buying cycle, stating every assumption explicitly and flagging which one the plan is most sensitive to. Close with 12-month milestones tied to the next funding round, the renewal rate and procurement-cycle length that break the plan, and a one-page executive summary that stands alone. Mark anything that is an assumption rather than a known figure.
SWOT Analysis for early-stage startup
Run a SWOT analysis for an early-stage startup operating in {industry}. Give 5-7 points per quadrant, each stated as a specific fact with evidence rather than an adjective — "onboarding takes 14 days versus a 3-day category norm", not "poor onboarding". Weight the analysis toward speed, focus and runway: what you can do that incumbents structurally cannot, and which weaknesses are acceptable at this stage versus fatal. Then do the part most SWOTs skip: convert it into decisions. Pair strengths against opportunities to find where to press, weaknesses against threats to find what to fix first, and name the single weakness that would be most damaging if a competitor exploited it next quarter. Rank every recommendation by impact against effort, and list what evidence you would need to confirm the three most uncertain entries.
SWOT Analysis for small or medium business
Run a SWOT analysis for a small or medium business operating in {industry}. Give 5-7 points per quadrant, each stated as a specific fact with evidence rather than an adjective — "onboarding takes 14 days versus a 3-day category norm", not "poor onboarding". Weight toward customer relationships, local or niche advantage, and resource constraints — an SMB usually cannot win on spend, so identify where proximity and responsiveness beat scale. Then do the part most SWOTs skip: convert it into decisions. Pair strengths against opportunities to find where to press, weaknesses against threats to find what to fix first, and name the single weakness that would be most damaging if a competitor exploited it next quarter. Rank every recommendation by impact against effort, and list what evidence you would need to confirm the three most uncertain entries.
SWOT Analysis for enterprise
Run a SWOT analysis for an enterprise operating in {industry}. Give 5-7 points per quadrant, each stated as a specific fact with evidence rather than an adjective — "onboarding takes 14 days versus a 3-day category norm", not "poor onboarding". Weight toward scale advantages, internal coordination cost, and innovation drag. The characteristic enterprise weakness is speed; be specific about where decision latency is losing ground. Then do the part most SWOTs skip: convert it into decisions. Pair strengths against opportunities to find where to press, weaknesses against threats to find what to fix first, and name the single weakness that would be most damaging if a competitor exploited it next quarter. Rank every recommendation by impact against effort, and list what evidence you would need to confirm the three most uncertain entries.
SWOT Analysis for B2B company
Run a SWOT analysis for a B2B company operating in {industry}. Give 5-7 points per quadrant, each stated as a specific fact with evidence rather than an adjective — "onboarding takes 14 days versus a 3-day category norm", not "poor onboarding". Weight toward the buying committee, switching costs, contract structure and channel relationships. Note where long sales cycles are a moat and where they are a liability. Then do the part most SWOTs skip: convert it into decisions. Pair strengths against opportunities to find where to press, weaknesses against threats to find what to fix first, and name the single weakness that would be most damaging if a competitor exploited it next quarter. Rank every recommendation by impact against effort, and list what evidence you would need to confirm the three most uncertain entries.
SWOT Analysis for B2C company
Run a SWOT analysis for a B2C company operating in {industry}. Give 5-7 points per quadrant, each stated as a specific fact with evidence rather than an adjective — "onboarding takes 14 days versus a 3-day category norm", not "poor onboarding". Weight toward brand, acquisition cost, retention mechanics and platform dependency. Be explicit about any channel concentration risk — a single algorithm change is a real threat. Then do the part most SWOTs skip: convert it into decisions. Pair strengths against opportunities to find where to press, weaknesses against threats to find what to fix first, and name the single weakness that would be most damaging if a competitor exploited it next quarter. Rank every recommendation by impact against effort, and list what evidence you would need to confirm the three most uncertain entries.
Market Entry Strategy for the United States Market
Build a market entry strategy for launching {product} into the United States market. Start with the go/no-go case: bottom-up market sizing, the two or three incumbents who matter, and the honest reason a customer there would switch to you. Address state-level variation in regulation and tax, the scale of paid-acquisition costs relative to other markets, and the expectation of same-day sales responsiveness. Then choose and justify an entry mode — direct, partner, reseller, acquisition or joint venture — against capital, speed and control, and say what you are giving up. Cover localisation beyond translation: pricing to local willingness to pay, payment methods, support hours, and contract norms. Finish with a phased 18-month plan, the budget per phase, the leading indicators at months 3 and 6, and the pre-agreed condition under which you would withdraw.
Market Entry Strategy for the European Market
Build a market entry strategy for launching {product} into the European market. Start with the go/no-go case: bottom-up market sizing, the two or three incumbents who matter, and the honest reason a customer there would switch to you. Address GDPR obligations from day one, country-by-country fragmentation in language, payment habits and consumer law, and works-council implications if hiring locally. Then choose and justify an entry mode — direct, partner, reseller, acquisition or joint venture — against capital, speed and control, and say what you are giving up. Cover localisation beyond translation: pricing to local willingness to pay, payment methods, support hours, and contract norms. Finish with a phased 18-month plan, the budget per phase, the leading indicators at months 3 and 6, and the pre-agreed condition under which you would withdraw.
Market Entry Strategy for the Asian Market
Build a market entry strategy for launching {product} into the Asian market. Start with the go/no-go case: bottom-up market sizing, the two or three incumbents who matter, and the honest reason a customer there would switch to you. Address the dominance of local super-apps and messaging platforms as distribution, mobile-first and often mobile-only usage, and markets where a local partner is a practical requirement rather than an option. Then choose and justify an entry mode — direct, partner, reseller, acquisition or joint venture — against capital, speed and control, and say what you are giving up. Cover localisation beyond translation: pricing to local willingness to pay, payment methods, support hours, and contract norms. Finish with a phased 18-month plan, the budget per phase, the leading indicators at months 3 and 6, and the pre-agreed condition under which you would withdraw.
Market Entry Strategy for the Latin American Market
Build a market entry strategy for launching {product} into the Latin American market. Start with the go/no-go case: bottom-up market sizing, the two or three incumbents who matter, and the honest reason a customer there would switch to you. Address currency volatility and pricing strategy under inflation, instalment-payment expectations, local payment rails, and cross-border money movement constraints. Then choose and justify an entry mode — direct, partner, reseller, acquisition or joint venture — against capital, speed and control, and say what you are giving up. Cover localisation beyond translation: pricing to local willingness to pay, payment methods, support hours, and contract norms. Finish with a phased 18-month plan, the budget per phase, the leading indicators at months 3 and 6, and the pre-agreed condition under which you would withdraw.
Market Entry Strategy for the Middle Eastern Market
Build a market entry strategy for launching {product} into the Middle Eastern market. Start with the go/no-go case: bottom-up market sizing, the two or three incumbents who matter, and the honest reason a customer there would switch to you. Address local ownership and free-zone structures, data-residency requirements, Arabic localisation including right-to-left layout, and the weight of relationship-led enterprise sales. Then choose and justify an entry mode — direct, partner, reseller, acquisition or joint venture — against capital, speed and control, and say what you are giving up. Cover localisation beyond translation: pricing to local willingness to pay, payment methods, support hours, and contract norms. Finish with a phased 18-month plan, the budget per phase, the leading indicators at months 3 and 6, and the pre-agreed condition under which you would withdraw.
Business Model Canvas for subscription box business
Complete a Business Model Canvas for a subscription box business delivering {value_proposition}. Fill all nine blocks with specifics, not categories: name actual customer segments rather than "consumers", actual channels with their cost, and actual partners with what each provides. Pay particular attention to churn economics and the cost of the first box — acquisition usually loses money for several cycles, so state the number of renewals needed to break even. For revenue streams state the pricing mechanism and why customers accept it; for cost structure separate fixed from variable and identify the largest line. Then stress-test it: name the one block the whole model depends on, the assumption you are least confident about, and the cheapest experiment that would test it within two weeks. Flag any block filled with a guess so it is not mistaken for a finding.
Business Model Canvas for marketplace
Complete a Business Model Canvas for a marketplace delivering {value_proposition}. Fill all nine blocks with specifics, not categories: name actual customer segments rather than "consumers", actual channels with their cost, and actual partners with what each provides. Treat supply and demand as separate customer segments with separate acquisition costs, and state explicitly how you solve the cold-start problem on the harder side first. For revenue streams state the pricing mechanism and why customers accept it; for cost structure separate fixed from variable and identify the largest line. Then stress-test it: name the one block the whole model depends on, the assumption you are least confident about, and the cheapest experiment that would test it within two weeks. Flag any block filled with a guess so it is not mistaken for a finding.
Business Model Canvas for agency
Complete a Business Model Canvas for an agency delivering {value_proposition}. Fill all nine blocks with specifics, not categories: name actual customer segments rather than "consumers", actual channels with their cost, and actual partners with what each provides. Be explicit that capacity is the constraint: utilisation rate, the ratio of billable to non-billable staff, and whether growth depends on headcount or on productised offerings. For revenue streams state the pricing mechanism and why customers accept it; for cost structure separate fixed from variable and identify the largest line. Then stress-test it: name the one block the whole model depends on, the assumption you are least confident about, and the cheapest experiment that would test it within two weeks. Flag any block filled with a guess so it is not mistaken for a finding.
Business Model Canvas for freelance practice
Complete a Business Model Canvas for a freelance practice delivering {value_proposition}. Fill all nine blocks with specifics, not categories: name actual customer segments rather than "consumers", actual channels with their cost, and actual partners with what each provides. Model the hard ceiling of billable hours, the pipeline needed to avoid gaps between projects, and which activities could be productised to break the time-for-money link. For revenue streams state the pricing mechanism and why customers accept it; for cost structure separate fixed from variable and identify the largest line. Then stress-test it: name the one block the whole model depends on, the assumption you are least confident about, and the cheapest experiment that would test it within two weeks. Flag any block filled with a guess so it is not mistaken for a finding.
Business Model Canvas for consulting firm
Complete a Business Model Canvas for a consulting firm delivering {value_proposition}. Fill all nine blocks with specifics, not categories: name actual customer segments rather than "consumers", actual channels with their cost, and actual partners with what each provides. Cover the leverage model — partner to junior ratio — project versus retainer mix, and how expertise is retained institutionally rather than walking out with individuals. For revenue streams state the pricing mechanism and why customers accept it; for cost structure separate fixed from variable and identify the largest line. Then stress-test it: name the one block the whole model depends on, the assumption you are least confident about, and the cheapest experiment that would test it within two weeks. Flag any block filled with a guess so it is not mistaken for a finding.
Competitive Analysis in SaaS
Analyse the competitive landscape in SaaS for {your_product}. Cover the top five direct competitors plus two substitutes and — always — the status quo, which is the most common thing you actually lose to. For each: positioning in their own words, pricing and packaging, target segment, where they demonstrably win, where they demonstrably lose, and the switching cost away from them. Pay attention to integration depth and data lock-in as the real moat, pricing-model differences (per-seat versus usage) as a wedge, and self-serve versus sales-led motion. Build a feature and price comparison table, then say what it does not capture. Identify two or three underserved segments with evidence, and state the one claim you can make that no competitor could copy onto their homepage tomorrow. Cite sources and mark inferences as inferences.
Competitive Analysis in e-commerce
Analyse the competitive landscape in e-commerce for {your_product}. Cover the top five direct competitors plus two substitutes and — always — the status quo, which is the most common thing you actually lose to. For each: positioning in their own words, pricing and packaging, target segment, where they demonstrably win, where they demonstrably lose, and the switching cost away from them. Pay attention to delivery speed and cost, return policy, and the assortment gap — in most categories logistics and range beat brand. Build a feature and price comparison table, then say what it does not capture. Identify two or three underserved segments with evidence, and state the one claim you can make that no competitor could copy onto their homepage tomorrow. Cite sources and mark inferences as inferences.
Competitive Analysis in healthcare
Analyse the competitive landscape in healthcare for {your_product}. Cover the top five direct competitors plus two substitutes and — always — the status quo, which is the most common thing you actually lose to. For each: positioning in their own words, pricing and packaging, target segment, where they demonstrably win, where they demonstrably lose, and the switching cost away from them. Pay attention to regulatory clearances held, payer and reimbursement coverage, integration with existing clinical systems, and published clinical evidence. Build a feature and price comparison table, then say what it does not capture. Identify two or three underserved segments with evidence, and state the one claim you can make that no competitor could copy onto their homepage tomorrow. Cite sources and mark inferences as inferences.
Competitive Analysis in fintech
Analyse the competitive landscape in fintech for {your_product}. Cover the top five direct competitors plus two substitutes and — always — the status quo, which is the most common thing you actually lose to. For each: positioning in their own words, pricing and packaging, target segment, where they demonstrably win, where they demonstrably lose, and the switching cost away from them. Pay attention to licensing held, the institutions behind each product, fee transparency, and trust signals — in financial services credibility is the primary barrier. Build a feature and price comparison table, then say what it does not capture. Identify two or three underserved segments with evidence, and state the one claim you can make that no competitor could copy onto their homepage tomorrow. Cite sources and mark inferences as inferences.
Competitive Analysis in EdTech
Analyse the competitive landscape in EdTech for {your_product}. Cover the top five direct competitors plus two substitutes and — always — the status quo, which is the most common thing you actually lose to. For each: positioning in their own words, pricing and packaging, target segment, where they demonstrably win, where they demonstrably lose, and the switching cost away from them. Pay attention to procurement footprint (which districts or institutions are already won), efficacy evidence published, and integration with existing LMS and rostering systems. Build a feature and price comparison table, then say what it does not capture. Identify two or three underserved segments with evidence, and state the one claim you can make that no competitor could copy onto their homepage tomorrow. Cite sources and mark inferences as inferences.
Investor Pitch Deck
Write a 15-slide investor pitch deck for {company} raising {amount} at {stage}. Slide order: the problem stated as something specific and expensive, why now, the solution in one sentence, how it works in three steps, market size built bottom-up (never a "1% of a huge number" slide), business model, traction with real numbers, competition including the status quo, go-to-market, team and why this team specifically, financial projections with the assumptions visible, the raise and precise use of funds, milestones this money buys, and the ask. For each slide give the headline as a full assertion, the single supporting visual, and the sentence the founder says. Then list the five questions this deck invites and how to answer each.
Employee Handbook Template
Draft an employee handbook for a {company_size} company in {jurisdiction}. Cover: welcome and how the company actually makes decisions, employment basics, working hours and flexibility, compensation and review cycle, leave of every type with accrual rules, expenses, conduct and anti-harassment with a reporting route that has real anti-retaliation protection, IT and acceptable use, confidentiality and IP, health and safety, and how someone leaves well. Write it in plain language an employee will read rather than legal boilerplate they will not, but keep the clauses that carry legal weight intact. Flag every section where the requirement varies by jurisdiction, and note that it needs review by qualified employment counsel before issue.
Crisis Management Plan
Write a crisis management plan for a {company_type}. Define severity tiers with concrete examples — service outage, data breach, safety incident, executive misconduct, regulatory action — and for each: who is activated, who decides, who speaks, and the target time to first public statement. Provide holding statements for the first hour when facts are still unknown, since silence and over-promising both cost you. Cover the internal comms that must precede external comms so staff do not learn from the press, evidence and document preservation from the moment a crisis is reasonably anticipated, customer and regulator notification obligations, and the post-incident review. Name the three categories that require legal and executive involvement immediately rather than after local attempts to resolve.
Quarterly Business Review Template
Build a quarterly business review template for {relationship_type}. Structure it around the outcome the customer bought, not your feature releases: results against the goals agreed last quarter with evidence, adoption and usage patterns including where usage is declining, value delivered quantified in their metrics, open issues honestly stated, and goals for next quarter with owners on both sides. Include a slide on what did not go well — a QBR with no bad news is not believed. Add the pre-work required from each side, who must attend and why, how expansion is raised without turning the meeting into a sales pitch, and the follow-up note format sent within 48 hours with decisions and owners.
Partnership Proposal
Write a partnership proposal from {your_company} to {partner_company} for {partnership_type}. Lead with what is in it for them, in their metrics, before anything about you. Cover: the specific opportunity and why the two companies together address it better than either alone, the proposed structure (referral, reseller, integration, co-marketing or joint venture) with the reasoning, what each side contributes and receives, commercial terms including revenue share and how it is measured, the pilot scope with success criteria and a decision date, IP and data handling, exclusivity if any and its cost, and governance. Add the three objections their team will raise internally and how the proposal answers each. Keep the main document to two pages with detail in appendices.