20 Business Prompts for Smarter Business Growth

The most valuable thing AI can do for a business professional is not write emails or summarise documents — it is help you think through hard problems more rigorously than you would alone. These business prompts are designed for exactly that: strategic decisions, operational challenges, leadership dilemmas, growth planning, and the kind of complex thinking that typically requires an experienced advisor or a well-run offsite. Each prompt is built to generate genuinely useful output when you provide specific context — not generic frameworks, but analysis and recommendations tailored to your actual situation.

The prompts are organised into four areas: strategy and competitive positioning, operations and team, growth and revenue, and leadership and decision-making.

The quality of AI output in a business context is almost entirely determined by the quality of context you provide. Before running any of these prompts, fill in every placeholder with real, specific information about your business, your market, and your situation. Generic inputs produce generic outputs. After running each prompt, push further with follow-up questions: 'What are you not telling me?', 'What would a sceptical board member say about this?', 'Give me the version of this that assumes we are more constrained than we think.'

Use Chat Smith to run any of these prompts across multiple AI models simultaneously. Chat Smith gives you access to leading AI models — including Claude, GPT-5, and Gemini — so you can compare how each approaches your business challenge and save the prompts that generate the most useful thinking as one-click templates for your team.

These prompts help you think through where your business is positioned, where it should be headed, and how to compete more effectively in your market.

Prompt 1: The Strategic Situation Assessment

Here is a description of my business: [describe what you do, who you serve, how you make money, and roughly how big you are]. Here is what is going well: [describe your strengths and wins]. Here is what concerns me: [describe your biggest challenges or worries]. The market context is: [describe any relevant industry trends, competitive dynamics, or external pressures].

Act as a senior strategy consultant reviewing this situation. Give me:

1. Your honest assessment of the biggest strategic risks this business faces in the next 12–24 months
2. The two or three strategic opportunities that appear most worth pursuing based on this context
3. The question I should be asking that I have not asked — the blind spot most likely to cause a problem
4. What this business needs to be true about its market position in order to win over the next three years
5. If you were the CEO, what would you do first and why?

Prompt 2: The Competitive Differentiation Audit

My business is: [describe it]. My main competitors are: [list them with a brief description of each]. What I believe makes me different is: [describe your perceived differentiation]. My target customer is: [describe them].

Help me audit my competitive differentiation:

1. For each competitor I have listed, identify their strongest claim to differentiation and what customers they are most likely winning from me
2. Assess whether my stated differentiation is genuinely meaningful to my target customer or whether it is more internally important than externally compelling
3. Identify any differentiation I might have that I am underplaying or not communicating clearly
4. Where is the white space in this competitive landscape — what position is no one clearly occupying that my target customer actually values?
5. Write a one-paragraph competitive positioning statement that I could use internally to align my team on where we stand and why we win

Prompt 3: The Three-Year Strategic Plan

My business today: [describe revenue, team size, product/service, customer base, and market]. My ambition for three years from now: [describe where you want to be — revenue, market position, team, product]. My biggest constraints are: [describe what limits you — capital, talent, time, market size, etc.].

Help me build a credible three-year strategic plan:

1. Define the three or four strategic priorities that, if achieved, would get me from where I am to where I want to be
2. For each priority, identify the key milestones that would tell me I am on track at the 12-month and 24-month marks
3. Where are the biggest dependencies — what has to go right for each priority to succeed?
4. What are the two or three decisions I need to make in the next 90 days that will have the most impact on achieving this plan?
5. What would cause me to abandon or significantly revise this plan, and how would I know early enough to act?

Prompt 4: The New Market Entry Decision

My current business is: [describe it]. I am considering entering the following new market or launching the following new product/service: [describe it in detail]. My rationale is: [explain why you think this is worth pursuing]. My concerns are: [describe your hesitations].

Help me think through this decision rigorously:

1. What are the three strongest arguments for making this move?
2. What are the three strongest arguments against it?
3. What assumptions am I making that, if wrong, would make this a bad decision?
4. What is the minimum viable version of this move — how could I test this market or product with the least commitment before going all in?
5. What does success look like at six months and at two years, and how will I measure it?
6. What is the opportunity cost — what am I NOT doing if I pursue this, and how does that trade-off look?

Prompt 5: The Pricing and Value Capture Review

My business is: [describe it]. My current pricing model is: [describe it in detail — how you charge, what you charge, and how this compares to competitors]. My customers are: [describe them with a note on their price sensitivity and budget]. My concern about pricing is: [describe what you are unsatisfied with or uncertain about].

Review my pricing strategy and help me capture more value:

1. Is my current pricing model the right structure for the value I deliver — or is there a better model (subscription, usage-based, tiered, outcome-based, etc.) that would better align my revenue with customer value?
2. Am I underpriced, fairly priced, or overpriced relative to the value I deliver? Give your honest assessment with reasoning.
3. What pricing changes could I make in the next six months that would increase revenue without requiring me to acquire more customers?
4. What is the risk of raising prices, and how would I test a price increase with minimal disruption?
5. What pricing architecture (good/better/best, entry-level vs. premium, add-ons) would give me more flexibility and increase average revenue per customer?

These prompts help you think through how your business runs — your people, your processes, your structure, and the operational decisions that determine whether your strategy can actually be executed.

Prompt 6: The Hiring Decision Framework

I am considering hiring for the following role: [describe the role, the responsibilities, and why you are thinking about it now]. My current team structure is: [describe it briefly]. My business is at this stage: [describe stage, revenue, team size]. My budget for this hire is approximately: [describe it].

Help me think through this hiring decision:

1. Is this the right role to hire for right now, or is there a more pressing hire that would have greater impact?
2. What are the three most important things this person needs to be able to do in their first 90 days?
3. Write a one-paragraph role description that would attract the right candidate and repel the wrong ones
4. What are the five interview questions that would most reliably reveal whether a candidate can do what this role actually requires?
5. What are the red flags I should watch for in the hiring process for this specific role?
6. If I cannot afford to hire right now, what is the most effective alternative — contractor, fractional, restructuring existing responsibilities?

Prompt 7: The Underperformance Diagnosis

I have a team member or a business function that is underperforming. Here is the situation: [describe the person or function, what underperformance looks like, how long it has been going on, and what you have already tried]. Here is the context: [describe any relevant factors — workload, management, unclear expectations, culture, personal circumstances you are aware of].

Help me diagnose and address this:

1. What are the most likely root causes of this underperformance based on what I have described — and which of these am I most likely responsible for as a leader?
2. What information would I need to gather before deciding what to do?
3. Design a structured performance conversation I could have with this person: what to open with, the key questions to ask, what to listen for, and how to close
4. What does a fair and clear improvement plan look like for this situation, and what timeline is reasonable?
5. What are the signals that would tell me this situation is recoverable vs. not, and how long should I give it before making a harder decision?

Prompt 8: The Process Bottleneck Finder

Here is a process in my business that is not working as well as it should: [describe the process step by step, where you think the problems are, and what the symptoms look like — delays, errors, customer complaints, staff frustration, etc.]. The impact of this problem is: [describe what it is costing you in time, money, or quality].

Help me diagnose and fix this process:

1. Based on what I have described, where is the most likely bottleneck or root cause?
2. What additional data or observations would help me confirm the diagnosis before changing anything?
3. Design a redesigned version of this process that addresses the most likely causes of failure
4. What is the simplest change I could make this week that would have the biggest immediate impact?
5. How should I measure whether the new process is working, and what does a successful outcome look like at 30, 60, and 90 days?

Prompt 9: The Meeting and Communication Audit

Here is how my team currently communicates and runs meetings: [describe your meeting cadence, communication tools, decision-making processes, and any problems you notice — too many meetings, information silos, slow decisions, unclear ownership, etc.]. My team size is: [describe it]. We work: [in person / hybrid / fully remote].

Help me design a better operating rhythm:

1. Based on what I have described, what are the two or three biggest communication or coordination failures I am likely experiencing?
2. Design a weekly operating rhythm for my team: which meetings to keep, which to cut, which to redesign, and what cadence makes sense for our size and working model
3. What decisions should be made synchronously vs. asynchronously, and how should I communicate that distinction to the team?
4. What is the single change to how we communicate that would have the biggest positive impact on speed and clarity?
5. Write a one-page team communication charter I could share with my team that sets clear expectations for how we work together

These prompts help you think through how to grow revenue, acquire more customers, retain the ones you have, and build a commercial engine that scales.

Prompt 10: The Revenue Growth Diagnosis

My business generates revenue in the following ways: [describe your revenue streams, rough split between them, and which are growing vs. flat vs. declining]. My growth rate over the past 12 months has been: [describe it]. My target growth rate is: [describe it]. The main reasons I believe growth is constrained are: [describe your hypothesis].

Help me diagnose my growth problem and identify the highest-leverage opportunities:

1. Based on what I have described, where is the growth constraint most likely located: in awareness (not enough people know about us), in conversion (people consider us but do not buy), or in retention (people buy but do not stay or come back)?
2. For each of the three areas above, what is the one metric I should measure to confirm or rule it out as the main constraint?
3. Identify the three highest-leverage growth levers available to this business based on its current stage and revenue mix
4. What is the fastest path to meaningful revenue growth in the next 90 days without requiring significant new investment?
5. What growth initiative should I stop investing in because the evidence suggests it is unlikely to produce a meaningful return?

Prompt 11: The Customer Retention and Churn Analysis

My business is: [describe it]. My customer retention situation is: [describe your churn rate or renewal rate if you know it, and what you believe the main reasons customers leave are]. The customers most likely to churn are: [describe any patterns you notice — customer type, usage behaviour, tenure, etc.]. What I have already tried to address churn: [describe it].

Help me build a retention strategy:

1. What are the most likely root causes of churn based on what I have described, and which of these am I most likely underestimating?
2. Design an early warning system: what are the behavioural signals that predict a customer is likely to churn, and how should I monitor them?
3. What is the most effective intervention I could make at the moment a customer shows early churn signals?
4. Design a customer success or account management approach that would reduce churn for my highest-value customers
5. What would a realistic improvement in retention mean for my revenue over the next 12 months? Walk me through the maths.

Prompt 12: The Partnership and Channel Strategy

My business is: [describe it]. My current channels for acquiring customers are: [describe them]. I am exploring whether partnerships or new distribution channels could help me grow. The types of partners or channels I have considered are: [describe them, or say 'I am not sure yet'].

Help me develop a partnership and channel strategy:

1. What types of partners would be most natural and most valuable for a business like mine — referral partners, resellers, integration partners, co-marketing partners, or others?
2. Identify three or four specific partnership categories that would give me access to my target customer in a way my current channels do not
3. What makes a partnership valuable for both sides, and what would I need to offer a partner to make them motivated to send me business?
4. What are the most common reasons business partnerships fail, and how do I structure agreements to avoid them?
5. Design a simple partner programme I could launch in the next 60 days: who to target, what to offer, how to onboard, and how to measure success

Prompt 13: The Sales Conversion Analysis

Here is my current sales process: [describe it step by step from first contact to closed deal]. My conversion rates at each stage are approximately: [describe them, or describe where you see the biggest drop-off if you do not have exact numbers]. My average deal size is: [describe it]. My sales cycle length is: [describe it]. My primary reason deals are lost is: [describe what prospects tell you or what you believe].

Help me improve my sales conversion:

1. Based on what I have described, where is the biggest conversion leak in my sales process?
2. What are the three most likely reasons prospects are not converting at that stage, and what evidence would confirm each?
3. Redesign the stage where I lose the most prospects: what should I do differently, and what specific changes would have the most impact?
4. Write a follow-up sequence for prospects who have gone quiet after a proposal or demo: three messages, each with a clear rationale for why they would read it
5. What is one change I could make to my sales process this week that would meaningfully improve conversion without requiring new tools or additional headcount?

These prompts help you think through the decisions and leadership challenges that do not have obvious right answers — the ones that require careful reasoning, clear values, and the ability to hold complexity.

Prompt 14: The Hard Decision Framework

I am facing a difficult business decision. Here is the situation: [describe it in as much detail as you can — what the decision is, what the options are, what is at stake, who is affected, and what your current instinct is]. What makes this hard is: [describe the specific source of difficulty — competing values, incomplete information, significant downside risk, interpersonal complexity, etc.].

Help me think through this decision rigorously:

1. Restate the core decision I need to make in its simplest form — what is the actual choice?
2. For each option available to me, what is the best plausible outcome, the worst plausible outcome, and the most likely outcome?
3. What information, if I had it, would make this decision obvious? Can I get that information, and how?
4. Who will be most affected by this decision, and what do I owe them in terms of process and communication?
5. What does my instinct tell me, and what is the most common reason instinct is wrong in this type of situation?
6. What would a thoughtful mentor who knew my business well advise me to do, and why?

Prompt 15: The Culture and Values Alignment Check

My business currently has approximately [number] people. My stated or intended culture and values are: [describe them]. What I observe in practice — how people actually behave, what gets rewarded, what gets tolerated — is: [describe it honestly, including any gaps between stated and actual culture]. My biggest cultural concern right now is: [describe it].

Help me assess and improve my culture:

1. Based on what I have described, where is the biggest gap between my intended culture and my actual culture?
2. What are the three most common root causes of this type of culture gap, and which is most likely in my situation?
3. What behaviours from me as a leader are most likely contributing to the gap, even if unintentionally?
4. Design three specific, practical interventions I could implement in the next 60 days that would meaningfully close the gap — not culture workshops or value posters, but changes in how we operate, what we measure, and what I model
5. How will I know in six months whether the culture is improving? What are the observable signals?

Prompt 16: The Stakeholder Communication Plan

I need to communicate the following significant development to my stakeholders: [describe the news — whether it is positive, negative, or a major change in direction]. The key stakeholders I need to communicate with are: [describe each group — investors, board, leadership team, wider team, customers, partners, etc.]. My concern about this communication is: [describe what you are worried about].

Help me build a stakeholder communication plan:

1. What is the right sequence for communicating this to each stakeholder group, and why does order matter here?
2. For each group, what is the most important thing they need to understand, and what is the concern they are most likely to have?
3. Write the opening paragraph of the communication to each of the two most important stakeholder groups — the paragraph that sets the tone for everything that follows
4. What questions should I be prepared to answer from each group, and what is the strongest honest response to the hardest question?
5. What is the biggest communication mistake I could make in this situation, and how do I avoid it?

Prompt 17: The Founder or Leader Effectiveness Review

I am the [founder / CEO / senior leader] of [describe your business]. Here is how I currently spend my time: [describe your typical week — what you focus on, what meetings you attend, what decisions you make, what you delegate]. Here is what I believe I am best at: [describe your strengths]. Here is what I find difficult or tend to avoid: [describe honestly]. My team would probably say I am: [describe how you think your team perceives you as a leader].

Help me become a more effective leader:

1. Based on what I have described, where is my time least well spent relative to the stage and needs of my business?
2. What am I holding onto that I should be delegating, and what does that cost me and my team?
3. What leadership behaviour is most likely limiting my team’s performance, even if I do not intend it to?
4. Design a 30-day experiment I could run to change one significant habit or behaviour as a leader — specific, measurable, and challenging but achievable
5. What is the single most important thing I could do differently as a leader that would have the biggest positive impact on my business in the next year?

Prompt 18: The Board or Investor Meeting Preparation

I have a board meeting or investor update coming up. Here is the current state of the business: [describe performance against key metrics, what is going well, what is behind plan, and any significant developments since the last meeting]. The main items on the agenda are: [describe them]. My concern about this meeting is: [describe what you are worried about].

Help me prepare:

1. For each agenda item, what is the clearest and most compelling way to present the information to an experienced board or investor audience?
2. What are the five most likely challenging questions I will be asked, and what is the strongest honest answer to each?
3. What is the one thing I am most tempted to underplay or gloss over — and why is being direct about it a better strategy than being evasive?
4. How should I open the meeting to establish the right tone and frame the conversation productively?
5. What do I want to leave this meeting having achieved, and how do I structure the agenda to make that outcome likely?

Prompt 19: The Business Model Stress Test

My business model is: [describe how you make money, your cost structure, your key revenue drivers, and your unit economics if you know them]. My current financial position is: [describe revenue, growth rate, profitability or burn rate, and runway if applicable]. My biggest financial concern is: [describe it].

Stress test my business model:

1. What are the three scenarios that would most threaten this business model — a major customer leaving, a competitor cutting prices, a cost increase, a market contraction — and how exposed am I to each?
2. For the highest-risk scenario, walk me through what would happen to my financials and what I would need to do to survive it
3. Where in my cost structure do I have the most flexibility if I needed to reduce spend quickly, and where am I least flexible?
4. What changes to my business model would make it more resilient without sacrificing growth potential?
5. What financial metric should I be watching most closely right now as an early warning indicator, and what threshold should trigger me to act?

Prompt 20: The Annual Planning Session

I am planning for the next 12 months. Here is how the past year went: [describe what you achieved, what you missed, what surprised you, and what you learned]. Here is what I want to achieve in the next year: [describe your ambitions across revenue, product, team, and anything else that matters to you]. Here is what I am most uncertain about: [describe your biggest unknowns].

Help me build a rigorous annual plan:

1. Based on last year’s results, what are the two or three most important lessons I should build into how I plan and operate this year?
2. Translate my ambitions into three to five specific, measurable goals for the year — the ones that, if achieved, would make the year a genuine success
3. For each goal, identify the one or two initiatives that are most likely to drive achievement — not a long list, just the highest-leverage actions
4. What are the biggest risks to achieving this plan, and what early indicators would tell me by Q2 whether I am on track?
5. What am I planning to do this year that I should not do — where am I over-extending, under-prioritising, or repeating a mistake from last year?

The best business prompts do not replace your judgement — they sharpen it. Use these prompts to pressure-test your thinking, surface what you are missing, and work through complex decisions more rigorously than you would alone. The more honest and specific the context you provide, the more genuinely useful the output will be.