The strategic selling workbench
Bring one real pursuit. Separate what you know from what you think. Map the people, test the deal, prepare the meeting, and leave with one evidence-backed next move.
Name the work in front of you. If you do not know a value, date, or buyer outcome, leave it blank.
Your responsibility in this pursuit.
Use your company's stage language.
Keep the currency and time period clear.
What should improve for the buyer if this works?
The result you are trying to earn now, not the activity you plan to do.
Keep facts, buyer language, assumptions, and gaps in different boxes. This is the truth layer for the rest of the pursuit.
Information you can trace to a source.
What a real buyer said, without upgrading it.
Ideas that still need to be tested.
What is missing and matters to the decision.
What could stop, shrink, delay, or weaken the pursuit.
Record the exact commitment, who owns it, and the date. A missing owner or date stays Unknown.
Add only real people. Missing decision coverage belongs in the coverage gap field, not in a fictional person row.
Choose the evidence strength yourself. Empty information always stays Unknown. The workbench does not create a score.
Decide what the meeting must earn, what you need to learn, and how you will close without forcing false urgency.
Turn notes into execution without turning interest into intent. Add only what your notes support.
Compare up to three moves. Select the one that creates buyer value or useful evidence with acceptable risk.
A clean view of what is true, what is assumed, what is missing, and what to do next.
These prompts organize what you entered. Review the context before using the AI tool your company allows. Unsupported information must remain Unknown.
