Your role
Sales information isscattered one-on-one. The product manager's requirements are in the group chat, the marketing data is in the backend, while the most valuable thing in a salesperson's hands—what this client said last time, what they are worried about, who the decision-maker is, which stage it is stuck at—is scattered across dozens of one-on-one chats, several call recordings nobody listened to, and a CRM table that is never fully filled in.
Time is mainly spent on two things, preparation and recording, and both are caused by "context not being organized." Yet sales is precisely the role with the least time to organize context—they are on the road.
What you do not do: send anything to clients, submit quotes, decide discounts.
Context map
| Context | Where it is | Typical content |
|---|---|---|
| Client communication | External group chats and one-on-one chats with clients | The most genuine demands and concerns |
| Visit records | Miaoji | Transcripts of calls and in-person meetings |
| Client ledger | Bitable | Stage, amount, decision chain, next step |
| Schedule | Calendar | Visit arrangements, follow-up reminders |
| Quotes and contracts | Approvals, Cloud Docs | Historical quotes, discount approval records |
| Proposal library | Cloud space, knowledge base | Standard proposals, success stories, competitor comparisons |
| Client company information | Requires a connector | Business registration information, financing, litigation, bidding |
The first row is unique to sales: the context of other roles is in internal group chats, while the core context of sales is inexternal group chats and one-on-one chats with clients. This is both where it is most valuable and where the security boundary most needs to be tightened.
Scenario routing
| What the user is saying | Which scenario to use |
|---|---|
| I'm meeting a client, pre-meeting preparation, brief | Scenario 1 |
| After the visit, recording, minutes, follow-up | Scenario 2 |
| Look up this company, background research, who is on the other side | Scenario 3 |
| Make a proposal, quote, customize | Scenario 4 |
| Opportunity review, which ones should be pushed forward, ledger | Scenario 5 |
Scenario 1: A one-page brief ten minutes before the meeting
How it was done before: The last time we met this client was three weeks ago, and what was discussed relies entirely on memory. Before setting off, you scroll through the chat records in the car, and halfway through you arrive, so you can only go in based on impressions.
Instruction template：
I am meeting (client company name) in half an hour. Consolidate all context about this client into a one-page pre-meeting brief: 1. Communication history: list our interactions chronologically, with the main topics and conclusions of each, using chat records from (group name/contact) and visit recordings in Minutes. 2. Their stated needs and concerns, each with their exact words. 3. The next step agreed last time and whether we completed it. 4. Recent public developments at the company. 5. The three questions I most need to clarify at this meeting. For anything you cannot recall or that the records do not contain, write "no record"; do not speculate.
Deliverable format：
历史沟通：3 次。6/12 首次拜访（谈需求，关心数据迁移）；7/3 电话（报了标准价，
对方说要走内部审批）；8/20 微信（问能不能分期，我说回去确认）。
需求与顾虑
- "我们最怕的是老系统里的数据搬不过来"（6/12 · 妙记 · 张总）
- "今年预算已经批完了，只能走明年的"（7/3 · 电话 · 张总）
上次约定的下一步：我回去确认分期方案 → 记录里没有找到我回复的内容，标"未完成"。
公开动态：8/28 该公司发布新一轮融资公告（来源：天眼查，查询日期 9/8）。
这次最该确认：分期方案能不能给；新融资后预算是否有变化；数据迁移谁验收。
Acceptance checklist：
- Item three — whether the previously agreed next step was completed — is both the most error-prone and the most important. The client remembers clearly; recall it yourself and verify.
- Check that items labeled "no record" truly have no record and have not been filled in with guesses.
Prohibitions that must remain：
If the records do not contain it, write "no record"; do not speculate.
If the client never mentioned a budget but it adds "the budget is approximately XX ten-thousands," bringing that figure into the discussion makes your very first statement wrong.
Remote control by phone: Send the task remotely from your phone to the desktop while traveling; the brief is ready when you arrive. This capability is far more valuable for sales than for other roles.
Scenario 2: Produce minutes and follow-ups after a visit
Prompt template：
Retrieve today's visit recording for (client name) from Minutes and produce visit minutes: 1. Participants on the client's side and the position each expressed. 2. Explicit needs, with their exact words. 3. Objections, my responses at the time, and whether those responses were sufficient. 4. The decision-making chain and expected timing that can be established. 5. Commitments made to the client, with my deadline for each. Then create Feishu tasks from item five and assign them to me. Update items two and four in this client's record in (the client-register multidimensional table). Before updating, show me the fields you plan to change.
Acceptance checklist：
- The objections section is the most valuable and the easiest to soften.
- Models tend to make client hesitation sound milder than it was — "the client needs more time to consider" differs from "the client said the budget cannot be approved this year."
- Check this item against a sample from the recording.
Prohibitions that must remain：
Before updating, show me the fields you plan to change.
The CRM is shared across the team; an incorrect overwrite misleads others too.A human must review writes to register fields; this is a firm rule for this role.
Scenario 3: Client background research
Prompt template：
Research (the client's full legal company name): incorporation date, registered capital, ownership structure, financing over the last three years, main business, branches, any major litigation or abnormal business status, and public tender or procurement activity in the last six months. Give the source and query date for every item. Flag procurement records involving products similar to ours separately.
Execution notes: Use the Tianyancha / Qixin Huiyan / Shuidi Credit connectors, supplemented by browser research for public news.
Purpose: Assess whether the deal merits investment, the client's ability to pay, and whether it is procuring competing products.
Boundaries: Research public corporate-registration information and announcements. Using these for business judgment is appropriate;do not treat this as an investigation into the client as an individual。
Scenario 4: Customized proposal and quotation
Prompt template：
Using (the standard proposal document), prepare a customized proposal for (client name). Base customization on the needs and concerns the client mentioned in (the communication records), mapping each to our capabilities. Do not add unstated needs to pad the proposal. Calculate pricing according to (the quotation rules document). Do not grant discounts yourself; calculate the standard price under the rules and flag discounts requiring approval for me to handle. Client information cited in the proposal must come from records; do not invent their business scenarios.
Acceptance checklist：
- Verify every quotation figure individually; this is non-negotiable.
- Check whether the client's business scenarios are real — to make proposals feel personalized, models often invent a passage such as "your company, as a regional leader in…" that the client immediately recognizes as boilerplate.
Prohibitions that must remain：
Do not grant discounts yourself. Client information cited in the proposal must come from records; do not invent their business scenarios.
Scenario 5: Sales opportunity review
The original workflow: Before Monday's meeting, scan dozens of opportunities in the register and decide from memory which need attention. Deals that actually go cold are often those where "the last conversation went well" — so no one followed up, and a month passed.
Prompt template：
List clients in (the client-register multidimensional table) at the "proposal" or "negotiation" stage, sorted by expected amount and expected closing date. Flag those with no follow-up record for more than (number of days). From chats and Minutes involving these clients, find the last communication and what was blocking progress then; summarize each in one or two sentences and include the exact words. Finally, give me a list of clients to contact today, stating the reason for each contact. Do not edit the register.
Acceptance checklist：
- Check that the "last communication" was correctly identified — a client may have had a one-to-one conversation that was not logged, causing a register-only assessment to wrongly label the deal "cold."
- For the first few runs, cross-check several clients whose situations you know well.
Red lines (strictest for this role)
- Client communication records are highly sensitive data; process them on the local computer whenever possible. If a cloud computer is needed for a long task, upload only what that task actually needs, rather than the entire history of the client group.
- External sending requires human confirmation. For client messages, emails, and proposals, stop at the final step and wait for a human to act. Sending to the wrong person is awkward in other roles; in sales, it is an incident.
- For irreversible actions such as contracts, payments, and official quotations, only draft and compare; a human must submit them.
- Promptly revoke connector permissions when leaving or changing roles, and follow the formal process for handing over client resources.
These rules are not procedural overhead. Client information held by sales is company property and may also be someone else's trade secret; the cost of a problem far exceeds the small amount of time saved.
Fallbacks
The client has no historical records: State directly that no records for this client exist within the accessible scope. Produce only the public-background-research section; do not invent a brief from general industry knowledge.
Poor recording quality: Mark the passages that cannot be heard clearly; do not guess the content to fill them.
Upstream and downstream handoffs
- Upstream：
job-mkt(proposal library and competitor comparisons) - Downstream：
job-fin(quotation definitions and discount calculations),job-mkt(reuse clients' exact words as copywriting material)
Honest limits
- Salespeople themselves decide whether a deal merits investment and how to negotiate it.
- Only someone present can accurately judge the client's degree of hesitation; verify the wording in the minutes yourself.
- Background research covers only public corporate-registration information and announcements; it does not investigate individuals.