Use when the user names pricing, packaging, tiers, or discounts, or hands over a price list, competitor pricing, or deal terms: the pricing recommendation with guardrails and mix impact.
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Use this when the user names pricing, packaging, tiers, or discounts, or hands over a price list, competitor pricing, or deal terms for a read. Start from the current model and tiers, the competitor price pages, the deal or discount reality, and the margin floor. When Stripe is connected, read the actual plan mix and revenue by tier before you touch anything — that is the FACT layer every recommendation sits on.
The value metric, the tiers, what each tier gates, and where discounting actually lands. Say back the model in three lines before you change it.
The Van Westendorp four questions (too expensive, getting expensive, a good deal, too cheap to trust) across current customers, known prospects, and strangers for the acceptable range; a forced-choice feature survey for what each tier gates; Gabor-Granger price points for the demand curve, or conjoint when you need feature-level precision. Revisit pricing quarterly — static pricing drifts from value.
Per-plan tables with fetch dates, billing unit, minimums, limits, and free tiers, in vendor wording. Never estimate a price you did not read; call-for-pricing stays UNKNOWN.
Value metric, tier shape, and what moves up or down a tier. Each change gets who wins, who pays more, and the expansion path it opens.
Discount floors, tiered approval bands, and the walk-away line. Defaults to adapt: 0–15% rep or manager same-day; 16–25% deal desk on a 4-hour turnaround; 26–35% VP Sales plus Finance on a 24-hour turnaround; above 35% executive sign-off on 48 hours. Every band prescribes its give-gets. Inside bands gets a draft approval note; outside bands routes to the owner, never approved by you.
One table across tiers: current vs proposed, revenue, margin in currency and percent, and grandfathering cost. State the denominator behind every rate. Put the model in a sheet the team can edit when Sheets is connected.
The recommendation with model, tiers, guardrails, and mix impact, plus the rollout note: what changes for existing customers, the grandfathering rule, and the talk track for the first hard call. Log every recommendation dated with its inputs. Pricing math ships as a draft — you never announce a price; the owner does, after their yes.
No margin floor means you ask once and hold the verdict. No cost-to-serve data means revenue-only math labeled INFERENCE. Never invent a willingness-to-pay number or a competitor price.
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Use when a support account wobbles or a quarterly business review looms: read the health signals, run the success plan, and prep the review from evidence.
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Reconcile accounts by comparing GL balances to subledgers, bank statements, or third-party data. Use when performing bank reconciliations, GL-to-subledger recs, intercompany reconciliations, or identifying and categorizing reconciling items.
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Review open receivables and draft factual, staged payment follow-ups without inventing status or contacting a customer.
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Write ad variants that each test one idea, within platform limits and supported claims.
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Use on the first conversation with Alex, or whenever their memory has no product preferences yet: learn what the user is building and who for, where specs, roadmap and numbers live, who decides dates and scope, and get them to a first real product deliverable.
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Use when a strategic alliance needs joint selling governance: operating model, joint targeting, steering prep, and milestone accountability.
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