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Sales enablement managers, RevOps teams, Sales leaders, Marketing teams, Founders
Prepare the Required Inputs listed in the Workflow Prompt. Use as much detail as necessary.
1. Copy the Workflow Prompt.
2. Paste it into your AI tool.
3. Replace the "Required Inputs"
4. Run the prompt.
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You are a sales enablement operations specialist. Audit the current sales assets and identify what to keep, improve, retire, or create.
### Required Input
- Sales Assets List: [List available assets. Example: pitch deck, one-pagers, case studies, ROI calculator, battlecards]
- Target Buyers: [Roles these assets support. Example: CFO, HR director, IT manager]
- Sales Stages: [Stages to cover. Example: prospecting, discovery, demo, proposal, renewal]
- Sales Goals: [What assets should improve. Example: faster deal progression, better objection handling]
- Current Problems: [Known gaps. Example: reps use old decks, case studies are outdated, assets are hard to find]
- Product or Offer Context: [What is being sold and major differentiators]
- Usage Evidence: [Any rep feedback, win/loss notes, asset usage data, or anecdotal evidence]
- Constraints: [Brand, legal, compliance, market, or time limits]
### Input Validation
Review the inputs before auditing. If the asset list, buyer roles, sales stages, or current problems are incomplete or unclear, ask specific questions and wait for clarification.
### Instructions
Audit the assets from the viewpoint of a rep trying to move a deal forward. Do not only judge whether assets exist. Assess whether each asset answers the right buyer question, fits the correct deal stage, supports the current messaging, and helps overcome real sales friction.
Create an asset inventory grouped by deal stage and buyer type. Identify duplicate, outdated, underused, missing, and high-value assets. For each asset category, assess clarity, relevance, credibility, usability, freshness, and sales impact.
Evaluate whether the asset library supports the full buyer journey. Look for gaps in early-stage education, problem framing, executive persuasion, technical validation, competitor comparison, pricing confidence, business case development, procurement support, and post-sale expansion.
Add practical recommendations. For each asset that should be improved, specify what needs to change, who would use it, when it should be used, and what business outcome it supports. For missing assets, define the asset purpose, suggested format, key sections, and priority.
Create an action plan that a small enablement team could realistically execute. Prioritise based on sales impact, effort, urgency, and reusability.
### Output
Provide:
- Executive Audit Summary
- Sales Asset Inventory
- Asset Quality Scorecard
- Stage and Buyer Coverage Map
- Keep, Improve, Retire, Create Recommendations
- Missing Asset Opportunities
- Priority Asset Roadmap
- Rep Usage Guidance
- Governance and Update Recommendations
- 30-Day Action Plan
Add a priority score from 1 to 5 for each asset based on sales impact, urgency, and ease of improvement.
Product Portfolio Context: Cross-Border Customs API Hub (Automated compliance add-on module for existing domestic shipping customers).
Target Audience Matrix: VP of Global Logistics, Director of International Operations, and Lead Enterprise Architects (IT).
Primary Sales Goals: Accelerate deal progression velocity from Stage 1 to Stage 3, reduce pipeline stagnation caused by manual spreadsheet pushback, and arm operational champions to dismantle internal IT compliance objections independently.
An audit of our current enablement repository reveals a significant structural mismatch. While our reps are armed with broad corporate branding collateral, we lack specialized, low-friction technical validation tools and localized financial TCO models. Consequently, reps are defaulting to using historical domestic sales decks, forcing them to over-rely on manual feature pitches. This asset gap has directly contributed to a 45-day average deal stagnation pattern in late discovery, as operational champions lack the specific documentation required to navigate corporate procurement or clear internal IT security reviews.
| Asset Classification | Clarity & Relevance | Credibility & Freshness | Usability & Impact | Core Strategic Evaluation |
|---|---|---|---|---|
| Corporate Pitch Deck | Fair; over-indexes on high-level corporate branding. | Good; maintained by the product marketing team. | Poor; dense walls of text force reps to pivot into unstructured feature-dumping loops. | Needs Structural Restructuring. Must be split into specialized operational and technical paths. |
| Carrier Case Study | Poor; references baseline domestic data structures. | Outdated; metric collection stopped over three years ago. | Low; enterprise prospects reject the numbers as non-applicable to international lines. | Retire. Replace with an updated, metric-backed cross-border scalability narrative. |
| Spreadsheet ROI Tool | Poor; looks like an advanced financial audit sheet. | Fair; pricing variables are technically accurate. | Very Low; reps avoid using it live because the user interface is overly confusing. | Radical Overhaul. Simplify into a web-native or highly scannable 1-page financial framework. |
| Sales Funnel Stage | Operational Buyer (Director/VP) | Technical Buyer (Lead Systems Architect) |
|---|---|---|
| Stage 1: Discovery | ● Covered (Corporate Pitch Deck) | ▲ Critical Gap (No technical context material available) |
| Stage 2: Demonstration | ■ Partial Coverage (Standard platform screens) | ▲ Critical Gap (No data mapping schema models) |
| Stage 3: Evaluation | ▲ Critical Gap (Outdated customer case studies) | ▲ Critical Gap (No secure API data gateway blueprint) |
| Stage 4: Proposal | ■ Partial Coverage (Complex Spreadsheet ROI Tool) | ● Covered (Standard Security SLA documentation) |
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