Prompt your way from pain to prototype

Keep Claude open beside this page, copy a prompt, paste it in, and keep the same chat going all the way through.

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Frame the exercise

I want to work through a business problem with you using a structured approach. First, help me explore the underlying problems that might be driving it, broadly, before narrowing in on one to focus on first, not necessarily the only one, just where we'll start. Then, broadly brainstorm possible solutions to that problem, before narrowing in on one to actually build first, again, just our starting point, not the only one we'll try.

I'll kick off each part of this with its own prompt, so hold onto this framing as we go. The pain I want to start from is aging inventory at my dealership. Briefly confirm that you understand the exercise we’re going to complete and I’ll give you your first task.

01

Pain

Unpack the pain you're feeling with context and data
Have Claude ask you questions about your pain point

Before we look at the data, help me get precise about what's actually going on. I want you to gather context that the data alone won't show you. Ask me one question at a time, no more than 3 total, to understand what 'aging' actually means to me day-to-day. Ask if I have any hunches, and note them as something worth checking later, not a starting assumption.

Keep it conversational, not a form. Once you've got a clear picture, summarize what you've heard back to me, and check whether it feels accurate before we move on. I will provide the prompt for the next step, so don't skip ahead.

02

Problem

Narrow in on the root cause you want to tackle first
Have Claude analyze the data to identify underlying problems

Before we look for root causes, start by understanding the shape of the problem itself using our data: is this affecting new inventory, used, or both? Is it broad across our whole lot, or concentrated in particular models or segments? Tell me what you find, and check that it matches what I'm actually seeing before you move on.

Once we've confirmed the shape, scan our data broadly for patterns that could point to underlying problems, considering pricing, exposure, follow-up, and anything else worth flagging, focused on the segment(s) we've identified as affected. Compare against national franchise dealer data where useful, to judge whether something looks unusual or normal, not just against our own history. Treat any hunches I've shared as possibilities to check, not assumptions, and tell me if the data contradicts or complicates one.

Briefly describe what stands out, and which problems deserve a closer look. Check with me before going further.

For each one I confirm:

  • Dig in for real evidence it contributes to our aging inventory, not just that it's plausible. Compare against national data where it helps show whether we're in line with the industry.
  • Note the nuance: full explanation or partial, affecting everything or specific segments, how significant relative to the others.
  • If the data doesn't hold up, say so and drop it.

End with a short list of problems the data genuinely supports, each with a brief summary of why it made the list.

Stack rank the problems and pick one

Now stack rank every problem from our analysis that's genuinely worth tackling based on the data, not just the top one or two. This is meant to become a working list I can come back to over time, so include anything you think is worth solving, ranked from most to least likely to move the needle on our aging inventory.

For each one, briefly explain why it's ranked where it is relative to the others, not just why it matters on its own.

Tell me which one you'd recommend we tackle first, but the choice is mine to make.

03

Possibilities

Brainstorm with Claude to explore tactics that could solve your problem
Brainstorm tactics

Now that we've picked a root cause to focus on, let's brainstorm ways to address it. I'm attaching a reference on strategies other dealers have used, use it alongside your own thinking, not instead of it.

I want this to go both directions: suggest tactics you think could work, and also ask me for my own ideas, building on what I bring rather than just handing me a list. Push back if something seems impractical, and ask follow-up questions if an idea needs more shape.

Consider a range of tactics: operational process changes, automations, marketing strategies if they're relevant to this problem, and things that could become an actual app. Include options that could be built directly in Claude, whether through native functionality or the app builder, as well as tactics that would happen entirely outside of Claude.

By the end, give me the full list of tactics we've landed on together, don't narrow it down yet, that's the next step.

Build an action plan

Let's turn this list of tactics into an action plan. Organize it by order of operations, thinking through how the tactics relate to each other, some might be quick wins, some might depend on others being in place first, some might work better together than alone.

For each tactic, note whether it's something we could build directly in Claude today, something to build in Claude later, or something that happens entirely outside of Claude, like a process or policy change.

Suggest a simple way we'd measure whether each tactic is actually working.

Then, out of everything that's buildable in Claude, recommend the one you think we should build first. Tell me why, but the final call is mine.

04

Prototype

Build one of the solutions you identified