30 Claude Prompts for Renewals

You are a customer success manager writing the year-in-review recap that goes to the economic buyer before a renewal meeting. <context> I need a recap that shows what the account actually got this term, in their language, so the renewal conversation starts from value instead of price. </context> <inputs> - Account name: [ACCOUNT NAME] - Product and plan: [PRODUCT AND PLAN] - Outcomes they said they wanted at start of term: [STATED OUTCOMES] - Usage and adoption facts: [USAGE AND ADOPTION FACTS] - Support or services delivered: [SERVICES DELIVERED] - Buyer name and title: [BUYER NAME AND TITLE] </inputs> <task> Write a value recap that maps each stated outcome to what happened this term, calls out gaps honestly, and ends with the one result I should lead with on the renewal call. </task> <constraints> Do not invent outcomes that are not in the facts. If a stated outcome has no supporting fact, label it NOT SHOWN. Keep the recap under 250 words. No hype adjectives. </constraints> <format> A short opening line to the buyer, then a three column list: Outcome, What Happened, Status. Close with Lead With. </format>

You are a value consultant who turns product usage into language a finance or ops buyer will recognize. <context> I have raw usage numbers and I need them translated into business outcomes before I put them in a renewal deck, because seat counts alone do not persuade this buyer. </context> <inputs> - Account name: [ACCOUNT NAME] - Buyer function: [BUYER FUNCTION] - Raw usage metrics: [RAW USAGE METRICS] - Their stated cost of the old process: [OLD PROCESS COST] - Time period covered: [TIME PERIOD] </inputs> <task> Turn each usage metric into a business outcome the buyer function cares about. Where the old process cost is given, show a simple before and after. Where it is not, say ESTIMATE NEEDED instead of making up a dollar figure. </task> <constraints> Do not invent dollar savings. Do not use product feature names as outcomes. Keep each outcome to one sentence. Limit to the five strongest metrics. </constraints> <format> A table with columns: Metric, Business Outcome, Proof Strength. Then two sentences titled What I Still Need. </format>

You are a renewals specialist writing a one-page ROI brief for the person who signs the next contract. <context> The economic buyer was not in most of our working sessions and I need a one-pager they can read in five minutes before they approve the renewal. </context> <inputs> - Account name: [ACCOUNT NAME] - Economic buyer name and title: [ECONOMIC BUYER] - Annual contract value: [ANNUAL CONTRACT VALUE] - Documented outcomes this term: [DOCUMENTED OUTCOMES] - Cost they would incur if they switch: [SWITCHING COST IF KNOWN] - Term they are considering: [PROPOSED TERM] </inputs> <task> Write a one-page ROI brief that states what they paid, what they got, what they would lose by switching, and why the proposed term is the sensible next step. </task> <constraints> Under 200 words. If switching cost is unknown, write UNKNOWN and do not invent a figure. Do not mention competitor names unless they appear in the inputs. Plain numbers, no marketing adjectives. </constraints> <format> Four short blocks: What You Paid, What You Got, Cost of Leaving, Ask. Ready to paste into a doc. </format>

You are a customer success operations analyst mining support and product notes for proof you can use in a renewal recap. <context> I have a pile of tickets, feature requests, and product notes, and I need the few proof points that actually belong in the renewal conversation. </context> <inputs> - Account name: [ACCOUNT NAME] - Support ticket summaries: [SUPPORT TICKET SUMMARIES] - Feature requests and status: [FEATURE REQUESTS AND STATUS] - Product wins shipped this term: [PRODUCT WINS SHIPPED] - Complaints still open: [OPEN COMPLAINTS] </inputs> <task> Pull up to six proof points: three that show we delivered, and three risks we should address before the renewal call. Each point must cite the source note. </task> <constraints> Do not polish a complaint into a win. If a feature request is still open, it is a risk, not a proof point. Skip generic tickets that could belong to any account. Keep each point to one sentence plus a source tag. </constraints> <format> Two lists titled Delivered and Still Open, each with source tags in parentheses. </format>

You are a sales engineer who builds the value section of a renewal deck so the commercial ask sits on top of proof, not on a price slide alone. <context> I have a renewal meeting on the calendar and I need a slide outline for the value section that I can hand to whoever builds the deck. </context> <inputs> - Account name: [ACCOUNT NAME] - Meeting length: [MEETING LENGTH IN MINUTES] - Audience titles in the room: [AUDIENCE TITLES] - Proof points I can show: [PROOF POINTS] - Commercial ask: [COMMERCIAL ASK] </inputs> <task> Outline 5 to 7 slides for the value section, each with a title, the one sentence the slide must prove, and the proof point that belongs on it. End with how the commercial ask should be introduced. </task> <constraints> Fit the value section into the first two thirds of the meeting length. Do not add slides that have no proof point. Do not put pricing on a value slide. Keep each slide note under 25 words. </constraints> <format> A numbered slide list: Slide title, Prove this, Proof. Then one paragraph titled How to Open the Ask. </format>

You are an enterprise account executive who maps who actually signs a renewal before walking into the commercial conversation. <context> I think I know who owns this renewal, but I have been wrong before, and I need a decision map I can check against the people we have already met. </context> <inputs> - Account name: [ACCOUNT NAME] - People we have spoken with: [CONTACTS AND TITLES] - Stated process if any: [STATED PROCESS] - Legal or procurement involvement: [LEGAL OR PROCUREMENT NOTES] - Target signature date: [TARGET SIGNATURE DATE] </inputs> <task> Map the likely decision process: who recommends, who approves budget, who signs, and who can stall. Flag any role we have not met yet and the question I should ask to confirm the map. </task> <constraints> Do not invent names. If a role is missing from the contact list, list the role as UNMET. Keep the map to one page. Distinguish a champion from an economic buyer even if they are the same person. </constraints> <format> A table with columns: Role, Person or UNMET, Power, Risk. Then three confirmation questions. </format>

You are a deal desk manager who coaches reps through renewal price pressure without giving away margin on the first ask. <context> This buyer is going to ask for a cut and I need counters I can say out loud, plus the one concession I am allowed to make if they have a real reason. </context> <inputs> - Account name: [ACCOUNT NAME] - Current price and proposed price: [CURRENT AND PROPOSED PRICE] - Discount they are likely to ask for: [LIKELY DISCOUNT ASK] - Value we can point to: [VALUE PROOF] - Concession I am allowed to make: [ALLOWED CONCESSION] - Walk-away floor: [WALK AWAY FLOOR] </inputs> <task> Write three spoken counters to the likely discount ask, each tied to a value proof. Then write the one concession I can offer, and the sentence I use if they go below the walk-away floor. </task> <constraints> Do not invent extra concessions beyond the allowed one. Do not apologize for the price. Keep each counter under 40 words so I can say it without notes. No sarcasm. </constraints> <format> Three numbered counters, then a block titled Allowed Concession, then a block titled Below Floor Line. </format>

You are a renewals lead building the give-get matrix for a live negotiation so the team does not invent terms on the call. <context> We have a few levers we can move and I need them written as if-then trades before we get on the call, including what we will not trade. </context> <inputs> - Account name: [ACCOUNT NAME] - Levers we can move: [AVAILABLE LEVERS] - What they have asked for so far: [THEIR ASKS] - What we want in return: [OUR GETS] - Hard no items: [HARD NO ITEMS] </inputs> <task> Build a matrix of concessions we can offer, what we must get in return for each, and the items that stay on the hard no list. Rank the trades from cheapest for us to most expensive. </task> <constraints> Every concession must have a get. A free give with nothing in return is not allowed on this matrix. Hard no items stay hard no. Keep it to eight rows or fewer. </constraints> <format> A table with columns: If They Ask, We Can Give, We Must Get, Cost to Us. Then a short Hard No list. </format>

You are a sales manager briefing an account executive on how much power this buyer actually has, so the AE does not fold on the first alternative they name. <context> The buyer mentioned they might switch or build in house, and I need a short brief that tests whether that alternative is real before we cut price. </context> <inputs> - Account name: [ACCOUNT NAME] - Alternative they named: [NAMED ALTERNATIVE] - Switching cost facts we know: [SWITCHING COST FACTS] - Their time to renewal: [DAYS UNTIL RENEWAL] - Our unique coverage they would lose: [UNIQUE COVERAGE] </inputs> <task> Write a brief that rates the alternative as Real, Soft, or Bluff, explains why in two sentences, and lists three questions the AE should ask to test it on the next call. </task> <constraints> Do not rate it Real unless the facts support a path they could finish before the renewal date. Do not mock the buyer. Keep the brief under 160 words. </constraints> <format> Rating on the first line, then Why, then three numbered test questions. </format>

You are an account executive who runs renewal commercial calls to a clock, so price talk does not eat the whole hour. <context> I have a renewal commercial call booked and I need a time-boxed agenda I can send ahead and stick to live, including who speaks when. </context> <inputs> - Account name: [ACCOUNT NAME] - Call length: [CALL LENGTH IN MINUTES] - Our attendees: [OUR ATTENDEES] - Their attendees: [THEIR ATTENDEES] - Open commercial items: [OPEN COMMERCIAL ITEMS] - Desired close from this call: [DESIRED CLOSE] </inputs> <task> Build a minute by minute agenda that covers value recap, open items, and next step. Assign a speaker on our side for each block. End with the exact ask that matches the desired close. </task> <constraints> Total time must match the call length. Spend at least one third of the time on value before price. Language must be clean enough to send to the buyer. Reserve the last five minutes for next steps. </constraints> <format> A list of time ranges with Topic, Our Speaker, Goal. Then one line titled Ask at the end. </format>

You are a renewals manager designing a save offer for an account that has said the price is the reason they may not renew. <context> They have not filed a cancel notice yet, but price is the stated issue, and I need an offer that protects as much revenue as we can without training them to wait for a cut every year. </context> <inputs> - Account name: [ACCOUNT NAME] - Current annual value: [CURRENT ANNUAL VALUE] - Discount they asked for: [DISCOUNT ASKED] - Usage of paid features: [FEATURE USAGE] - Term options we can offer: [TERM OPTIONS] - Approval ceiling: [APPROVAL CEILING] </inputs> <task> Design one primary save offer and one fallback. Each offer must include term, price, and what they give us in return. Stay inside the approval ceiling. </task> <constraints> Do not match the full discount ask unless usage proves they cannot pay it. Prefer a longer term or a tighter package over a one-year cut. State the expiry date of the offer. Keep each offer to five lines. </constraints> <format> Two blocks: Primary Offer and Fallback. Each with Term, Price, They Give, Expires. </format>

You are a customer success lead building a downgrade path for an account that cannot stay on the current plan but that we still want as a customer. <context> They will not renew at the current package. I need a smaller package that still gives them a real outcome so we keep the logo and a path back up later. </context> <inputs> - Account name: [ACCOUNT NAME] - Current plan and value: [CURRENT PLAN AND VALUE] - Features they actually use: [FEATURES IN USE] - Features they never adopted: [UNUSED FEATURES] - Minimum plan we can sell: [MINIMUM PLAN] - Reason they cannot stay: [REASON FOR DOWNGRADE] </inputs> <task> Propose a downgrade package that keeps the features they use, drops what they never adopted, and states the conditions for moving back up within 12 months. </task> <constraints> Do not strip a feature they use just to hit a price. If the minimum plan cannot cover features in use, say the downgrade is not viable and recommend a save offer instead. Keep it under 200 words. </constraints> <format> Sections: Proposed Package, What They Keep, What They Lose, Path Back Up, Risk If We Do This. </format>

You are a customer success manager writing the last email before an account that filed a cancel notice reaches the end of term. <context> They have given notice and I have one more written shot before the contract ends. I need an email that is direct, specific to them, and easy to say yes to. </context> <inputs> - Account name: [ACCOUNT NAME] - Buyer first name: [BUYER FIRST NAME] - Cancel reason they gave: [CANCEL REASON] - Save offer I can still make: [SAVE OFFER] - Contract end date: [CONTRACT END DATE] - My name and role: [YOUR NAME AND ROLE] </inputs> <task> Write a last-chance email that names their reason, restates the offer in one sentence, and asks for a 15 minute call or a yes by a date before the contract ends. </task> <constraints> Under 120 words. No guilt language. No just checking in. One ask only. Subject line under 8 words. Do not add a second offer in the same email. </constraints> <format> Subject line, then the email body ready to send, signed with the name and role given. </format>

You are a deal desk analyst packaging a multi-year renewal discount so the lower price is paid for with term and conditions, not given away. <context> Finance will approve a lower year-one price only if we lock term and protect ourselves if they shrink or leave early. I need the package written so legal and the buyer can both read it. </context> <inputs> - Account name: [ACCOUNT NAME] - Current annual value: [CURRENT ANNUAL VALUE] - Discount requested: [DISCOUNT REQUESTED] - Term we want: [DESIRED TERM IN YEARS] - Conditions legal will require: [REQUIRED CONDITIONS] - Early exit terms we can live with: [EARLY EXIT TERMS] </inputs> <task> Write a multi-year package that states year by year price, the conditions that keep the discount, and what happens if they exit early or drop seats below a floor. </task> <constraints> Do not offer the discount on a one-year term. Every condition must be in the required list or clearly marked NEW so legal can review it. Keep the package to one page. Plain language, not contract jargon. </constraints> <format> A year by year price table, then a Conditions list, then an Early Exit paragraph. </format>

You are a retention specialist who runs save calls after a cancel notice, and you keep the call to diagnosis first and offer second. <context> I have a save call booked with an account that already filed notice. I need a talk track that finds whether the reason is real and only then puts an offer on the table. </context> <inputs> - Account name: [ACCOUNT NAME] - Cancel reason on file: [CANCEL REASON ON FILE] - Call length: [CALL LENGTH IN MINUTES] - Offers I am allowed to make: [ALLOWED OFFERS] - What we know they still use: [FEATURES STILL IN USE] </inputs> <task> Write a save-call script with an opening, five diagnosis questions, a decision point for whether to offer, and the wording of each allowed offer. Time-box it to the call length. </task> <constraints> Do not open with the offer. If the diagnosis shows the reason is not price, do not lead with a discount. Keep questions open ended. Mark a STOP line where I should listen before I talk. </constraints> <format> Time-boxed blocks: Open, Diagnose, STOP, Decide, Offer wording. Include the five questions inside Diagnose. </format>

You are a renewals operations manager building a 90-day forecast that a VP can trust in a pipeline review. <context> I need this quarter's renewals split into Commit, Upside, and At Risk with a dollar total for each bucket, based on the facts we have, not hope. </context> <inputs> - Renewal list with values and dates: [RENEWAL LIST] - Health or risk notes: [HEALTH NOTES] - Verbal commits already received: [VERBAL COMMITS] - Known save work in progress: [SAVE WORK IN PROGRESS] - Quarter end date: [QUARTER END DATE] </inputs> <task> Place each account into Commit, Upside, or At Risk. Total the dollars per bucket. Call out any account whose date sits after quarter end so it does not inflate this quarter. </task> <constraints> Commit only if there is a verbal yes or a signed paper trail in the inputs. Do not put a yellow account in Commit because the value is large. If notes are missing, put the account in At Risk and tag INSUFFICIENT DATA. </constraints> <format> Three bucket tables with Account, Value, Date, Why. Then a one line total per bucket and a list of accounts past quarter end. </format>

You are an account executive writing the forecast note for a renewal that slipped past the date you had in the system. <context> This renewal did not close when I said it would and my manager will ask why. I need a note that states the new date, the real cause, and what has to happen next. </context> <inputs> - Account name: [ACCOUNT NAME] - Original forecast date: [ORIGINAL FORECAST DATE] - New expected date: [NEW EXPECTED DATE] - Why it slipped: [SLIP REASON] - What is still open: [OPEN ITEMS] - Contract value: [CONTRACT VALUE] </inputs> <task> Write a forecast note that names the slip, the cause, the new date, and the next two actions with owners. Say whether this stays in the quarter or moves out. </task> <constraints> Do not blame the buyer. Do not keep it in-quarter if the new date is after quarter end. Keep it under 120 words. No vague phrases like working through details. </constraints> <format> Four lines: Slip, Cause, New Date and Quarter Call, Next Actions. </format>

You are a revenue operations analyst tagging each upcoming renewal as expansion, flat, or contraction so the forecast is not one blended number. <context> Our forecast treats every renewal as the same dollar it was last year. I need each account tagged so we can see where the book will grow, hold, or shrink. </context> <inputs> - Account list with last term value: [ACCOUNT LIST WITH LAST VALUE] - Seat or usage change this term: [USAGE CHANGE] - Open upsell or downsell notes: [UPSELL OR DOWNSELL NOTES] - Price change already discussed: [PRICE CHANGE DISCUSSED] - Product edition they are on: [CURRENT EDITION] </inputs> <task> Tag each account Expansion, Flat, or Contraction. Give a one line reason and a rough next-term value only when the notes support a number. Otherwise write RANGE UNKNOWN. </task> <constraints> Do not mark Expansion on hope. A usage increase with no commercial talk is still Flat until someone has discussed price or seats. Do not invent a next-term value. </constraints> <format> A table: Account, Last Value, Tag, Reason, Next Term Value or RANGE UNKNOWN. </format>

You are a sales manager setting the commit versus upside split for a renewals quarter so the number you take to leadership is defensible. <context> I have a raw renewal book and I need a commit number I will stand behind, plus an upside number I will not promise, with the rules I used written down. </context> <inputs> - Total book value this quarter: [TOTAL BOOK VALUE] - Accounts with verbal or written yes: [YES ACCOUNTS] - Accounts with open risk: [RISK ACCOUNTS] - Historical close rate on similar yellow accounts: [HISTORICAL YELLOW CLOSE RATE] - Already slipped out: [SLIPPED ACCOUNTS] </inputs> <task> Propose a Commit dollar figure and an Upside dollar figure. Write the three rules you used so another manager could apply them to the same book and land close. </task> <constraints> Commit may only include yes accounts plus a conservative slice of yellow if the historical rate is given. Do not apply that rate to red accounts. Slipped accounts stay out of both numbers. Show the math in one short paragraph. </constraints> <format> Two lines: Commit and Upside. Then Rules, then Math. </format>

You are a forecast hygiene lead who pulls dead renewals out of the number before they create a miss that looked like a surprise. <context> A few accounts are still sitting in this quarter's forecast and I do not believe they belong there. I need a clear list of which ones to pull and what to tell leadership. </context> <inputs> - Forecast list: [FORECAST LIST] - Last activity dates: [LAST ACTIVITY DATES] - Cancel notices or written no: [CANCEL OR NO SIGNALS] - Days left in quarter: [DAYS LEFT IN QUARTER] - Owner comments: [OWNER COMMENTS] </inputs> <task> Flag every account that should leave this quarter's forecast. For each, state the reason, the date it should move to, and one sentence you can paste into the forecast commentary. </task> <constraints> Pull an account if there is a written no, a cancel notice, or no activity inside a window that cannot fit the remaining days. Do not pull a quiet but still-engaged account just to make the number safer. If evidence is thin, mark REVIEW WITH OWNER instead of pulling it. </constraints> <format> A table: Account, Action Pull or Review, Reason, New Date, Commentary Sentence. </format>

You are a customer success manager writing the first renewal outreach that goes out about 60 days before the date, before anyone has talked price. <context> I need a short email that opens the renewal conversation, points at the value we will recap, and books a meeting. This is not the commercial email. </context> <inputs> - Account name: [ACCOUNT NAME] - Buyer first name: [BUYER FIRST NAME] - Renewal date: [RENEWAL DATE] - One proof point from this term: [ONE PROOF POINT] - Meeting length I want: [MEETING LENGTH IN MINUTES] - Proposed meeting window: [PROPOSED DATES] </inputs> <task> Write a 60-day outreach email that names the renewal date, cites the one proof point, and offers two times in the proposed window. Include a subject line. </task> <constraints> Under 110 words. Do not mention price, discount, or a new package. One ask: pick a time. No attachments promised that I do not already have. Tone is calm and specific. </constraints> <format> Subject, then the email body ready to send. </format>

You are a customer success leader writing a short check-in to the executive sponsor who has been quiet and whose signature we will need. <context> The day-to-day team is engaged but the exec sponsor has not met us in months. I need a note that earns 20 minutes without sounding like a surprise invoice is coming. </context> <inputs> - Account name: [ACCOUNT NAME] - Sponsor name and title: [SPONSOR NAME AND TITLE] - Last time we met them: [LAST MEETING DATE] - Two results they would care about: [TWO RESULTS] - Renewal date: [RENEWAL DATE] - Ask I want from them: [ASK OF SPONSOR] </inputs> <task> Write a sponsor check-in note that leads with the two results, names the renewal date in one clause, and makes one clear ask for time or a decision. </task> <constraints> Under 130 words. Do not open with I know you are busy. Do not attach a deck. One ask only. If the last meeting date is more than 6 months ago, acknowledge the gap in one honest clause, not an apology paragraph. </constraints> <format> Subject line and body, written as if from me to the sponsor. </format>

You are a deal desk partner preparing the commercial owner for a legal review so they do not freeze when counsel asks why a clause is there. <context> Legal is about to review the renewal paper. I need talking points for the clauses that will get questions, in plain language I can say on a call with counsel. </context> <inputs> - Account name: [ACCOUNT NAME] - Clauses that changed from last term: [CHANGED CLAUSES] - Why we changed each one: [REASON FOR EACH CHANGE] - Buyer legal concerns already raised: [BUYER LEGAL CONCERNS] - Positions we will not move: [NON NEGOTIABLE POSITIONS] </inputs> <task> Write talking points for each changed clause: what it does, why we need it, and the fallback if counsel or the buyer pushes. Mark non-negotiable positions clearly. </task> <constraints> Plain language, no Latin. One talking point per changed clause. If a buyer concern has no matching fallback, say ESCALATE rather than inventing a give. Keep each point under 40 words. </constraints> <format> A list per clause: What it does, Why, Fallback or ESCALATE, Non-negotiable yes or no. </format>

You are an account executive writing the confirmation email after a verbal yes so the paper trail starts the same day and the date cannot drift. <context> The buyer said yes on a call. I need a confirmation they can forward to legal or finance that restates term, price, and next step without adding new terms. </context> <inputs> - Account name: [ACCOUNT NAME] - Buyer first name: [BUYER FIRST NAME] - Term and start date: [TERM AND START DATE] - Price and billing: [PRICE AND BILLING] - Next step and owner: [NEXT STEP AND OWNER] - Items still with legal: [OPEN LEGAL ITEMS OR NONE] </inputs> <task> Write a confirmation email that restates what was agreed, lists what is still open, and names the next step with a date. Include a subject line that a finance person would understand. </task> <constraints> Do not add a term that was not on the call. If legal items are NONE, say paper can go out. Under 140 words. No celebration language. </constraints> <format> Subject, then body with three short blocks: Agreed, Still Open, Next Step. </format>

You are a customer success manager writing the internal close-out and the customer note after a confirmed no-renewal, so the account leaves cleanly and we keep a path back. <context> This account will not renew. I need an internal note for the CRM and a short customer note that thanks them, confirms end date, and leaves the door open without begging. </context> <inputs> - Account name: [ACCOUNT NAME] - Buyer first name: [BUYER FIRST NAME] - Confirmed end date: [END DATE] - Reason they gave: [GIVEN REASON] - What we should have done differently: [INTERNAL LESSON] - Data export or offboarding steps: [OFFBOARDING STEPS] </inputs> <task> Write an internal CRM close-out that states reason, lesson, and whether we should re-open later. Then write a customer note that confirms the end date and the offboarding steps. </task> <constraints> Internal note under 100 words. Customer note under 90 words. Do not argue the reason. Do not offer a new discount in the customer note. The lesson must be specific, not try harder. </constraints> <format> Two blocks titled Internal CRM and Customer Note, each ready to paste. </format>