Research Prompts

Research Distilbook.Make a dynamic 40-second motion graphics video on Distilbook that shows what an incredible motion designer you are. like it's your showreel - Go all out.

You're an SEO strategist doing a content gap analysis. I've uploaded two Google Search Console exports from the last 3 months: - Queries.csv (search queries with clicks, impressions, CTR, position) - Pages.csv (my URLs with clicks, impressions, CTR, position) Note: these files aren't linked, so match queries to pages by comparing query topics to URL slugs and page themes. Tell me when a match is a guess. Find: 1. Missing content: queries with meaningful impressions where no page on my site clearly targets that topic. Group related queries into topic clusters. 2. Striking distance: queries ranking in positions 8–20 with solid impressions, where a better or more focused page could reach the top 5. 3. Underperforming visibility: queries or pages with high impressions but CTR well below what their position should get. Suggest why (title mismatch, wrong intent, weak snippet). 4. Question and comparison queries (how, what, best, vs, alternatives) that deserve a dedicated answer-style page. These are also the ones most likely to get cited in AI search. Ignore branded queries and anything with fewer than 10 impressions. Output: - A prioritized table: Topic/Query cluster | Total impressions | Avg position | Gap type | Recommended action (new page / update existing URL / rewrite title) | Priority (High/Med/Low) - Top 5 content pieces to create first, each with a suggested title, target queries, and one line on search intent - Top 5 quick wins on existing pages Use only numbers from my files. Don't invent search volumes or keywords that aren't in the data.

You are an expert cold email strategist. Your job is NOT to write a generic sales email. Your job is to understand the prospect's situation deeply enough to identify a problem, opportunity, or constraint they care about, then position my service as a logical way to address it. Use the framework below for every cold email. THE CORE PRINCIPLE Do not start by asking: "What service am I trying to sell?" Instead ask: "What is this person trying to accomplish, what is making that harder than it should be, and how can my skill make the outcome easier to achieve?" The email should make the prospect think: "This person understands my business." "They noticed something relevant." "They understand the problem behind the problem." "They could actually make my life easier." "This is worth replying to." STEP 1: RESEARCH BEFORE WRITING Before writing anything, analyze the information I provide about the prospect. Look for: Their business model What they sell Who they sell to How they currently operate What they are trying to accomplish Recent projects, posts, launches, hiring activity, or announcements Problems they explicitly mentioned Problems implied by their current situation Gaps between where they are and where they appear to be going What might be slowing growth, revenue, delivery, conversion, efficiency, or customer experience Where my skill naturally fits Do not invent facts. If there is not enough information to write a genuinely personalized email, STOP and ask me for more information about the prospect. STEP 2: FIND THE PROBLEM BEHIND THE PROBLEM Do not simply repeat the obvious problem. Find the deeper business problem. For example: They may say they need a designer. But the deeper problem might be that their current brand makes a premium service look cheap. They may say they need a developer. But the deeper problem might be that unreliable technical execution is slowing client delivery. They may say they need a video editor. But the deeper problem might be that producing more content currently requires too much of the founder's time. They may say they need a copywriter. But the deeper problem might be that they already have traffic but the message is failing to convert attention into action. They may say they need automation. But the deeper problem might be that their team is wasting hours manually moving information between systems. Sell against the deeper problem, not merely the requested task. STEP 3: START WITH THEM, NOT ME The opening should be about the prospect. Do NOT begin with: "My name is..." "I'm a..." "I specialize in..." "I came across your website..." "I hope this email finds you well..." "I'm reaching out because..." "I'd love to help..." Instead, begin with a sharp observation about: Their business Their current situation Their growth Their customers Their offer Their workflow Their project Their opportunity The opening should demonstrate that I understand their world before I introduce myself. STEP 4: CREATE A SHARP BUSINESS INSIGHT A strong opening often uses this logic: "You already have X, but Y is limiting the value you can get from it." Or: "As X grows, Y becomes increasingly important." Or: "The obvious challenge appears to be X. The harder problem is actually Y." Do not mechanically copy these sentence structures. Use the underlying reasoning. The goal is to make the prospect see their situation slightly differently. STEP 5: EXPLAIN WHY IT MATTERS Connect the observation to a meaningful consequence. Depending on the prospect, this could involve: Revenue Time Conversion Customer retention Operational workload Delivery speed Margins Scalability Customer experience Brand perception Missed opportunities Founder dependency Team efficiency Do not manufacture fear. Do not invent financial losses. Do not exaggerate. The consequence must logically follow from what we actually know. STEP 6: TRANSITION NATURALLY INTO THE SOLUTION Only after establishing the problem or opportunity should you introduce me. A useful transition is: "This is where I come in." Then explain how my skill addresses the specific situation. My service should feel like the logical continuation of the argument, not an unrelated pitch suddenly inserted into the email. STEP 7: DON'T WRITE MY RESUME Do not dump my skills, tools, years of experience, certifications, or services into the email. Use only the proof that reduces the prospect's uncertainty. Bad: "I have 7 years of experience and I'm proficient in X, Y, Z, A, B and C." Better: "I've handled [relevant type of work] before, so I can take ownership of [specific outcome] without your team having to manage every step." Credentials support the argument. They are not the argument. STEP 8: SELL THE OUTCOME, NOT THE SKILL The prospect is rarely buying the skill itself. They are buying what the skill allows them to achieve. Do not sell: Web development Design Copywriting Editing SEO Automation Advertising Consulting Sell the relevant result: Faster delivery More conversions Less management Better customer experience More content without more founder time A stronger sales process Better retention Reduced manual work Greater capacity More consistent execution Translate the skill into a business outcome. STEP 9: SELL OWNERSHIP Do not position me as someone waiting to be assigned individual tasks. Show what I can take responsibility for. Instead of: "I can help with X." Prefer thinking like: "Give me X and I'll take care of Y." Make the prospect understand: What they give me What I take ownership of What they get back What they no longer need to worry about The email should make working with me feel easier than managing another freelancer. STEP 10: SHOW, DON'T CLAIM Never rely on empty claims such as: "I'm reliable." "I'm detail oriented." "I'm an expert." "I communicate well." "I produce high quality work." Demonstrate those qualities through specificity. Instead of saying: "I communicate well." Explain: "I'll keep your team updated at the points that matter without needing to be chased for progress." Instead of: "I'm detail oriented." Explain the details you would actually take responsibility for. Specificity is more persuasive than adjectives. STEP 11: USE SELECTIVE CONTRAST When useful, clarify the standard of work by contrasting what the prospect will and will not experience. For example: "No disappearing after the first milestone." "No handing your team unfinished work and expecting them to figure out the rest." "No adding another person your team has to constantly manage." Use this sparingly. Do not attack competitors. Do not assume the prospect has had bad experiences. The purpose is to make your operating standard tangible. STEP 12: MAKE WORKING WITH ME FEEL EASY The prospect should be able to visualize the relationship. For example: They provide the brief, goal, assets, or access. I handle the execution. They receive relevant updates. They review the result. The project moves forward. Reduce the perceived management burden. This is especially important when selling services to busy founders, executives, agencies, and teams. STEP 13: POSITION FOR THE RELATIONSHIP THAT MAKES SENSE If the opportunity could become recurring work, do not unnecessarily position me as a one time task worker. Show that I could become a dependable part of their process. But do not simply call myself a: "reliable partner" "long term partner" "strategic partner" Prove what that means first through ownership, communication, consistency, and understanding. Then the positioning feels earned. STEP 14: END WITH A LOW FRICTION CTA Do not end with: "Let me know if you're interested." "I'd love to hear your thoughts." "Feel free to reach out." "Can I send more information?" Instead, ask a simple question directly connected to the opportunity discussed. Examples: "Would you be open to a short conversation about how you're currently handling this?" "Would it make sense to explore what this could look like for [Company]?" "Open to a quick call to see whether this could fit into your current process?" The CTA should feel like the natural next step, not a demand for commitment. WRITING STYLE Keep the email concise. Default to roughly 3 short paragraphs: Paragraph 1: Personalized observation + hidden problem/opportunity + consequence. Paragraph 2: "This is where I come in" + relevant proof + solution + ownership + ease of execution. Paragraph 3: Low friction contextual CTA. Write naturally. Sound commercially aware, thoughtful, confident, specific, and human. Do not sound desperate. Do not over compliment. Do not use fake praise. Do not use corporate jargon. Do not write like a résumé. Do not turn the email into a full proposal. Do not overload the email with features. Do not invent personalization. Do not make unsupported assumptions. Do not insult their current setup. Do not exaggerate results. MOST IMPORTANTLY: The email must NOT feel like it could have been sent to 100 other prospects by replacing the first name and company. If it does, rewrite it. BEFORE SHOWING ME THE EMAIL Silently answer these questions: 1. What is this prospect actually trying to accomplish? 2. What is the obvious problem? 3. What is the deeper problem behind it? 4. Why does that deeper problem matter? 5. What specific information makes this email personal? 6. Why is my skill relevant to this exact situation? 7. What can I take ownership of? 8. How can I make execution easier for them? 9. What proof is actually relevant? 10. What information should I leave out? 11. What is the easiest logical next step? 12. Could this email have been sent unchanged to 100 other people? If the answer to question 12 is yes, the email is not ready. Rewrite it. FINAL QUALITY TEST Before giving me the final email, ask yourself: "Does this email demonstrate understanding before asking for attention?" If not, rewrite it. Then output only: Subject line Email Do not explain your reasoning unless I ask. I will now provide: 1. What I sell 2. My relevant experience or proof 3. The prospect 4. Their company 5. Information I've gathered about them 6. What I want to offer them If any critical information is missing, ask me for it before writing the email.

Conduct deep competitive intelligence on [COMPETITOR NAME]: COMPANY OVERVIEW: - Founding story and key milestones - Leadership team (backgrounds, previous companies) - Funding history (rounds, investors, valuations, burn rate estimates) - Employee count and growth trajectory (check LinkedIn headcount) - Office locations and expansion patterns PRODUCT DEEP-DIVE: - Complete product catalog with descriptions - Pricing tiers (current + historical changes) - Feature comparison vs top 3 alternatives - Technology stack (from job postings, tech blogs, BuiltWith) - Recent product launches (last 12 months) - Roadmap clues (from: job postings, conference talks, patent filings, customer surveys) MARKET POSITIONING: - Target customer (size, industry, characteristics, job titles) - Ideal Customer Profile (ICP) based on case studies - Messaging and positioning (analyze website, ads, content) - Brand voice and personality - Key differentiators they claim GO-TO-MARKET STRATEGY: - Marketing channels (paid, organic, partnerships) - Content strategy (blog topics, frequency, engagement) - Sales approach (inbound vs outbound, PLG vs sales-led) - Partnership ecosystem (integrations, resellers, tech partners) - Event presence (conferences, webinars, sponsorships) CUSTOMER INTELLIGENCE: - Review analysis (G2, Capterra, TrustPilot - what do users love/hate?) - Common complaints (from Reddit, Twitter, support forums) - Feature requests and gaps (from public roadmap, user forums) - Churn signals (Glassdoor reviews, customer testimonials that stopped) STRATEGIC VULNERABILITIES: - What are they bad at? (based on reviews, hiring patterns) - What markets are they ignoring? - Where are they overextended? - Technology debt or legacy issues - Pricing weaknesses or gaps THREAT ASSESSMENT: - How aggressive are they in OUR market? - What would it take to compete effectively? - What could they do that would hurt us most? - Early warning signals to monitor Use: Recent sources only (last 18 months). Prioritize primary sources (their blog, official announcements, verified reviews). Flag speculation vs confirmed facts. Include URLs for verification.

You are a local SEO strategist who specializes in Google Business Profile optimization through competitive intelligence. Your methodology is called "Chameleon" — you don't give generic GBP advice. Instead, you reverse-engineer what's actually working for the top-ranking competitors in a specific market, identify the patterns and signals driving their success, then build an adaptive strategy that absorbs those winning patterns while exploiting competitor vulnerabilities. I'm going to give you a client's Google Business Profile and 2-5 competitor GBPs from the same market. Here's what I need you to do: Step 1: Extract Data From Every Profile For the client AND each competitor, pull every available data point: Business name, primary category, all secondary categories Business type (service area business vs. storefront vs. hybrid) Service areas listed, services listed, products listed Total review count, average rating, review velocity (reviews per month over last 6-12 months), review recency, whether reviews contain keyword mentions of services/locations Owner response rate and quality (templated vs. personalized, keyword usage in responses) Photo count, photo velocity (uploads per month), photo types (team, jobs, equipment, etc.) GBP post frequency, post types (offers, updates, events, project showcases), last post date Business description (full text, keyword usage, CTA presence) Attributes filled out, Q&A section populated or empty Hours accuracy, appointment/booking links, website URL Whether the business operates multiple GBP listings across the metro area Step 2: Build the Competitive Benchmark Once you have data on all profiles, build a comparison matrix. For every metric, calculate the market minimum, median, and leader — then show exactly where the client sits and what the gap is. Don't just list numbers. Identify the PATTERNS: What category combinations do the top performers share? What review velocity sustains a map pack position in this market? What photo count and type is the competitive floor? Are leaders using GBP posts, and if so, what kind and how often? Are leaders using the Products or Q&A sections that others ignore? Are any competitors running multiple listings or DBA strategies? Step 3: Find the Attack Vectors Identify where competitors are weak or lazy — stale review velocity, no recent posts, generic owner responses, thin services lists, missing Q&A, no photos in months. These gaps are where the client can leapfrog without needing to match total volume. Prioritize the vulnerabilities that align with high-impact ranking signals. Step 4: Build the Chameleon Strategy Using the competitive consensus and vulnerability analysis, write a specific optimization plan for the client. Every single recommendation must reference actual competitor data — no generic advice. Structure it as: Immediate fixes (week 1) — what's broken or missing right now Category & service optimization — what to add based on competitor reverse-engineering Review acceleration plan — target velocity, generation tactics, owner response protocol with natural keyword integration Visual content strategy — photo targets, types, velocity, geotagging GBP post strategy — cadence, content mix, keyword integration, CTAs Q&A section — seed 10-15 keyword-rich questions and answers Business description rewrite — 750 chars max, keyword-optimized, clear CTA Multi-profile strategy — whether additional listings make sense based on what competitors are doing Step 5: Set the Priority Dials Assign a priority weight (1-10) to each optimization dimension based on where the biggest gaps and opportunities exist for THIS client in THIS market. The highest-weighted areas are where effort produces disproportionate results. Explain why each dial is set where it is. Step 6: 90-Day Execution Roadmap Break everything into Month 1 (foundation), Month 2 (momentum), Month 3 (dominance) with specific actions, targets, and benchmark checkpoints. Tone & Format Write this as a strategic intelligence briefing, not a checklist. Be direct, data-driven, and specific. Lead with what matters most. Use competitor names and actual numbers throughout. Write like you're briefing a business owner who's paying you to find the money they're leaving on the table. Inputs Here are the profiles to analyze: Client GBP: [INSERT CLIENT GBP LINK OR BUSINESS NAME + CITY] Competitor 1: [INSERT] Competitor 2: [INSERT] Competitor 3: [INSERT] Competitor 4 (optional): [INSERT] Competitor 5 (optional): [INSERT] Client's primary services: [LIST WHAT THEY ACTUALLY DO] Target metro area: [CITY/REGION] Known constraints or priorities: [ANYTHING RELEVANT — BUDGET, TIMELINE, SECOND LOCATION OPENING, ETC.]

Analyse the SEO of this page. Be brutally honest. What are its biggest weaknesses? What entities or topics are missing that the top ranking competitors cover? What would you improve if you had to beat this page?

go to claude tell it "i need 10 completely different prompts to help me find a personal injury lawyer in naperville. make me a list of different ways to ask LLMs to give me a good recommendation" prompt chatgpt 10 different times with those 10 different prompts take screenshots of all of the sources go back to claude upload all the images and ask it to find any similarities between the sources those sources now become the places you need profiles on to get ranked in AI have fun gentlemen

1) Building a new funnel and want to understand my ICPs so I can nail my positioning, copy…get company descriptions, roles, as much as you can grab 2) Create a detailed report on my ICPs with voice of customer, pain points, potential angles, company category, company size 3) Find all the competitors serving this ICP. What are the gaps in their angle, how are they positioned, create a unique angle/mechanism based on my product offer 4) Scrape websites landing pages etc. go deeper and go through their funnels/landing pages with Claude for Chrome. 5) Now knowing what you know, recommend the funnel to (whatever your goal is). Use subagents to review, refine. Include your reasoning and references for each.

Analyze the attached portfolio's risk factors in two layers. First, identify conventional and relatively observable factors, including: Interest rates and discount rates Economic growth and recession Consumer spending Credit availability and refinancing Inflation and labor costs Commodity and energy prices Foreign exchange rates Housing and commercial-real-estate activity Government spending and regulation Industry capital-expenditure cycles Equity-market liquidity and investor risk appetite Geography, customers, suppliers, and end markets Technological disruption Competitive intensity Second, search creatively for less obvious common exposures. Look for companies from apparently unrelated industries that depend on: The same customer group or source of customer funding The same industry’s capital-expenditure budget Shared suppliers, infrastructure, distribution channels, or technology platforms Electricity, cloud computing, telecommunications, payment rails, cybersecurity, or electronic connectivity Continuously available and inexpensive financing Government licenses, reimbursement, subsidies, contracts, or emergency-policy support Similar investor ownership, market liquidity, index inclusion, or susceptibility to forced selling The same assumptions about consumer behavior, demographics, globalization, or institutional stability Second- and third-order economic relationships A single external event that could simultaneously affect otherwise unrelated businesses Government intervention that might protect some assets or companies while excluding others Be imaginative but disciplined. A creative factor must have a coherent causal mechanism. Do not manufacture connections merely because two securities have historically moved together. For every material factor or cluster, explain: Which portfolio positions are exposed? What specifically connects them? What event or change would activate the factor? How would the factor travel through each business? Would it affect fundamentals, valuation, financing, market liquidity, or some combination? Would the damage likely be temporary or potentially permanent? How confident are you that the connection is economically real? Could a reasonable investor have identified and acted upon the factor beforehand? Why might the proposed grouping be misleading or overstated? Pay particular attention to companies classified in different industries that ultimately depend on the same economic engine. Recognize the limitations of factor analysis. After a crisis, it is always possible to redraw boundaries around the affected companies and give their shared exposure a new name. Distinguish among: Established factors that were identifiable and actionable beforehand Hidden factors that could have been identified through deeper analysis Background dependencies that are real but nearly impossible to avoid Factors whose importance could not reasonably have been understood before an unprecedented event Retrospective narratives that explain the past but offer little practical foresight Do not assume every shared characteristic constitutes a useful risk factor. A useful factor requires a plausible mechanism through which multiple holdings could be affected together. Coverage and exclusions: Do not stop the analysis because one or more securities cannot be adequately researched. Complete the analysis using every position for which sufficient information is available. Classify every portfolio position as: Fully analyzed Partially analyzed Excluded Mark a position partially analyzed or excluded when you cannot identify the security confidently, cannot access reliable information, do not adequately understand its business, lack necessary portfolio or thesis information, encounter conflicting information, or cannot establish its risk exposures without speculation. For every partially analyzed or excluded position, disclose: Company name and ticker Portfolio weight, if available Whether it was partially analyzed or excluded The precise reason for the limitation Which portions could and could not be analyzed What information would be needed to complete the analysis How the omission could distort the portfolio-level conclusions Calculate the total portfolio weight that was fully analyzed, partially analyzed, and excluded. Never describe the work as covering the entire portfolio when material positions were omitted. Do not invent a company’s business model or exposures to achieve complete coverage. Include tentative conclusions only when clearly labeled as low confidence. Continue the analysis without waiting for clarification. Request missing information at the end so omitted positions can be incorporated into a later update. Output requirements: Present the results in two layers. Begin with an intuitive executive summary written in clear, conversational language. It must be understandable without reading the supporting tables. Avoid excessive jargon and long lists of immaterial observations. The executive summary should explain: The three to five most important risk clusters Which companies belong to each cluster and what connects them Where the portfolio is more concentrated than it initially appears Which apparent concentrations are probably less serious than they look The most important hidden or surprising connection Which risks are conventional and readily identifiable Which risks are more creative, uncertain, or dependent on unusual circumstances The percentage of the portfolio included in the analysis Any material securities partially analyzed or excluded The bottom-line conclusion about how the portfolio is diversified Explain each cluster causally and intuitively. Do not merely name a factor such as “interest-rate risk.” Explain how it travels through the businesses and why it could cause the positions to struggle simultaneously. Prioritize factors according to the portfolio weight exposed, potential severity, and confidence in the connection. After the executive summary, provide: A. Portfolio coverage and exclusions B. Major identifiable risk factors C. Cross-industry risk clusters D. Hidden or unconventional shared exposures E. Imaginative but plausible stress scenarios F. Detailed position-by-factor analysis G. Blind spots and information needed For each important cluster, show: Shared factor or dependency Positions exposed Approximate portfolio weight exposed Transmission mechanism Potential severity Confidence in the connection Ex-ante identifiability Reasons the grouping could be overstated Use current primary sources such as regulatory filings, earnings materials, and company investor presentations. Cite material factual claims. Do not provide position-sizing, trading, or portfolio-reconstruction recommendations unless specifically requested. Maintain this as an ongoing analysis. When the portfolio changes, update the clusters, exposed portfolio weights, coverage assessment, and overall conclusions rather than starting from scratch.