1. ./brands/{brand-slug}/brand-context.md

   -- brand identity, audience, USP, tone of voice

2. ./brands/{brand-slug}/product-marketing-context.md

   -- deep positioning, customer language, objections, differentiation (read if it exists) — this is CRITICAL for sales enablement: Section 7 (Objections) and Section 9 (Customer Language) feed directly into every asset you create

3. ./brands/{brand-slug}/sostac/03-strategy.md

   -- target segments, positioning, competitive stance

4. ./brands/{brand-slug}/sostac/04-tactics.md

   -- channel plan, sales role in the mix, budget

product-marketing-context.md

agent-browser

Setup: Before running research, check if

agent-browser

is available (

agent-browser --version

). If the command is not found, install it:

npm install -g agent-browser && npx playwright install chromium

. If installation fails, use

WebFetch

and

WebSearch

tools as alternatives for all research tasks in this section.

• What collateral does the sales team currently have? (Deck, one-pager, battlecards, objection guide?)
• Which assets do reps actually use in deals? Which sit in a folder, untouched?
• What is the typical deal cycle? (Discovery → Demo → Proposal → Close — how long is each stage?)
• Who are the buyers? (Economic buyer, technical buyer, champion, end user — who sees which asset?)
• What are the top 3 reasons deals are lost? (Price? Competitor? No decision? Timing?)
• What objections come up in every single deal?
• Does the team have a CRM? Can you pull which assets appear in won vs lost deals?

• Maximum 7 words per slide headline.
• One idea per slide. If a slide needs two headlines, it is two slides.
• Visuals over text. Show the product, show the customer outcome, show the data as a chart.
• Every slide has presenter notes with a full talk track — not just bullets, but the actual sentences to say.
• Slide ratio: 16:9. Build in Google Slides or PowerPoint for easy rep editing.
• Brand: follow brand colors and fonts from

  brand-context.md

  . Sales decks are a brand touchpoint.

• Their Honest Strengths: 2-3 specific strengths the prospect has likely already seen.
• Our Advantages: 2-3 advantages with proof points and suggested talk tracks.
• When They Come Up: Discovery questions to ask before making claims.
• Common Objections: Responses to price, feature, and switching objections in this competitive context.
• Leave-Behind Proof: Customer story from someone who evaluated the same competitor.
• What Not to Do: Guardrails against badmouthing or claiming unverified features.

./references/collateral-templates.md

1. Acknowledge: Validate the concern without agreeing with the premise.
2. Reframe: Shift from their framing to yours with a question or context.
3. Respond: Deliver the counter with proof, not just assertion.
4. Advance: End with a question that moves the deal forward.

• Confirm the prospect's specific goals: "In our last conversation you mentioned [pain point]. Is that still the priority, or has anything changed?"
• Know who is in the room: economic buyer, technical buyer, champion, end user — each cares about different things.
• Set up a demo environment with their industry, use case, or if possible, their actual data.
• Agree on the agenda and time allocation: "We have 45 minutes. I'd like to spend 5 minutes recapping your goals, 30 minutes showing how we address them, and leave 10 minutes for questions. Does that work?"

./references/collateral-templates.md

• Discovery Recap: Restate their goal, problem, and impact. Wait for confirmation before proceeding.
• Workflow Walkthroughs: For each workflow, state the problem, show the feature, quantify the impact, then ask "How does this compare to how you handle it today?"
• Value Summary: Tie each feature back to a specific pain and close with an aggregate ROI estimate.
• Discovery and Close: Ask open questions ("What would need to be true for you to move forward?") and resist filling silence.

• Follow the "show, don't tell" rule. If you can show it in the product, do not describe it.
• Pause after every major feature and check in: "Does this resonate with what you're seeing in your current workflow?"
• If something goes wrong technically: "Let me pull that up a different way — here is what it looks like." Never apologize extensively. Move on.
• Use the prospect's industry language and terminology throughout. If they said "deals" say "deals" — not "opportunities."
• Time yourself: most sales reps talk 80% of the time in a demo. Aim for 50/50. Ask questions.
• If a prospect asks about a feature you do not have: "That's on the roadmap for [timeframe]. Here is how customers handle it today." Never promise features.

• Google Sheet: Editable with prospect's numbers; light-blue input cells, formula-driven outputs, plain-language summary section.
• Embedded pricing-page calculator: 3-5 sliders (team size, hours, rate) with instant output and demo CTA.
• In-meeting whiteboard: Live calculation during the call using their answers to 3 questions (team size, hours/week, hourly cost).

• Never substitute your assumptions for their numbers.
• Round to nearest $1,000 -- false precision reduces credibility.
• Pick 2-3 value drivers, not every possible benefit.
• Always frame the result as "conservative."

./references/collateral-templates.md

• The champion says "I need to present this to [boss/committee/board]."
• The deal has stalled at the internal approval stage.
• You need to help them win a budget conversation.
• The economic buyer has not been in any meeting yet.

• Written for the economic buyer, not the champion.
• Headline: "[Outcome] for [Company Name]" — make it specific.
• Sections: Business problem (quantified), proposed solution, expected outcomes (with their numbers), investment and ROI, implementation overview, recommended next step.
• See template in

  ./references/collateral-templates.md

  Section 5.

• Objective table comparing 2-3 alternatives the organization is likely considering.
• Include status quo / doing nothing as a column — it is always a competitor.
• Keep it factual. Do not make claims you cannot back up.
• Format: criteria rows (the things that matter to the buyer), vendor columns, checkmarks or ratings per cell.
• Below the table: "This is why we recommend [Your Product] for [Company's] situation." (Written by the champion for their audience.)

• Address the question every economic buyer asks: "What if this doesn't work?"
• Sections: "What if adoption is low?" / "What if implementation takes longer than planned?" / "What if we need to exit?"
• For each risk: the risk, the mitigation, and your proof that the mitigation works.
• Include: pilot/proof of concept offer, SLA commitments, customer success resources, migration support, contract terms (exit clauses if available).

• Pre-answer the questions the champion will get in the internal meeting.
• Format: Q&A pairs, 5-8 questions.
• Source: ask the champion "What questions do you expect to get?"
• Common questions: "Why now?", "Why not [Competitor]?", "What does implementation require from our team?", "What happens if we want to leave?", "Can we see references?"
• For the full internal FAQ template, see

  ./references/collateral-templates.md

  Section 5.2.

• 1-3 customers the champion can reference when building internal confidence.
• Include: company size, industry, and the outcome achieved.
• If offering live reference calls: coordinate with your CS team first. Always ask the reference customer, never assume.

./references/collateral-templates.md

• Opening: Frame the problem in their words, not yours.
• ROI case: Walk through the executive summary numbers and let them do the work.
• Objection prep: Pre-script answers for the 2-3 objections they expect from their approver.
• Close: Specific ask with timeline tied to a business milestone.
• Your availability: Offer to join the call, be on standby, or prepare additional materials.

• Stage: Awareness / Discovery / Evaluation / Proposal / Closing / Post-close
• Persona: Economic buyer / Technical buyer / Champion / End user
• Format: Deck / One-pager / Calculator / Script / Battle card / Email
• Vertical: [Industry names relevant to the brand]
• Status: Current / Under review / Archived

SALES-LIBRARY-INDEX.md

./references/collateral-templates.md

• Include the date in every filename:

  {asset-name}-{YYYY-MM-DD}

  .
• Archive superseded versions into an

  /archive/

  folder — never delete.
• When a key stat or proof point changes, update within 48 hours. Stale data in a sales deck is a credibility risk.
• Notify the sales team when major assets are updated — do not rely on them to check.

• Which 3 assets did you use most this quarter?
• Which asset would you never use? Why?
• What objection did you struggle to handle? Did you have a resource for it?
• What competitor came up most? Do you feel equipped to respond?

1. Read brand context and SOSTAC (Section 0). Always. The

   product-marketing-context.md

   file is especially important here — if it is missing, flag it before proceeding.
2. Run the enablement audit (Section 1) before building anything new. Ask what exists, what is used, and what the sales team is struggling with.
3. Clarify scope: Sales deck, one-pager, objection guide, demo script, ROI calculator, champion kit, library organization, or full program?
4. Assess current state: Check

   ./brands/{brand-slug}/campaigns/sales/

   for prior deliverables. Do not rebuild what already works.
5. Deliver specific, usable output: Scripts with the exact sentences to say, templates with fill-in prompts, calculators with formulas, not generic principles. For ready-to-use templates (slide decks, one-pagers, email scripts, champion kits), see

   ./references/collateral-templates.md

   .
6. Save deliverables: Write all outputs to the correct path under

   ./brands/{brand-slug}/campaigns/sales/

   .
7. Update the library index: Add every new deliverable to

   SALES-LIBRARY-INDEX.md

   with stage, persona, format, and status tags.
8. Recommend next steps: What to build next, what to retire, what to review with the sales team.

• No product-market fit evidence yet (no customers, no validated problem) -- recommend completing foundational positioning before building sales assets.
• Pricing not established -- pricing slides and ROI calculators cannot be built without it. Route to brand/product strategy first.
• Legal review required for compliance claims, security certifications, or financial guarantees -- flag and route to the appropriate internal team.
• Customer reference calls requested -- coordinate with Customer Success before committing reference customers to calls.
• CRM not set up -- recommend a basic CRM before trying to track collateral performance. Even a spreadsheet beats no system.
• Complex enterprise sales motion (multi-year, multi-stakeholder, >$100K ACV) -- recommend bringing in a dedicated sales consultant; these motions require process design beyond collateral.