Choose a moment, not a demographic
A new user trying to finish setup has different concerns from a buyer deciding whether to renew. Even if they work at the same company, they occupy different seats.
For the Context Card, describe what this person needs to do now. What is getting in their way? What do you know from conversations or records, and what are you only assuming?
Be explicit about the difference. AI should not quietly fill gaps in your knowledge with invented customer facts.
A renewal message, reconsidered
Situation: You are writing a renewal email that highlights new features.
The Empty Chair: The buyer who must explain the renewal to their finance team.
Their moment: The contract is up for review. They need to understand the cost, the value their team has received, and what happens next.
Questions to investigate: Does the email explain the price clearly? Is there evidence of value from this account? Are the renewal date and next steps easy to find?
The next move: Check account records and speak with the buyer before claiming that a feature or outcome matters to them. Then write with the facts you have.
Sort simulated objections
- Use: A clear improvement supported by what you already know, such as stating a confirmed renewal date.
- Validate: A plausible concern that needs evidence, such as whether price is the buyer’s main obstacle.
- Explore: A useful unanswered question, such as who else participates in approval.
- Reject: An unsupported generalization about what all customers want.
A Room Report is material for review. It is not a survey, an interview, or a record of what your customer said.
Return to the people
Use the review to improve your next conversation: ask clearer questions, examine support history, or test an assumption with the person affected.
If the buyer’s review exposes a question about adoption, the end user may become your Next Chair. Add that seat because it answers a new question.
The goal is a better-informed conversation with customers, followed by work that reflects what you actually learn.
How do you choose the customer perspective?
Choose the customer or user closest to the outcome your work needs to support. Describe what they are trying to do, the situation they are in, and the cost of a poor result. Use that context to find questions worth checking with real customers.