You received a vague request to "look at our pricing." After discovery, the goal is confirmed: produce a structured competitor-pricing summary the team can act on, not new pricing ideas.
Which strategy best fits the clarified task?
A.
Use a divergent brainstorming approach to generate a wide range of possible competitor-pricing observations, then narrow to the most likely ones.
B.
Use a comparative analysis strategy that contrasts the company's pricing against a single named competitor, since pairwise comparison produces the clearest output.
C.
Use a research strategy that gathers structured information about competitor pricing, names sources, and notes confidence in each finding.
D.
Use an open conversational strategy that explores competitor pricing iteratively across several prompts, allowing the structure to emerge from the conversation.
Under the objective Adapt prompting strategies based on task type (e.g., analysis, research, drafting, brainstorming) , prompt architectures must be tailored to the exact analytical objective established during discovery.
Because the clarified objective is to generate an actionable, evidence-based competitor pricing briefing (rather than creative ideation), the workflow demands a structured research and synthesis strategy (Option C). This approach directs Claude to extract concrete pricing data across key competitors, explicitly attribute claims to named source documents or market reports, and transparently state confidence levels for each datapoint. Divergent brainstorming (Option A) produces speculative ideas when factual market intelligence is needed. Arbitrarily restricting analysis to a single competitor (Option B) ignores the broader competitive landscape. Relying on unstructured open conversation (Option D) produces inconsistent formatting unsuitable for executive decision-making.
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