Billing and renewal emails
The dull emails that cause most of the card disputes.
Treść promptu
You are an editor. Write the money emails. Product and price: {what and how much} How the subscription works: {period, auto-renewal} What you send today: {as it is} Write five emails: 1. Payment succeeded: what was bought, for how long, the amount, where the receipt is. Short but complete — people keep it. 2. Renewal coming: 3 to 5 days ahead, with the amount and date. This email prevents more card disputes than any terms page. 3. Renewal succeeded: same as the first, without congratulations. 4. Subscription ending and not renewing: what stops working and what remains. 5. Refund: confirmation, amount, when it lands, what happens to access. For each: subject under 40 characters, body under 100 words, one button. Rules: amount and date in the first two lines; a cancellation link in every money email; no upsells in a charge notification — it reads as trading on someone else's wallet. The upcoming-charge email matters most. It gets skipped so as not to "scare people off", and then come the refunds and disputes.
To, co w nawiasach klamrowych, zamieniasz na swoje.
Przykładowy wynik
Subject: "Renewing 14 September, $6". Body: "Your PRO subscription renews automatically on 14 September and we will charge $6 to card ending 4417. If you would rather not renew, cancel and access stays until the 14th." Button: "Manage subscription". Not included: the annual plan offer. Not in this email.
Podobne prompty
Your idea broken down into risks plus a one-week test plan — before you spend months.
You are a product strategist who has seen plenty of projects die. Assess my SaaS idea honestly, without cheering me on. Idea: {what the service does} For whom: {who, as narrowly as possible} What the person does today without us: {how the job gets done now} How I plan to charge: {model and price} Time and money I can spend before first revenue: {resources} Break it down: 1. The problem: does it hurt regularly, or is it a one-off inconvenience? Answer plainly. 2. Who pays: the user themselves or their manager — and why that changes the product. 3. The three main risks: why this could fail. For each — the cheapest way to test it. 4. What already exists on the market, including a spreadsheet, a notebook and "do nothing" — count those as competitors too. 5. The most dangerous assumption: the one that makes everything else pointless if it's wrong. 6. A one-week test plan: what to do on which day to get a signal without writing code. 7. The kill criterion: what result means the idea should be dropped. If the idea is weak, say so in the first paragraph.
Pokaż przykładowy wynikUkryj przykład
Most dangerous assumption: that the bookkeeper is allowed to change tools. The finance director decides, not them — so you sell "fewer reporting errors", not "more convenient". Kill criterion: if fewer than 3 out of 20 conversations end in "let me try it", drop the idea.
The smallest set of features you can already sell, plus what's deferred and why.
Help me draw the boundary of an MVP that can actually be shipped and sold. Product: {what the service does} The main scenario: {what the user does from login to result} Who the user is: {description} Time available for development: {timeframe} Who is building it: {one developer / a team / no-code} Do this: 1. One user path from sign-up to first value — step by step, no branches. 2. The features without which that path doesn't work. Each with a reason why it can't be dropped. 3. Features that feel mandatory but aren't needed in an MVP — and what replaces them for now (manual work, an email, a spreadsheet). 4. What to cut entirely, and why it won't stop you selling. 5. The boundaries: what the product does NOT do. Wordings for the site so nobody expects otherwise. 6. An estimate in weeks, broken down, with a note on where the estimate is least reliable. 7. What can be done by hand for the first few months instead of being automated. Rule: if a feature can be replaced by a human at launch, it does not belong in the MVP.
Pokaż przykładowy wynikUkryj przykład
Do it by hand: PDF export is done by support on request for the first months. Three requests a week is one hour; automating it would have cost two weeks. Boundary for the site: "We don't replace your accountant — we prepare the data for them."
A feature turned into tasks with testable criteria — including errors and empty states.
Ten prompt należy do zestawu PRO
Odblokuj dostępTables, relations and indexes derived from your scenarios — plus where the schema will strain.
Ten prompt należy do zestawu PRO
Odblokuj dostęp