sales-playbook
Use this skill when designing outbound sequences, handling objections, running discovery calls, or implementing sales methodologies. Triggers on outbound sales, cold email sequences, objection handling, discovery calls, MEDDIC, BANT, sales methodology, closing techniques, and any task requiring structured sales process design or execution.
sales salesoutboundobjectionsdiscoverymeddicclosingWhat is sales-playbook?
Use this skill when designing outbound sequences, handling objections, running discovery calls, or implementing sales methodologies. Triggers on outbound sales, cold email sequences, objection handling, discovery calls, MEDDIC, BANT, sales methodology, closing techniques, and any task requiring structured sales process design or execution.
Quick Start
- Open your terminal or command prompt
- Run:
npx skills add AbsolutelySkilled/AbsolutelySkilled --skill sales-playbook - Start your AI coding agent (Claude Code, Cursor, Gemini CLI, or any supported agent)
- The sales-playbook skill is now active and ready to use
sales-playbook
sales-playbook is a production-ready AI agent skill for claude-code, gemini-cli, openai-codex. Designing outbound sequences, handling objections, running discovery calls, or implementing sales methodologies.
Quick Facts
| Field | Value |
|---|---|
| Category | sales |
| Version | 0.1.0 |
| Platforms | claude-code, gemini-cli, openai-codex |
| License | MIT |
How to Install
- Make sure you have Node.js installed on your machine.
- Run the following command in your terminal:
npx skills add AbsolutelySkilled/AbsolutelySkilled --skill sales-playbook- The sales-playbook skill is now available in your AI coding agent (Claude Code, Gemini CLI, OpenAI Codex, etc.).
Overview
A structured, methodology-driven approach to the full B2B sales cycle - from first touch to closed-won. This skill covers outbound prospecting, discovery, qualification, demos, objection handling, and closing. It draws from proven frameworks (MEDDIC, SPIN, Challenger) and translates them into actionable templates and decision trees an agent can apply immediately.
The core philosophy: selling is problem-solving. Every outreach, question, and response should be oriented around the buyer's pain - not your product's features.
Tags
sales outbound objections discovery meddic closing
Platforms
- claude-code
- gemini-cli
- openai-codex
Related Skills
Pair sales-playbook with these complementary skills:
Frequently Asked Questions
What is sales-playbook?
Use this skill when designing outbound sequences, handling objections, running discovery calls, or implementing sales methodologies. Triggers on outbound sales, cold email sequences, objection handling, discovery calls, MEDDIC, BANT, sales methodology, closing techniques, and any task requiring structured sales process design or execution.
How do I install sales-playbook?
Run npx skills add AbsolutelySkilled/AbsolutelySkilled --skill sales-playbook in your terminal. The skill will be immediately available in your AI coding agent.
What AI agents support sales-playbook?
This skill works with claude-code, gemini-cli, openai-codex. Install it once and use it across any supported AI coding agent.
Maintainers
Generated from AbsolutelySkilled
SKILL.md
Sales Playbook
A structured, methodology-driven approach to the full B2B sales cycle - from first touch to closed-won. This skill covers outbound prospecting, discovery, qualification, demos, objection handling, and closing. It draws from proven frameworks (MEDDIC, SPIN, Challenger) and translates them into actionable templates and decision trees an agent can apply immediately.
The core philosophy: selling is problem-solving. Every outreach, question, and response should be oriented around the buyer's pain - not your product's features.
When to use this skill
Trigger this skill when the user:
- Wants to design or improve an outbound email or LinkedIn sequence
- Needs help handling a specific sales objection
- Is preparing for a discovery or qualification call
- Wants to apply MEDDIC, BANT, or another sales framework
- Asks how to write a cold email that gets replies
- Needs help structuring a product demo
- Is trying to close a deal or enter negotiation
- Wants to build a repeatable sales process from scratch
Do NOT trigger this skill for:
- Marketing campaign strategy or paid acquisition (use a marketing skill)
- Customer success or post-sale retention (different motion, different triggers)
Key principles
Discovery before demo - Never pitch before you understand the problem. Run a full discovery call first. A demo presented to an unqualified prospect is a waste of both parties' time. Earn the demo by demonstrating you understand their situation.
Multi-thread every deal - Relying on a single champion is a single point of failure. Map the buying committee early. Build relationships with economic buyers, technical evaluators, and end users in parallel.
Follow up relentlessly - 80% of deals close after 5+ touches. Most reps stop at 2. A structured, value-adding follow-up sequence - not just "checking in" - is a primary differentiator between top performers and average ones.
Sell to pain, not features - Buyers don't care about features; they care about outcomes. Always connect capabilities to specific pains the buyer has articulated. Feature-led pitches commoditize your product.
Document everything in CRM - Verbal commitments evaporate. Every call insight, next step, and stakeholder detail must live in the CRM. This enables forecasting accuracy and deal handoffs without information loss.
Core concepts
Sales funnel stages
| Stage | Definition | Exit Criteria |
|---|---|---|
| Prospecting | Identifying and researching target accounts | ICP match confirmed |
| Outreach | First contact via email, phone, or social | Meeting booked |
| Discovery | Understanding pain, current state, and goals | Qualified or disqualified |
| Demo / Evaluation | Showing product value against confirmed pain | Verbal buy-in from champion |
| Proposal | Formal pricing and scope presented | Proposal accepted in principle |
| Negotiation | Terms, pricing, and contract finalized | Legal/procurement engaged |
| Closed Won / Lost | Deal signed or walked away | CRM updated with outcome and reason |
MEDDIC qualification
MEDDIC is the gold standard for enterprise deal qualification. Use it to assess deal health and identify gaps before forecasting.
M - Metrics: What quantifiable outcome does the buyer want? (e.g., "reduce churn by 15%", "save 10 hours/week per rep"). No metrics = no business case.
E - Economic Buyer: Who has budget authority? Have you met them? Their priorities must align with your value prop, not just your champion's.
D - Decision Criteria: What criteria will be used to evaluate vendors? Technical fit, security, price, integration? Get this in writing if possible.
D - Decision Process: What is the step-by-step process to get to a signed contract? Who reviews, who approves, what does legal look like, what is the timeline?
I - Identify Pain: What is the specific, urgent, business pain? Pain that is not urgent or not quantified will not drive a deal to close.
C - Champion: Who inside the account is selling on your behalf when you are not in the room? A champion has influence, believes in your solution, and has a personal stake in the outcome.
Buyer personas
| Persona | Primary concern | What they want from you |
|---|---|---|
| Economic Buyer | ROI, budget, risk | Business case, proof of value, trust |
| Technical Buyer | Integration, security, reliability | Specs, security docs, references |
| End User | Daily workflow, ease of use | Demo, trial, peer reviews |
| Champion | Internal credibility, career impact | Talking points to sell internally |
Sales cycle anatomy
A healthy B2B sales cycle follows this arc:
- ICP research - Firmographic + technographic fit before first touch
- Personalized outreach - Specific trigger or insight drives the first email
- Discovery call - 70% questions, 30% talking. Uncover MEDDIC elements.
- Tailored demo - Show only features that address confirmed pain
- Mutual action plan - Written timeline co-created with the buyer
- Proposal + business case - Numbers tied to buyer's stated metrics
- Negotiation - Anchor high, give on terms not on price, protect margin
- Close - Ask for the order. Silence is not a close.
Common tasks
Design an outbound sequence (5-touch template)
A multi-touch outbound sequence maximizes reply rates while respecting prospect attention. Space touches 2-4 business days apart.
| Touch | Channel | Angle | Length |
|---|---|---|---|
| 1 | Personalized trigger (funding, hire, news) + one-liner value | 4-6 sentences | |
| 2 | Connection request with brief context, no pitch | 2-3 sentences | |
| 3 | Pain-led: "teams like yours struggle with X" + social proof | 5-7 sentences | |
| 4 | Phone + VM | 20-second voicemail referencing email, ask for 15 min | 20 seconds |
| 5 | Break-up email: "I'll stop reaching out. Curious if X is a priority." | 3-4 sentences |
Key rules:
- Every touch must add value or perspective - never just "bump this up"
- Personalization is non-negotiable on touch 1; touches 3-5 can be semi-templated
- Subject lines: 3-5 words, no caps, no punctuation (e.g.,
quick question) - One call to action per email - asking for a 15-minute call, not a 30-minute demo
Run a discovery call (question framework)
Discovery is the most important part of the sales cycle. Use SPIN questioning:
Situation questions (understand current state - keep brief):
- "Walk me through how your team handles [process] today."
- "What tools are you currently using for [area]?"
Problem questions (surface pain):
- "What's the biggest friction point in that workflow?"
- "How much time does your team spend on [manual task] each week?"
- "What happens when [problem] occurs? What's the downstream impact?"
Implication questions (quantify the cost of inaction):
- "If nothing changes, what does that mean for [goal] this quarter?"
- "How does that affect your team's ability to hit [metric]?"
Need-payoff questions (buyer articulates the value themselves):
- "If you could eliminate [pain], what would that mean for [goal]?"
- "How valuable would it be to get [outcome] by [timeline]?"
Call structure:
- Set the agenda and confirm time (1 min)
- Build rapport and context (2-3 min)
- SPIN questions (15-20 min)
- Summarize pain in their words (3-5 min)
- Tease the solution and book next step (5 min)
Handle common objections (response templates)
See references/objection-handling.md for full response templates on 15+
common objections. The meta-framework for any objection:
- Acknowledge - Validate the concern without agreeing it is a dealbreaker
- Clarify - Ask a question to understand the real root concern
- Respond - Address the specific objection with evidence or reframe
- Confirm - Check that the response actually resolved the concern
Example - "Your price is too high":
- Acknowledge: "I completely understand - budget decisions are serious."
- Clarify: "Is it that the number is outside your budget, or that you're not yet seeing enough value to justify it?"
- Respond (if value gap): Walk through the ROI calculation tied to their metrics
- Confirm: "Does that help clarify the value relative to the investment?"
Qualify deals with MEDDIC
Use MEDDIC as a deal scorecard. Score each element 0-2:
- 0 = Unknown or missing
- 1 = Partially confirmed
- 2 = Fully confirmed and documented
Score 10-12: Forecast as commit. Push hard to close on timeline. Score 6-9: Upside. Identify and fill the gap elements before forecast. Score 0-5: Pipeline. Do not forecast. Focus on discovery to qualify or disqualify.
Ask these questions to fill MEDDIC gaps:
| Gap | Question to ask |
|---|---|
| No Metrics | "What does success look like in numbers 6 months from now?" |
| No Econ Buyer | "Who holds the budget for this initiative?" |
| No Decision Criteria | "What will you evaluate us on?" |
| No Decision Process | "What does the path to a signed contract look like on your end?" |
| Pain not quantified | "What's the cost of not solving this this year?" |
| No Champion | "Who internally is most excited about this solution?" |
Write cold emails that get replies
The anatomy of a high-converting cold email:
Subject: [3-5 word trigger-based subject]
[Personalized first sentence - specific trigger, observation, or mutual connection]
[One-sentence problem statement - "Teams like yours often struggle with X"]
[One-sentence value proof - "We helped [similar company] achieve [specific result]"]
[Low-friction CTA - "Worth a 15-minute call this week?"]
[Name]Rules:
- No attachments on first touch
- No "I hope this finds you well"
- No feature lists
- Maximum 100 words
- One question at the end, not three
- Preview text matters - it shows in inbox before the email is opened
Run an effective demo
A demo should be a story, not a product tour.
Structure:
- Recap pain (2 min) - "Based on our discovery call, you said your biggest challenge is X. I want to make sure today addresses that directly."
- Show the before state (2 min) - Illustrate the problem they described
- The moment of change (5 min) - Show your product solving that exact problem
- Proof / social proof (2 min) - "Here's how [similar company] used this"
- Handle questions (10 min)
- Next step (3 min) - Always end with a booked next step, not "let me know"
Anti-patterns:
- Never click every feature in the product
- Never say "and here you can also..." unless they asked
- Never show the admin settings panel unless the buyer is technical
- Never let the demo run over time
Close and negotiate
Closing approaches by deal stage:
Trial close (mid-cycle): "If we could solve X and Y, would that be enough to move forward?" - Tests commitment without asking for the order.
Assumptive close (late-cycle): "Let me send over the contract for your review. Do you prefer DocuSign or PDF?" - Assumes the yes.
Summary close: Recap the pain they shared, the value you demonstrated, and ask directly: "Based on everything we've discussed, are you ready to move forward?"
Negotiation principles:
- Anchor first - your first number sets the range
- Never discount without getting something in return (longer term, faster close, reference, case study)
- Protect unit price - offer add-ons or volume instead of rate cuts
- Create urgency legitimately: end-of-quarter pricing, limited onboarding slots, or timeline tied to their stated deadline
Gotchas
Multi-threading too late - Waiting until the deal is advanced to map the buying committee means you discover unknown stakeholders during legal review, not discovery. Map the buying committee in meeting two, not meeting eight.
MEDDIC without Metrics kills forecasting - Deals scored as "commit" without a confirmed, quantified metric (not just "they want to reduce costs") are systematically overforecast. Treat no Metrics as a discovery task, not a pass.
Break-up emails trigger no-reply ghosting - A break-up email sent before the prospect is warm signals desperation and gets archived. Only send touch 5 (break-up) if you have had at least one reply or engagement from them first.
Assumptive close on unqualified deals backfires - Using closing language before the economic buyer has been engaged causes prospects to go cold or loop in a new stakeholder who restarts the process. Run trial closes first.
Discounting to beat a deadline creates a pattern - A one-time end-of-quarter discount trains the buyer (and their colleagues) to wait for discounts every cycle. Link urgency to a legitimate business reason (implementation timeline, their stated deadline) rather than your quota.
Anti-patterns
| Anti-pattern | Why it's wrong | What to do instead |
|---|---|---|
| Pitching before discovering | You don't know what to pitch. You'll cover wrong pain and lose credibility. | Run discovery first. Earn the demo. |
| Single-threading deals | One champion leaving or going cold kills the deal. | Map and engage the full buying committee within the first two meetings. |
| "Just checking in" follow-ups | Adds no value, signals desperation, gets ignored. | Every follow-up must bring a new insight, stat, case study, or relevant question. |
| Feature dumping in demos | Buyers disengage when they see features irrelevant to their pain. | Show only the 2-3 features that directly address their stated problems. |
| Discounting to close | Teaches buyers to wait for discounts and erodes perceived value. | Tie urgency to legitimate business reasons; offer value-adds before discounting. |
| Letting deals stall with no next step | Deals that leave a call without a booked next step rarely close. | Always leave every meeting with a specific date and agenda for the next one. |
References
For detailed content on specific objections and responses, load the relevant file:
references/objection-handling.md- Response templates for 15+ common objections including price, timing, competition, and stakeholder concerns
Only load the references file when the current task requires specific objection response language or detailed scripts.
References
objection-handling.md
Objection Handling Reference
Objections are buying signals in disguise. A prospect who raises an objection is still engaged. A prospect who says nothing and ghosts you is the one who was never qualified. Use the Acknowledge - Clarify - Respond - Confirm framework for every objection:
- Acknowledge - Validate the concern without conceding it is fatal
- Clarify - Probe to find the real root objection beneath the surface one
- Respond - Address directly with evidence, reframe, or repositioning
- Confirm - Check that your response actually resolved the concern
Price Objections
"Your price is too high."
Acknowledge: "I completely understand - this is a real investment and you need to be confident in the value."
Clarify: "Help me understand - is the number outside your budget entirely, or is it more that you're not yet seeing enough value to justify it?"
Respond (if value gap): Walk through the ROI calculation. "You mentioned [pain] costs your team [X hours/dollars]. At your scale, our customers typically see [specific result]. That payback period is usually [X months]."
Respond (if budget constraint): "A few options: we could start with a smaller scope to fit Q3 budget and expand in Q4, or I can explore whether there is flexibility on timing or payment terms. What would work best?"
Confirm: "Does seeing the numbers that way make the investment feel more justified?"
"We don't have budget right now."
Acknowledge: "Budget cycles are real - I get it."
Clarify: "Is the budget truly unavailable, or is it more that this hasn't been prioritized in the current cycle?"
Respond: "If the business case is strong enough, budget can often be found or reallocated. What would need to be true for this to become a priority? If I can build the case around [their stated metric], could you take it to [economic buyer]?"
Confirm: "If we could put together a business case showing [X] ROI by [their deadline], would you be willing to bring it to [buyer]?"
"I can get a cheaper solution from [Competitor]."
Acknowledge: "That's a fair consideration - price comparison is part of any good evaluation."
Clarify: "What specifically about their offering are you comparing? I want to make sure we're comparing apples to apples."
Respond: "The difference usually comes down to [differentiated capability]. Customers who've switched from [competitor] to us often cite [specific result]. The upfront cost difference typically closes within [X months] because of [reason]."
Confirm: "Given that, does the total cost of ownership change how you're thinking about the comparison?"
Timing Objections
"Now isn't a good time. Check back in Q3."
Acknowledge: "I appreciate you being upfront about the timing."
Clarify: "Is it a matter of bandwidth, budget cycle, or another initiative taking priority right now?"
Respond: "I want to make sure I'm not just reappearing in Q3 without having done anything useful in the meantime. Would it make sense to do a lightweight discovery now so we're not starting from scratch when timing opens up? Even 30 minutes now saves us both time later."
Confirm: "Would that kind of low-commitment scoping call work for you?"
"We're in the middle of another implementation. We can't take on anything else."
Acknowledge: "Completely reasonable - adding another project mid-stream creates real risk."
Clarify: "When does that implementation wrap up? And is the concern bandwidth from your team, or worry about system stability?"
Respond: "Our typical onboarding is [X hours] from your side, mostly handled by your [role]. We could structure it as a phased rollout that starts after [their implementation] completes. That way we're already scoped and contracted, and you're not losing time when you have capacity."
Confirm: "Does a phased start that aligns with your current timeline change the calculus?"
"We need to wait until after our board meeting / fiscal year end."
Acknowledge: "That makes sense - major decisions often align with those milestones."
Clarify: "Is the board meeting a decision gate, or more that you'll have budget clarity afterward?"
Respond: "We can absolutely align our timeline to your board meeting. In fact, if you're presenting on [relevant initiative], I could help you build the business case now so [solution] is part of the strategy you present. That way you walk out of the board meeting with approval already in hand."
Confirm: "Would it be helpful if I put together supporting data you could use in that presentation?"
Competition Objections
"We're already evaluating [Competitor] / We're in a POC with them."
Acknowledge: "A rigorous evaluation is the right call for a decision this size."
Clarify: "What's driving your evaluation criteria? What does the winner need to prove in the POC?"
Respond: "I'd love to earn a spot in that evaluation. We're happy to run a parallel POC - it's the best way to do a real comparison. Often customers find that what looks similar in a demo is quite different in practice with their actual data and workflows."
Confirm: "Can we set up a 30-minute call to understand your POC criteria and see if it makes sense to include us?"
"We just signed with [Competitor] last year."
Acknowledge: "Understood - a recent contract is a real constraint."
Clarify: "Are you happy with the results so far, or are there gaps in what they're delivering?"
Respond (if satisfied): "Good to know. I'll circle back as you get closer to renewal - things change, and it's worth a fresh look at that point. When does the contract come up?"
Respond (if gaps): "That's exactly what I'd want to understand more. If there are gaps, the question is whether those gaps have a real cost. Would it be worth a 20-minute conversation to see if there's a better fit for the things that aren't working?"
Confirm: "When is the renewal date? Can I put a calendar reminder to reconnect 90 days before that?"
"We built this in-house."
Acknowledge: "Building internally is a legitimate path, and it means you understand this problem deeply."
Clarify: "What's the ongoing cost of maintaining it? And are there things it can't do today that you've been wanting?"
Respond: "We hear this often, and the comparison usually shifts when teams factor in the ongoing engineering cost of maintenance, updates, and scaling. Our customers who moved from in-house solutions typically freed up [X engineer months] per year. That engineering time is usually better spent on core product."
Confirm: "Would it be worth a quick comparison of total cost of ownership?"
Stakeholder Objections
"I need to get buy-in from my team / boss first."
Acknowledge: "That's the right process - alignment before commitment."
Clarify: "Who specifically needs to be involved? And what are their primary concerns likely to be?"
Respond: "I'd love to help make that conversation easier. I can put together a one-page business case tailored to [economic buyer]'s priorities - that's often more effective than forwarding a proposal. Or I can join a call with your team to address questions directly. Which would be more helpful?"
Confirm: "Can we block 20 minutes to review the talking points together before you present it internally?"
"Our IT / Security team needs to approve this."
Acknowledge: "Security and compliance reviews are a legitimate and important step."
Clarify: "Do you have a standard security questionnaire, or do they prefer to review our documentation directly? And what's the typical timeline for that process?"
Respond: "We've done this with many enterprise customers. I can send you our security overview, SOC 2 report, and pre-filled security questionnaire today. Our security team is also available for a 30-minute call with your IT team if that speeds things up."
Confirm: "If I send you our security package today, how quickly do you think IT could turn it around?"
"The CEO needs to sign off on all purchases over $X."
Acknowledge: "Understood - that's a common threshold."
Clarify: "Have you had a chance to socialize this with them, or is this the first they'll be hearing about it?"
Respond: "CEOs typically care about strategic impact and risk, not feature details. I can prepare a one-page executive summary that speaks to [their growth goal or risk concern] and keeps it at the right altitude. Would that be useful?"
Confirm: "Can you set up a 15-minute intro call with them, or would an email summary be better for their style?"
Doubt / Trust Objections
"We've never heard of you. How do I know you'll still be around in 2 years?"
Acknowledge: "That's a fair question for any new vendor relationship."
Respond: "We're [funding stage], have [X customers], and have been growing [Y%] year over year. Here are a few customers in your industry who've been with us for [2+ years] and would be happy to speak to that. Vendor stability is important - would a customer reference call help address that concern?"
Confirm: "Would it be helpful if I connected you with [reference customer] who was in a similar position when they evaluated us?"
"We had a bad experience with a similar tool before."
Acknowledge: "That's important context, and I appreciate you sharing it. A bad implementation can set a team back significantly."
Clarify: "What specifically went wrong? Was it the product itself, the implementation, or the ongoing support?"
Respond: "I want to make sure we're not setting you up for the same experience. [Address the specific failure mode]. Our implementation process is [different in this specific way], and we have [dedicated CSM / onboarding guarantee / specific feature that addresses the failure]. Could we walk through how we'd handle that scenario with you?"
Confirm: "Does that address the specific thing that went wrong before?"
"I've been burned by vendor promises before."
Acknowledge: "Totally valid - overpromising and underdelivering is a real pattern in this space."
Respond: "I'd rather underpromise and overdeliver. Let me be specific about what we can and can't do: [be concrete and honest]. And rather than take my word for it, let me put you in touch with a customer at [similar company size/industry] who can tell you exactly what they got. Would that be more useful than anything I can say?"
Confirm: "Would a reference from a peer company move the needle on that concern?"
Process / Urgency Objections
"We're not ready to make a decision yet."
Acknowledge: "I want to make sure this is the right timing for you, not just for us."
Clarify: "What would need to be true before you're ready? Is it more information, internal alignment, or the timing just doesn't feel right?"
Respond: "If it's information, I can close that gap today. If it's internal alignment, let me help you build that case. If the timing genuinely isn't right, I'd rather know that now than in three months. What's standing between where you are and being ready?"
Confirm: "If we could [resolve the specific barrier], would you be ready to move forward?"
"Send me more information and I'll review it."
Note: This is often a polite brush-off. A document rarely sells; a conversation does.
Respond: "I can absolutely send information. To make sure I send the right thing - what specifically would you want to understand better? That way I can tailor what I send rather than overwhelming your inbox."
Then: "Would it make more sense to cover that in a quick 20-minute call? I can make sure you get exactly what you need rather than a generic deck."
Confirm: If they insist on material, send it and schedule a follow-up call: "I'll send this over today. Can we book 15 minutes for [specific date] to walk through your reactions and any questions?"
Quick Reference Table
| Objection | Root Cause | Primary Lever |
|---|---|---|
| Too expensive | Value not established | ROI calculation, total cost of ownership |
| No budget | Not a priority | Business case, urgency, phase the deal |
| Wrong timing | Competing priorities | Low-commitment next step, phased start |
| Evaluating competitors | Unclear differentiation | POC, differentiated demo, reference calls |
| Need internal approval | Single-threaded | Multi-thread, build the business case together |
| Security / IT review | Process requirement | Pre-built security package, team call |
| Bad past experience | Trust deficit | Be specific, offer references, honesty |
| Not ready yet | Ambiguous barrier | Clarify the barrier, help remove it |
| Send me information | Avoidance | Tailor the ask, offer a call instead |
Frequently Asked Questions
What is sales-playbook?
Use this skill when designing outbound sequences, handling objections, running discovery calls, or implementing sales methodologies. Triggers on outbound sales, cold email sequences, objection handling, discovery calls, MEDDIC, BANT, sales methodology, closing techniques, and any task requiring structured sales process design or execution.
How do I install sales-playbook?
Run npx skills add AbsolutelySkilled/AbsolutelySkilled --skill sales-playbook in your terminal. The skill will be immediately available in your AI coding agent.
What AI agents support sales-playbook?
sales-playbook works with claude-code, gemini-cli, openai-codex. Install it once and use it across any supported AI coding agent.
Is sales-playbook free?
Yes, sales-playbook is completely free and open source under the MIT license. Install it with a single command and start using it immediately.
What is the difference between sales-playbook and similar tools?
sales-playbook is an AI agent skill that teaches your coding agent specialized sales knowledge. Unlike standalone tools, it integrates directly into claude-code, gemini-cli, openai-codex and other AI agents.
Can I use sales-playbook with Cursor or Windsurf?
sales-playbook works with any AI coding agent that supports the skills protocol, including Claude Code, Cursor, Windsurf, GitHub Copilot, Gemini CLI, and 40+ more.