ROLES IN THE BUYING DECISION-MAKING PROCESS (DETAILED)

Role Definition Formal Role in Typical Level of Criteria Your Objectives Useful Tips Comments & Considerations
the Buying Influence on the
Process Buying Decision
Approver* Person or group of Yes High* unless the Has the formal To get the Approver Treat the approval *May be same person as the
people having the approval is a mere responsibility for to actively support as a separate Decision Maker, particularly in
authority for formal formality e.g. when the final the project as a decision and small companies e.g. with an
sign-off of the Decision Maker is authorisation of priority and determine owner-manager. In large
expenditure & hands-on and the commercial prefer/approve your influencers if you companies either: the Finance
signature of the Approver is detached commitments of solution over the can’t get access Director; Commercial Director; or
contract from any detail this size competition if asked the boss of the Decision Maker.
In small organisations, the
Approver may be a major
investor or the funder e.g. the
buying company’s bank.

Decision Person who has the Yes High Has the formal To get the Decision Find the head of *May be same person as the
Maker* authority to say yes responsibility for Maker to actively the unit that Approver, particularly in small
to a supplier (which budget levels and drive the project as a benefits most from companies e.g. with an owner-
may form a verbal commercial priority and to the solution if it’s a manager. The Decision Maker will
contract) commitments of commit to your proactive sale (or change with each sale i.e. the
this size solution over the that person’s answer to ‘who is the Decision
competition authorised Maker?’ depends on the buying
representative in a decision being made
formal buying
process)
Influencer Someone whose Normally no – Depends on level of Holds To get the Key In a large sale find Level of influence may change as
opinion on the influence tends influence or sway this significant sway Influencers to the top two or the sales process progresses. May
decision counts and to be informal person has on the on whether the actively support three key be outside the organisation e.g.
will have a bearing but powerful specific decision. Key project moves the project as a Influencers. Ask the consultant, business advisor
on the outcome (high) Influencers are ahead as a priority and to Decision Maker and
hugely important to priority and / or actively influence the Evaluator to
your success which supplier the choice of your find out who they
will be chosen solution over that are
of the competition

© Sterling Chase Associates 2004 - 2010 1 of 4 In Commercial Confidence – All Rights Reserved
 ROLES IN THE BUYING DECISION-MAKING PROCESS (DETAILED)

Role Definition Formal Role in Typical Level of Criteria Your Objectives Useful Tips Comments & Considerations
the Buying Influence on the
Process Buying Decision
Evaluator / Someone who has Yes Depends on level of Has to have formal To get a more Make sure you get Will often say he or she is the
Recommender been given the informal influence evaluation and positive as much time with Decision Maker to maintain
formal task of recommendation recommendation the Decision Maker control of the selling
evaluating the responsibility by the than all of your as you do with the organisations – in a formal buying
alternative solutions Decision Maker competitors Evaluator wherever process will act as a Gatekeeper.
for a stated need or a possible. You have Also may be a group of people
proactive proposal to sell this to the including authorised
Decision Maker. representation from the
procurement function and/or
specialist functions that deal with
this type of work (e.g. training
function for buying training) and
user community (e.g. sales
function when buying a sales
training solution)
Gatekeeper / The person who has No, unless you None normally, other Has to have To motivate the Build a rapport with Will often resist access to the
Blocker the responsibility of consider the than being able to give responsibility for the Gatekeeper to the Gatekeeper Decision Maker
keeping away time- Evaluator to be negative or positive diary of the Decision give you access to
wasting activities or a Gatekeeper / feedback regarding Maker the Decision
people e.g. the Blocker your behaviour Maker
Decision Maker’s
personal assistant or
a functional specialist
Users People who have to Sometimes Depends on culture Has to have To get a more Get the support of Be careful because it could be a
operate or access the involved in the and style of the significant respect positive a ‘super-user’ (a waste of time or the best thing
solution on a day to definition of company i.e. either an from and influence recommendation user with a high you ever did. If you get it right,
day basis requirements inclusive and on the Decision than all of your level of influence they will champion the successful
capture or consultative approach Maker (‘super-user’) competitors over the Decision implementation and ongoing
evaluation in or a ‘closed-door’ Maker). Treat as a growth
any size of approach with users Key Influencer
company when choosing new
suppliers

© Sterling Chase Associates 2004 - 2010 2 of 4 In Commercial Confidence – All Rights Reserved
 ROLES IN THE BUYING DECISION-MAKING PROCESS (DETAILED)

Role Definition Formal Role in Typical Level of Criteria Your Objectives Useful Tips Comments & Considerations
the Buying Influence on the
Process Buying Decision
Champion Someone who is Ideally yes You need to make sure Must be either the To develop a The Decision Beware, a Key Influencer as a
willing to actively it’s high! Decision Maker, Champion to Maker should be Champion can diminish in terms
fight your cause from Approver or a Key actively sponsor the first choice to of influence over time in a long
within the decision Influencer the project and lock out the sales cycle
making process your sale competition
Mentor Someone who is No, but may Often low influence Has to be trustworthy To gain insight Talk to previous Only normally relevant when
willing to give you well have a and well connected or from the Mentor owner or retired selling to a large organisation, but
guidance from vested interest well informed. into the decision supplier and be could be a previous owner or
outside the decision in the outcome making process prepared to buy supplier to a smaller company.
making process (if e.g. prefers you (formal and lunch! Keep talking to them but keep
inside the decision or your solution informal) and the testing their information as it
making process then to the competitive may be out of date!
they become a competitor’s landscape
Champion)

© Sterling Chase Associates 2004 - 2010 3 of 4 In Commercial Confidence – All Rights Reserved
ROLES IN THE BUYING DECISION-MAKING PROCESS (DETAILED)

How to map out and leverage the sphere of influence for a buying decision:

If you are proactively selling a solution to a company:

1. Map out the external pressures acting on the organisation you’re selling to
2. Determine the key internal pain points that these cause and the desired improvements that your solution will best satisfy
3. Identify who heads up the functions or divisions that will get the most benefit from your solution
4. Meet with these people and ‘Sell from the Left®’ to:
a) Get their active buy-in to an opportunity or project
b) Make them Key Influencers and one of them your Decision Maker (but test whether they have real authority to make purchasing decisions of
the value that you are intending to propose)

If you are selling reactively in a formal buying process:

1. Map out the external pressures acting on the organisation you’re selling to
2. Determine the key internal pain points that these cause and the desired improvements that your solution will best satisfy
3. Identify who heads up the functions or divisions that will get the most benefit from your solution
4. You can meet with these people and ‘Sell from the Left®’ to:
a) Get their active buy-in
b) Make these people Key Influencers who will champion your cause with the Decision Maker

© Sterling Chase Associates 2004 - 2010 4 of 4 In Commercial Confidence – All Rights Reserved