Decision Maker Targeting

Each part of the sales process is crucial to success.  Once you have identified which type of organisations you should be selling to, you then need to define the person in the organisation who is responsible for buying what you are selling. In the 21st Century, many large organisations have increased the use of specialists, creating an ever increasing requirement for decision maker targeting. For the novice marketeer, I have set out the classic apporach to decision maker targeting.  For a more advanced approach see my contact details to the right hand side of this text.

For an expert Sales Consultant in Advanced Decision Maker Targeting contact Stephen Law  on  0870 042 1263 or email stephen@sl-freelance.co.uk www.sl-freelance.co.uk

Classic Decision Maker Targeting

For the text book marketer, the classic approach to decision maker targeting is to state that the smaller the organisation you are selling to, the more likely you will need to sell to the owner or Managing Director. On the other hand when selling to a larger organisation, classic decision maker targeting states that you may need to sell to a head of department (the Influencer) and another person who holds the budget (the Buyer). In principle, these are good general guidelines, and should help the novice sales person to be contacting the right people.

Advanced Decision Maker Targeting

For the expert Sales Consultant, the classic decision maker targeting process is overlaid with additional factors. For example, in a small company one may find the Financial Director is a more appropriate target, especially if your product or service may save them money. In a larger organisation, advance decision maker targeting may also focus on other factors such as tender opportunities , in which case the Buyer and the Influencer may be replaced by a Procurement Team. In short, advanced decision maker targeting overlays a set of knowledge/skills/experience upon the classic method to improve targeting and even create new opportunities to sell.