Decision Maker (DM)

A decision maker (DM) is a key figure within an organization who holds the authority and responsibility to make final decisions regarding purchases, investments, strategic changes, and other key business areas. Simply put, the definition of a DM is the person who says "yes" or "no" to a specific idea, signs contracts, sets the company's key directions, and, most importantly, has veto power and the final say in controversial situations. That's why quickly identifying the DM in a negotiation and understanding their needs is essential for success in sales and marketing. After all, it's this person who ultimately decides whether a deal will go through. Therefore, all your efforts and attempts to persuade should be explicitly aimed at the DM.

In the B2B space, the decision maker is typically a department head, director, team lead, or even the company's CEO. They determine the procurement strategy, carefully assess all benefits and risks, and make the final decision based on the company's overall strategy. In B2C, things are different: the DM might be the head of the household, the person managing the budget, or someone with the most influence over the purchase decision - for example, someone with expert knowledge in the field or the intended recipient of the product (say, a family choosing a gift for a child together with the child). Decision makers in sales, marketing, and many other fields all play a crucial role.

It's essential to recognize that the DM is not always the first person to express interest in a product or service. Sometimes, this person only appears at the final stage of the decision-making process, when it's time to give the final approval. Distinguishing the DM from other participants in the buying process, such as initiators, influencers, or users, is essential for building an effective sales and marketing strategy. At first glance, it may not be immediately obvious who is who, as an influencer or initiator can also serve as the DM at a given moment. The key is to understand the criteria and factors that make someone the decision maker, either at that specific time or for most of the process.

The Role of the Decision Maker in the Decision-Making Process

If you don't know who is responsible for decision-making in the company (in other words, who the decision maker is), you risk wasting valuable time and limited resources trying to persuade someone who doesn't have real decision-making power and, therefore, cannot influence the outcome. Picture this: you spend a great deal of time and effort convincing a mid-level manager of your product's undeniable advantages, and they're enthusiastic and ready to implement your solution immediately and only to find out that the purchasing budget is controlled by the CFO, who has completely different priorities and strategic goals, or who simply doesn't like your product. In this case, all your efforts aimed at the manager were in vain.

So, who is a decision maker in the procurement chain, for example? This person reviews proposals from various suppliers, evaluates their reliability, and selects the one offering the best price-to-quality ratio, all while considering the company's long-term objectives and budget. In B2C, a mom acting as the decision maker might choose baby food based on pediatrician recommendations, the product's ingredients, reviews from other parents, and her understanding of healthy nutrition, and not just advertising slogans.

Here are a few more examples of how decision makers influence the outcome and who might play this role in different situations:

• A company is selecting a CRM system. The IT director is actively testing various options, and the sales managers share their experience with similar systems and voice their preferences. But it's the CEO who makes the final decision, based on the company's goals, available budget, and the potential return on investment from implementing a new CRM.

• A family is deciding where to go on vacation. The kids dream of Disneyland, the wife envisions a turquoise beach with white sand, and the husband carefully weighs all the options, considers everyone's interests, and chooses a destination that satisfies the whole family without breaking the bank, for example, Thailand, which offers both fun activities and the ocean.

• A manufacturing company is considering investing in new equipment. Engineers and technologists evaluate the performance and efficiency of new models, while economists carefully calculate cost-effectiveness and payback periods. The CEO then makes the final decision on allocating the necessary funds based on all the data provided.

How to Identify the Decision Maker in a Company

Identifying the decision maker in a company is no easy task. It requires an analytical approach and almost detective-level skills, especially when dealing with a large organization with a complex hierarchical structure, where the decision-making chain can be very long. Asking directly, "Who makes the decisions here?" is not only considered impolite in terms of business etiquette but also ineffective, as people may feel uncomfortable admitting they aren't in charge, or it might simply be against company culture to "point fingers." That's why it's safer to use more delicate and indirect methods. Here are a few proven strategies:

• Careful analysis of the organizational structure. Study the company's official website, employee LinkedIn profiles, and other public sources to understand who holds key positions and which departments are directly involved in the purchasing process (if that's your focus). Review company brochures and event programs, and attend industry events whenever possible.

• Establishing contact and having a polite conversation with the secretary. The secretary is often a valuable source of insight and usually knows who truly makes the decisions within the company. Speak to them respectfully, kindly, and with a willingness to offer something of value. Ask who typically assigns tasks, who people tend to follow, and who works in that big corner office.

• Building connections with employees at different levels. Identify individuals within the company who may know the decision maker and understand the decision-making process. These could be mid-level managers, procurement specialists, technical staff, or even regular employees with inside knowledge.

By the way! You can also try reaching out to former employees. Since they're no longer bound to the company, they're not limited by internal policies. Try searching for them on Facebook or LinkedIn.

All these strategies fall under the "preparation phase." During direct, face-to-face negotiations, the decision maker can be identified by observing certain signals and asking strategic questions. Watch who the team glances at when you speak or when there's silence, and whose opinion they consult most often. Pay attention to body language as well: decision makers usually carry themselves with confidence, often sitting upright, with hands folded or fingers interlocked, and maintaining direct eye contact. Since the final say rests with them, they tend to listen most attentively and don't take notes - that's what others do for them.

Here are a few questions you can ask, phrased as tactfully as possible:

• "Has the budget already been approved for this purchase, or does it still require a higher-level decision? So everything's confirmed, right?"

• "Who should I send the contracts and other documents to for signing?"

• "Who should I report progress and results to?"

• "Are there any other stakeholders whose approval is needed before a final decision is made? Will they be attending?"

• "How are decisions like this usually made in your company?"

• "Can you tell me about a similar experience? How quickly was the decision made, and what was the process like?"

Important! Pay attention to who is asking the most pointed or strategically important questions. That person is likely the decision maker.

Here are some common mistakes to avoid when trying to identify the decision maker:

• Focusing on the first person you meet. Don't jump to conclusions based on your first contact with a company representative. Even if your intuition tells you they're in charge, verify it with follow-up questions.

• Ignoring the hierarchy and underestimating organizational structure. In conservative or large companies, the role of decision maker is often strictly formalized - it's usually the director. Be aware, though, that it may be challenging to reach them directly, and you might need to work through intermediate levels.

• Overestimating influencers and underestimating users. Influencers can significantly influence opinions during the buying process, but may not have the authority to make the final decision. Meanwhile, end-users can play a critical role in selecting products or services. Many brands listen closely to their customers - so sometimes your efforts should target them (for example, via social media).

• Letting bias or personal preferences cloud your judgment. Personal likes and subjective impressions can lead you astray when identifying the decision maker. Stay objective and base your conclusions on facts.

Reaching the Decision Maker: Strategies and Techniques

How to reach B2B decision makers? It's not an easy task, but it's absolutely doable - it just requires patience, persistence, and a thoughtful approach. In the B2B space, where you're often dealing with multilayered organizations, it's important to identify the DM through indirect methods like those discussed earlier. As mentioned, a good starting point is the company's "gatekeepers" - secretaries and assistants who control access to the DM and act as filters. Your goal is to build a respectful and trusting relationship with them by offering value and showing genuine interest. For example, you could share helpful information, invite them to an exclusive webinar, offer a discount on your services, or simply express sincere appreciation for their help.

Here's a not-so-ethical (but often effective) technique for bypassing a secretary:

1. Gather the necessary background on the company. Learn who they are, what they do, their working hours, and the names of both the secretary and the DM (or at least the person you suspect is the DM). This will help you sound confident during your conversation with the secretary.

2. Call in the morning or right after lunch. It's essential to be polite and build a friendly connection with the secretary, so it's a good idea to learn their name. If you don't know who you're speaking with, ask. Then introduce yourself, briefly explain who you are and why you're calling, and make sure to use their name at least once during the conversation.

3. Now comes the tricky part: You'll need to ask to be connected to the DM, and that often requires a bit of embellishment, such as:

• "I promised [DM's name] I'd call back with the exact pricing. Could you please connect me with them?"

• "[DM's name] is in today? Great, please put me through. I was supposed to follow up yesterday, but there was a delay in confirming some details."

• "[DM's name] asked me to get in touch as soon as this information became available. It's urgent, could you please connect us?"

If the secretary refuses, try asking to be connected to a different department and then repeat the approach with someone else who might be able to forward your call to the DM. Another option is to call after business hours, ideally within 30 minutes of office closing, when the executive might still be working but the secretary has already left. Be aware, however, that using these methods can result in a negative reaction, as you're trying to bypass protocol.

If you'd rather avoid this and are okay with a lower chance of reaching the DM, honesty is an option: state clearly that you need to speak with the DM regarding a matter that only they can approve. You can also "name-drop" another executive the secretary is unfamiliar with, citing their senior title or respected company as the reason for your call, as if you're reaching out on their behalf.

Cold calls to decision makers and sending emails can also be effective, but only if done right. Your offer should be as personalized and relevant as possible, tailored specifically to the DM's needs and interests. No fluff! Prepare a concise and compelling pitch that highlights the value of your product or service and the specific benefits it brings to the company. Don't forget you can also use social media to connect with DMs - or attend conferences, where you may be able to meet decision makers in person, build rapport, and increase your chances of closing a deal.

On the other hand, reaching the decision maker in the B2C segment is usually much easier once you've identified who they are (using the methods described earlier); you simply focus your messaging and attention on that person. Keep in mind, though, that there may be more than one DM, or the person you initially identified may not be the true one. For example, if a husband and wife visit a jewelry store so that the husband can buy a gift for his wife, the real decision maker is the wife, even though the husband is the one paying.

Decision Makers and Marketing: How to Influence Their Decisions

First and foremost, we're talking about content marketing. This is a powerful tool for influencing decision makers, gaining their trust, and effectively shaping their decisions. By creating valuable, useful, expert-level, and timely content and, of course, promoting and distributing it, you can establish yourself as an authority in your field and easily attract the attention of decision makers.

Here's how it works:

• Identify your DMs' potential pain points. Conduct thorough research to understand what challenges and responsibilities they face, the obstacles in their daily work, and how your product or service could help solve them.

• Create multiple formats of helpful content that address these challenges. Develop articles, case studies, analytical reports, expert reviews, webinars, podcasts, infographics, and other formats that are informative, relevant, and appealing to your target decision makers. Tailor the formats to match their preferred way of consuming information.

• Choose the communication channels your DMs use and distribute your content there. To be safe, you can publish it across all possible platforms, but focus your efforts on the channels your decision maker relies on most to shape their opinions - such as industry publications or niche forums. You may also want to check their social media profiles to see which groups they follow, and then post your content in those communities. Just ensure that your name or your company's name is associated with the content so your audience knows who is behind the expertise.

Content marketing can serve as a way to "warm up" your decision maker and open the door for future contact. After that, however, you'll need to take it further by personalizing your communication with them to ensure it's as practical and relevant as possible. Learn more about their interests, professional background, industry expertise, communication style, and preferences - then offer them even more targeted materials or ready-made solutions.

Here are a few more ways to connect with decision makers:

• Take full advantage of LinkedIn - publish articles, join discussions, make valuable connections, and showcase your expertise.

• Host webinars and online conferences on relevant, timely topics. Invite experts, including your decision maker, to join the discussion and share their insights.

• Speak at industry events, participate in panels, present your products and services, and actively network with decision makers to build credibility and demonstrate your expertise.

Mistakes When Working with Decision Makers

Most mistakes that prevent a manager from reaching the decision maker stem from a lack of a clear strategy, poor understanding of the client's current needs, misaligned positioning, and excessive persistence, which beginners often mistake for determination. However, the most common and dangerous mistakes are communication-related: how you communicate with the decision maker and how you structure the conversation. For example:

• Using overly complex or technical language. Avoid using narrow, specialized terms that the decision maker might not understand - especially if they don't have technical expertise and are responsible solely for the budget, not the equipment you're selling.

• Focusing on product features instead of client benefits. The DM usually doesn't care how the product works; they want to know what results it will bring. Focus on what the company will gain by working with you, such as increased sales and improved customer loyalty.

• Lack of clarity or visual presentation. Always support your message with statistics, case studies, real-world examples, and, ideally, visuals. As the saying goes, "Seeing is believing." If someone's choosing a device, show them how it works, even if it's just a video.

• Poor listening and failure to ask the right questions. Practice active listening, ask mostly open-ended questions, and show genuine interest in the DM's thoughts and needs. Don't be afraid to pivot your strategy or even your product offering mid-conversation. If you realize a different option suits them better, say so.

• Ignoring nonverbal cues and lacking empathy. Pay attention to the DM's body language, facial expressions, gestures, and tone of voice. Show empathy for their concerns. Know where to draw the line between persistence and pushiness. Accept that sometimes, no matter how hard you try, it just won't work out with a particular person, and that's okay. Never resort to aggressive sales tactics.

Important! Also, be mindful of mistakes that occur after your interaction with the decision maker, as they can seriously damage your reputation. For example, always honor your commitments. Don't exaggerate your product's features or results unless you're sure they'll be delivered. And always follow up and gather feedback.

Here's what these mistakes look like in practice:

• A sales representative began calling the decision maker daily, bombarding them with emails and messages. The DM got annoyed, felt harassed, and blocked the rep.

• A company offered the decision maker a product that didn't match their current needs or strategic goals. The DM declined, and the company failed to suggest an alternative, not realizing that the client needed a different service that the company also offered.

• During a call with the decision maker, the sales representative dominated the conversation, speaking nonstop and not asking questions, essentially giving a one-sided lecture. The DM stayed disengaged and ended the call with, "I'll think about it and get back to you," which, of course, never happened.

Conclusion

Working with decision makers isn't just about making sales - it's about communication. It requires patience, persistence, professionalism, empathy, and a deep understanding of the client's needs. The ability to identify the decision maker, build trust and long-term relationships with them, offer meaningful solutions, and influence their decisions effectively is key to successful sales and sustainable business growth. Try to understand your DM, their pain points, needs, priorities, and strategic goals as if they were a close friend or at least an old acquaintance. Decision makers are people, too. Don't treat them like walking wallets or mechanical approval machines; people, above all, value sincerity and your genuine commitment to solving their problems.