Check Your Understanding

Consider This

If you were a real estate agent, what would you ask a buyer before showing them a house?

You’d likely discuss their desired location, budget, and family size. You would also want to get to know their personality, lifestyle, and hobbies. For example, if you learn that a client owns two Great Danes, you may look for houses with large, fenced-in yards. Or, if a client appreciates the arts, you could offer properties located near museums and theatres.

In short, selling starts with understanding. And that same principle applies whether you’re selling houses, medical equipment, software, or any other product or solution. In this lesson, you’ll learn seven things to know before you approach a potential buyer.

In this video, you’ll learn seven things to know about potential buyers so that you can tailor your sales strategy and increase your likelihood of closing the deal.

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The most successful salespeople connect potential buyers with solutions that fit their unique values, wants, and needs.

Matching potential buyers with the correct solutions is no picnic if you don’t know anything about them. 

Knowledge is power. The more you know about a potential buyer, the easier selling to them will be.

7 Things to Know About Potential Buyers

So, what information would be most helpful to know?

Expand the rows below to reveal the seven most important things to learn about potential buyers. 

Who are they?

First, develop a basic understanding of the individual or company you’re targeting: Who are they and what do they do? 

• If you’re selling to individuals, gather relevant demographic information such as age, race, sex or gender expression, location, education, job title, household income, homeownership, and family status. You might also explore available information about their hobbies, personality, opinions, attitudes, and lifestyle.

• If you’re selling to businesses, research the company’s mission, values, offerings, structure, key decision-makers, and size. How does the company make money and create value for its customers? You might also analyse the company’s competitors and market. 

Why do they want to buy?

Figure out why the individual or company is searching for a solution in the first place. Understanding potential buyers’ needs and motivations empowers you to address them. Whether you’re selling to individuals or companies, ask yourself: 

• What problem or challenge is the potential buyer trying to resolve?

• What outcome do they want to achieve? (For example, a company may want to reach more customers, or an individual may want to cook a meal quickly.)

• What are their requirements and priorities for making a purchase? (For example, are there any must-have product features?)

• What underlying values or emotions drive their decisions? (For example, a potential buyer may wish to impress their boss, feel confident about their appearance, or express a company value.)

What’s their history with your company?

Be familiar with the potential buyer’s experience and history with your company. If your company uses a customer relationship management (CRM) tool, you should be able to access information about previous touchpoints.

For example, is the potential buyer a new or returning customer? Who else have they spoken with on your customer service or sales team? And what’s their experience been like interacting with the company so far? 

Tip: Knowing these details can inform your sales strategy. If a potential buyer has had a negative experience with your company, for example, then you may need to focus on repairing the damage and building trust before you can move forward. 

Where are they in the buying process?

On a similar note, you’ll also want to understand where the individual or company is in the buyer’s journey. Consult the following stages for reference:

1. Awareness. In the awareness stage, the potential buyer recognises they have a problem that needs to be solved. “Why does my knee hurt when I run?”

2. Consideration. In the consideration stage, the potential buyer explores different solutions. “Should I get shoe inserts, new shoes, or maybe a knee brace?”

3. Decision. In the decision stage, the potential buyer has chosen a solution and must now decide between options. “I’ve decided it’s time to upgrade my running shoes. Should I go with the X or Y pair?” 

Tip: Providing the right information and support—at the right time—can propel a potential buyer forward in their journey. 

How do they make purchasing decisions?

Another critical factor to consider: How does the individual or company make purchasing decisions? You can better understand a potential buyer’s purchasing process by answering these three questions:

• Who is the decision-maker?

• What is their budget?

• What is their purchasing timeline?

When selling to companies: Larger companies and deals often involve more complex and bureaucratic buying processes. Research how purchases get approved and find out what each decision-maker needs to move forward. 

Who is their current supplier? Or, what are their alternatives?

Knowing your potential buyers’ other options can be helpful. For example:

• Do they have a current supplier? If so, ask what is or isn’t working well with their current product or service.

• Are they considering purchasing from a competitor? What alternative options is your potential buyer considering? Why? 

Tip: Don’t feel threatened or intimidated. Most potential buyers will research alternative options. Treat that process as an opportunity for you to communicate what sets your business or solution apart.  

What are their objections?

Finally, uncover objections early. While some salespeople hesitate to draw attention to potential buyers’ objections, unaddressed objections can torpedo a deal. 

Shedding light on objections allows you to directly address a prospective customer’s concerns, answer lingering questions or doubts, and redirect misunderstandings or misinformation. 

Tip: Be direct. Don’t beat around the bush when soliciting objections. Ask the potential buyer a direct question such as, “What concerns do you have?” Another approach to try: “It sounds like you still have some reservations. Can we discuss them?”

First, develop a basic understanding of the individual or company you’re targeting: Who are they and what do they do? 

• If you’re selling to individuals, gather relevant demographic information such as age, race, sex or gender expression, location, education, job title, household income, homeownership, and family status. You might also explore available information about their hobbies, personality, opinions, attitudes, and lifestyle.

• If you’re selling to businesses, research the company’s mission, values, offerings, structure, key decision-makers, and size. How does the company make money and create value for its customers? You might also analyse the company’s competitors and market. 

Figure out why the individual or company is searching for a solution in the first place. Understanding potential buyers’ needs and motivations empowers you to address them. Whether you’re selling to individuals or companies, ask yourself: 

• What problem or challenge is the potential buyer trying to resolve?

• What outcome do they want to achieve? (For example, a company may want to reach more customers, or an individual may want to cook a meal quickly.)

• What are their requirements and priorities for making a purchase? (For example, are there any must-have product features?)

• What underlying values or emotions drive their decisions? (For example, a potential buyer may wish to impress their boss, feel confident about their appearance, or express a company value.)

Be familiar with the potential buyer’s experience and history with your company. If your company uses a customer relationship management (CRM) tool, you should be able to access information about previous touchpoints.

For example, is the potential buyer a new or returning customer? Who else have they spoken with on your customer service or sales team? And what’s their experience been like interacting with the company so far? 

Tip: Knowing these details can inform your sales strategy. If a potential buyer has had a negative experience with your company, for example, then you may need to focus on repairing the damage and building trust before you can move forward. 

On a similar note, you’ll also want to understand where the individual or company is in the buyer’s journey. Consult the following stages for reference:

1. Awareness. In the awareness stage, the potential buyer recognises they have a problem that needs to be solved. “Why does my knee hurt when I run?”

2. Consideration. In the consideration stage, the potential buyer explores different solutions. “Should I get shoe inserts, new shoes, or maybe a knee brace?”

3. Decision. In the decision stage, the potential buyer has chosen a solution and must now decide between options. “I’ve decided it’s time to upgrade my running shoes. Should I go with the X or Y pair?” 

Tip: Providing the right information and support—at the right time—can propel a potential buyer forward in their journey. 

Another critical factor to consider: How does the individual or company make purchasing decisions? You can better understand a potential buyer’s purchasing process by answering these three questions:

• Who is the decision-maker?

• What is their budget?

• What is their purchasing timeline?

When selling to companies: Larger companies and deals often involve more complex and bureaucratic buying processes. Research how purchases get approved and find out what each decision-maker needs to move forward. 

Knowing your potential buyers’ other options can be helpful. For example:

• Do they have a current supplier? If so, ask what is or isn’t working well with their current product or service.

• Are they considering purchasing from a competitor? What alternative options is your potential buyer considering? Why? 

Tip: Don’t feel threatened or intimidated. Most potential buyers will research alternative options. Treat that process as an opportunity for you to communicate what sets your business or solution apart.  

Finally, uncover objections early. While some salespeople hesitate to draw attention to potential buyers’ objections, unaddressed objections can torpedo a deal. 

Shedding light on objections allows you to directly address a prospective customer’s concerns, answer lingering questions or doubts, and redirect misunderstandings or misinformation. 

Tip: Be direct. Don’t beat around the bush when soliciting objections. Ask the potential buyer a direct question such as, “What concerns do you have?” Another approach to try: “It sounds like you still have some reservations. Can we discuss them?”

Research and Ask Questions

To answer these seven questions about prospective customers, you’ll need to research in advance or ask targeted questions—sometimes both. Investigate individuals or companies by looking at their social media accounts or websites. When you meet a potential buyer, you can ask direct questions. For example, when trying to understand why an individual is looking to buy, you might simply ask, “What brings you here today?” Or, “What challenges are you facing?”

• Mine your CRM data. You can use your CRM system to find demographic information about potential buyers and see where they are in the buyer’s journey. Some systems allow you to track interactions with the company (such as links the prospective customer has clicked or emails they’ve opened).

Summary

You have to understand a prospective buyer before you can sell to them effectively. At the most basic level, you need to know who they are, why they’re buying, and how they make purchasing decisions. You can also benefit from understanding a prospective customer’s history with your company, where they are in the buyer’s journey, how you compare to competitors, and any reservations they have about your product or service.

In sales, knowledge really is power. Armed with the necessary information, you can connect potential buyers with the solutions that best fit their unique situation and needs.

• Prepare your questions. A handy list of common questions you can use to get to know prospective customers will help you remember what to ask when you’re talking with someone.

Now that you know what to ask click on “Check Your Understanding” in the space below. 

Then, to learn about three important figures you need to know how to work with as a salesperson in the next lesson.

Imagine This

Imagine that you sell marketing automation software to businesses. After identifying a company that could benefit from your product, you research who’s in charge and give them a call. 

Expand the following rows to explore how to qualify leads using BANT.

The Phone Call

Receptionist: “Hello, this is Lina. How can I help you?”

Salesperson: “Hi, Lina—this is Malik from Glivy, Inc. I’m trying to reach Everly Garcia, the director of marketing.”

Receptionist: “And may I ask what this is about?”

Salesperson: “Of course. I’d like to talk to Everly about how we can help her marketing team increase its lead generation by 30% to 50%.” 

Receptionist: “OK, the best way for you to reach Everly is through the contact form on our website.”

Receptionist: “Hello, this is Lina. How can I help you?”

Salesperson: “Hi, Lina—this is Malik from Glivy, Inc. I’m trying to reach Everly Garcia, the director of marketing.”

Receptionist: “And may I ask what this is about?”

Salesperson: “Of course. I’d like to talk to Everly about how we can help her marketing team increase its lead generation by 30% to 50%.” 

Receptionist: “OK, the best way for you to reach Everly is through the contact form on our website.”

Sound Familiar?

Discouraging, right? Your solution may be the answer to a prospective customer’s prayers, but if you can’t gain access to the person in charge, you’ll be out of luck. 

In this lesson, you’ll learn about the roles that decision-makers, influencers, and gatekeepers play in sales. You’ll then learn best practices for getting past the gatekeeper so that you can speak to decision-makers directly. 

In this video, you’ll learn what decision-makers, influencers, and gatekeepers do in sales. You’ll also learn six tips for getting past gatekeepers.

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Why Speaking to the Right Person Is Crucial

Imagine that you’re selling project management software to a small startup. Who do you want to pitch your product to—the project manager, a junior team member, or the company’s receptionist?

Clearly, you want to pitch to the project manager, because they set the standard for the team and decide what project management tools to use. Second to the project manager, a junior team member may also voice their opinion and sway the project manager’s decision. The company’s receptionist, on the other hand, probably isn’t directly involved in the team’s projects or purchasing decisions. So, they wouldn’t be the best bet for a pitch.  

While this is a simple example, it illustrates the importance of speaking to the right person in sales.

How to Identify Decision-Makers, Influencers, and Gatekeepers

So, who are the key players in the sales process, and how do you leverage each person’s role?

Expand the rows below to learn more about the roles of decision-makers, influencers, and gatekeepers in sales.

Decision-Makers

A decision-maker has the final authority to make a purchase. An executive- or senior-level person, they can say “yes” to a sale without asking for anyone else’s approval. 

How to identify them: Decision-makers are most often founders, CEOs, presidents, vice presidents, directors, chief officers, senior managers, or other executives at the top of the proverbial ladder. 

How to leverage this role: Strive to meet with decision-makers directly. Or, at least get on the decision-maker’s radar so that they task a subordinate with vetting your solution. 

Influencers

While influencers don’t have the final say in a purchasing decision, they do have direct relationships with decision-makers and carry clout. Decision-makers often task influencers with researching and screening options. That’s why influencers can make powerful allies for presenting your solution and obtaining buy-in.

How to identify them: While more challenging to identify, influencers are typically junior-level associates or middle managers in an organisation. You can distinguish influencers from decision-makers by asking questions such as, “Who else is involved in this process?” or “What’s your purchasing approval process?” Or, you could also ask, “Should I be aware of any other priorities or concerns from other stakeholders?”

How to leverage this role: Demonstrate why your solution stands out and will impress the influencer’s boss. Prepare the influencer to present your solution effectively to their boss—or, better yet, convince them to make an introduction. 

Gatekeepers

Finally, a gatekeeper is someone who screens incoming communication to a higher-up as part of their job. By serving as traffic control, gatekeepers determine which meetings are relevant and necessary for their boss’s attention. That means they also shield their boss from unwanted interruptions—including salespeople. 

How to identify them: Gatekeepers most often have receptionist, executive assistant, or other administrative roles. 

How to leverage this role: Earn the gatekeeper’s trust by proving that you have something valuable to offer their boss. Ultimately, convince the gatekeeper to connect you with the right person.  

A decision-maker has the final authority to make a purchase. An executive- or senior-level person, they can say “yes” to a sale without asking for anyone else’s approval. 

How to identify them: Decision-makers are most often founders, CEOs, presidents, vice presidents, directors, chief officers, senior managers, or other executives at the top of the proverbial ladder. 

How to leverage this role: Strive to meet with decision-makers directly. Or, at least get on the decision-maker’s radar so that they task a subordinate with vetting your solution. 

While influencers don’t have the final say in a purchasing decision, they do have direct relationships with decision-makers and carry clout. Decision-makers often task influencers with researching and screening options. That’s why influencers can make powerful allies for presenting your solution and obtaining buy-in.

How to identify them: While more challenging to identify, influencers are typically junior-level associates or middle managers in an organisation. You can distinguish influencers from decision-makers by asking questions such as, “Who else is involved in this process?” or “What’s your purchasing approval process?” Or, you could also ask, “Should I be aware of any other priorities or concerns from other stakeholders?”

How to leverage this role: Demonstrate why your solution stands out and will impress the influencer’s boss. Prepare the influencer to present your solution effectively to their boss—or, better yet, convince them to make an introduction. 

Finally, a gatekeeper is someone who screens incoming communication to a higher-up as part of their job. By serving as traffic control, gatekeepers determine which meetings are relevant and necessary for their boss’s attention. That means they also shield their boss from unwanted interruptions—including salespeople. 

How to identify them: Gatekeepers most often have receptionist, executive assistant, or other administrative roles. 

How to leverage this role: Earn the gatekeeper’s trust by proving that you have something valuable to offer their boss. Ultimately, convince the gatekeeper to connect you with the right person.  

• Research the key players and their respective job titles at an organisation. Review the company’s directory or organisational chart if it’s available online. If not, try checking the company’s “About Us” section on their website—which may feature the executive team. You might also investigate companies’ or individuals’ profiles on LinkedIn.

Who’s Who?

Check your understanding of decision-makers, influencers, and gatekeepers in sales by completing the following sorting activity.

Drag and drop each description into the correct category.

How to Get Past the Gatekeeper

Figuring out why salespeople sometimes resent gatekeepers isn’t rocket science: Gatekeepers often thwart their attempts to access key stakeholders. And keeping frustration at bay when a gatekeeper forwards your calls to voicemail isn’t easy. But with the right approach, you can get past the gatekeeper. You may even convert them into a partner and advocate for your solution. 

Expand the following rows to explore how to win a gatekeeper over with the help of these six tips:

Treat Gatekeepers With Respect

Often well-connected and trusted by peers and supervisors, gatekeepers should always be treated with professionalism and respect. Don’t talk down to them or otherwise be pushy, rude, or dismissive. Approach a gatekeeper as a valuable resource and potential partner in your sales process. Never underestimate their influence.

Tip: Remind yourself that gatekeepers are just doing their job. Giving them a compelling reason to connect you with a key stakeholder is your job.

Engage With Them

Who has unfettered access to executives’ calendars? Who interacts with various departments across an organisation? Who has more institutional knowledge about the company than you do? The answer to all these questions is the gatekeeper. 

Gatekeepers hold a wealth of information about a business and its key players. So, instead of trying to sneak around them or go over their heads, why not engage with them? 

Engage with gatekeepers by: 

• Asking informed and meaningful questions. Take the opportunity to learn more about the company’s inner workings and pain points. For example, you might ask: “I see that your company has nearly doubled in size over the past two years. How has the training and onboarding experience been?” Seeking the gatekeeper’s perspective will make them feel valued and help you prepare for an eventual meeting with a decision-maker.

• Asking for the gatekeeper’s advice. Is there a better time to call? What’s the stakeholder’s preferred medium of communication? Or, is there anyone else you should contact? Show respect for their knowledge and gain helpful insights at the same time.  

Tip: Don’t try to sell to the gatekeeper. Gatekeepers may have insight into a dilemma the company faces. However, they’re rarely involved in the decision-making process for sales. Don’t waste their time (or yours) with a lengthy pitch or detailed explanation of your solution.

Be Transparent

Don’t lie about who you are or why you’re calling to circumvent the gatekeeper. Not only will you aggravate the gatekeeper, but you may also come across as deceitful or untrustworthy to the decision-maker.

Instead, explain the purpose of your call with transparency and tact. Give your full name and company information. Then, ask the gatekeeper if you can speak to the decision-maker you’ve identified from your research. If the gatekeeper asks about the purpose of your call, be prepared to summarise your offering. 

For example: “I want to talk to Avni about a potential partnership to offer life coaching services as part of your employee benefits. Based on your company values and our extensive experience working with Fortune 500 companies, I think we might be a good fit.” 

Tip: Speak in a confident, upbeat, and casual tone. Gatekeepers may feel defensive when first realising that they’ve answered a cold call. But you can reduce scepticism by being open, friendly, and professional.

Add a Personal Touch

You might catch a gatekeeper’s attention by adding a personal touch. Consider these examples:

• Address the gatekeeper by name. Also, take note of any details you discuss with the gatekeeper so that you can refer back to them in follow-up calls. 

• Send a handwritten note. 

• For large deals, send a treat to the office—most everyone can enjoy food to share or a flower arrangement, for example. 

Look for other creative ways to show the gatekeeper and surrounding staff that you’re not a stereotypical salesperson.

Avoid Red Flags

Certain red flags signal to gatekeepers that you’re not worth their time. Gatekeepers will be on guard if:

• You don’t know the name of the person you’re trying to reach. (“Can I speak to the person in charge of finance, please?”)

• You mispronounce the name of the person you’re trying to reach.

• You give an obviously scripted or generic sales pitch.

Tip: Always research the company and decision-maker you’re trying to contact ahead of time and tailor your approach.

Try Other Avenues

Finally, if you can’t get a gatekeeper to budge, it may be time to try other avenues. Diversify your communication attempts to increase your chances of success. For example:

• Send the decision-maker an email or mail them a letter

• Message them on LinkedIn or another social media platform

• Find a mutual connection and get a referral 

Tip: Change your target. For example, if you can’t reach the decision-maker, try to contact relevant and influential subordinates.

Often well-connected and trusted by peers and supervisors, gatekeepers should always be treated with professionalism and respect. Don’t talk down to them or otherwise be pushy, rude, or dismissive. Approach a gatekeeper as a valuable resource and potential partner in your sales process. Never underestimate their influence.

Tip: Remind yourself that gatekeepers are just doing their job. Giving them a compelling reason to connect you with a key stakeholder is your job.

Who has unfettered access to executives’ calendars? Who interacts with various departments across an organisation? Who has more institutional knowledge about the company than you do? The answer to all these questions is the gatekeeper. 

Gatekeepers hold a wealth of information about a business and its key players. So, instead of trying to sneak around them or go over their heads, why not engage with them? 

Engage with gatekeepers by: 

• Asking informed and meaningful questions. Take the opportunity to learn more about the company’s inner workings and pain points. For example, you might ask: “I see that your company has nearly doubled in size over the past two years. How has the training and onboarding experience been?” Seeking the gatekeeper’s perspective will make them feel valued and help you prepare for an eventual meeting with a decision-maker.

• Asking for the gatekeeper’s advice. Is there a better time to call? What’s the stakeholder’s preferred medium of communication? Or, is there anyone else you should contact? Show respect for their knowledge and gain helpful insights at the same time.  

Tip: Don’t try to sell to the gatekeeper. Gatekeepers may have insight into a dilemma the company faces. However, they’re rarely involved in the decision-making process for sales. Don’t waste their time (or yours) with a lengthy pitch or detailed explanation of your solution.

Don’t lie about who you are or why you’re calling to circumvent the gatekeeper. Not only will you aggravate the gatekeeper, but you may also come across as deceitful or untrustworthy to the decision-maker.

Instead, explain the purpose of your call with transparency and tact. Give your full name and company information. Then, ask the gatekeeper if you can speak to the decision-maker you’ve identified from your research. If the gatekeeper asks about the purpose of your call, be prepared to summarise your offering. 

For example: “I want to talk to Avni about a potential partnership to offer life coaching services as part of your employee benefits. Based on your company values and our extensive experience working with Fortune 500 companies, I think we might be a good fit.” 

Tip: Speak in a confident, upbeat, and casual tone. Gatekeepers may feel defensive when first realising that they’ve answered a cold call. But you can reduce scepticism by being open, friendly, and professional.

You might catch a gatekeeper’s attention by adding a personal touch. Consider these examples:

• Address the gatekeeper by name. Also, take note of any details you discuss with the gatekeeper so that you can refer back to them in follow-up calls. 

• Send a handwritten note. 

• For large deals, send a treat to the office—most everyone can enjoy food to share or a flower arrangement, for example. 

Look for other creative ways to show the gatekeeper and surrounding staff that you’re not a stereotypical salesperson.

Certain red flags signal to gatekeepers that you’re not worth their time. Gatekeepers will be on guard if:

• You don’t know the name of the person you’re trying to reach. (“Can I speak to the person in charge of finance, please?”)

• You mispronounce the name of the person you’re trying to reach.

• You give an obviously scripted or generic sales pitch.

Tip: Always research the company and decision-maker you’re trying to contact ahead of time and tailor your approach.

Finally, if you can’t get a gatekeeper to budge, it may be time to try other avenues. Diversify your communication attempts to increase your chances of success. For example:

• Send the decision-maker an email or mail them a letter

• Message them on LinkedIn or another social media platform

• Find a mutual connection and get a referral 

Tip: Change your target. For example, if you can’t reach the decision-maker, try to contact relevant and influential subordinates.

Persistence Is Key

Be polite but persistent. Don’t give up after a first failed attempt to reach a key stakeholder.

You might follow up with the gatekeeper by saying, “Good morning, Lina! It’s Malik again from NETLOGiX. I called last week when Everly was out of the office, and I’m hoping to catch her before her day gets underway.” 

Or, depending on the situation, you might even embrace humour: “Hi, Lina, it’s Malik, your most enthusiastic and persistent salesperson from NETLOGiX. You were so helpful—and so patient—with me last week that I decided to call again and see if there’s any way you could help me schedule a meeting with Everly.”

Check Your Understanding

Check your understanding of getting past the gatekeeper by navigating the following scenario. Imagine that you’re cold-calling a prospective client to offer recruiting services. 

Summary

Making a sale requires gaining access to the right stakeholders. You’ll waste your time—and exasperate others—pitching to employees who don’t have purchasing oversight. Always research a company and map its organisational structure before reaching out. Identify and strive to speak with the company’s decision-makers directly, but be prepared to work with influencers who can help present your case. Finally, don’t be discouraged if you hit a wall with gatekeepers. Approach them with transparency and respect. Tap their knowledge about the company and its key stakeholders. And if all else fails, try other avenues until you break through to the person in charge. 

• Call early or late. Executives are often the first people to arrive at the office—and the last to leave. You might catch them answering phones directly if you call before or after standard working hours.

Congratulations—you’re now equipped to qualify and understand potential buyers!

Click on “Mark Complete ✓” to move to the next lesson where you will discover how to develop successful sales relationships.