5 Types of Decision Makers & How to Sell to Each of Them


Every day, the ordinary human makes tens of thousands of decisions, say psychologists.

Inconsequential decisions, such “Which cereal should I have for breakfast?” and “Should I hire this job candidate?” are only few examples.

It is your job as a sales professional to help customers make both major and little decisions. It’s quite easy for a potential customer to schedule a call with you if you send a good email. You may also assist the prospect in making a far more significant decision – deciding which product or service to purchase.

In a business, who are the people who have the final say?

The person in charge of making the ultimate purchase choice is known as the decision maker. Typically, a member of the purchasing company’s C-suite serves as the decision maker in a B2B sale and has the authority to sign the check or authorize the purchase.

It’s critical to sell to the proper customer throughout the sales process. A prospect making an agreement to buy when they do not have the authority to do so is extremely aggravating.

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In order to close the deal, you’ll need the support of the appropriate decision maker. However, not all decision makers should be sold to in the same way. To close the transaction, you need to know your prospect’s decision-making style and guide them through the process properly.

Miller-Williams Incorporated’s two-year study of over 1,600 executives from various businesses found five unique decision-making styles. The research was carried out by CEO Gary A. Williams and chairman Robert B. Miller.

80% of sales presentations focus on two types of decision making styles, whereas only 28% of the audience falls into this category. Learn the five selling styles and how to recognize them so that you don’t sell the wrong manner.

The Charismatic One

Innovative concepts pique the interest of charismatic decision makers. They’re upbeat, outgoing, and focused on getting things done. The “bright and shiny” mentality that many charismatics suffer from makes it difficult to convince them to commit to a long-term project.

Charismatics who are successful have mastered the art of “taming their early exuberance with a solid dose of realism. ” You’ll lose their support if you don’t back up your arguments with facts and evidence.

Make sure not to get swept up in their excitement, as well! Slightly undersell the parts of your proposal your customer is most interested in, say Miller and Williams.

Be ready to just recognize the topics he is enthusiastic about and address the hazards of each of those things,” they advise. As a result, your proposal will have more substance and he will have more faith in your abilities.

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The Philosopher

A thinker is one who speaks slowly, reads a lot, and generally tries to learn as much as possible. Rather than take a chance, they’d rather shield themselves and their firm from danger. Because Thinkers are very rational and respond significantly better to qualitative arguments than emotional ones, they are more likely to accept them.

A Thinker is someone who asks a lot of questions and seems to be interested in every imaginable aspect or option. Educate them on the possible pitfalls of the deal, your product, or your plan to gain their trust.

However, avoid drawing any assumptions about them based on this information. Thinkers like making connections on their own. As long as you provide them all the knowledge they need to make their own decisions, you will be most successful.

The Doubter

You may expect that Skeptics are distrustful of anything that goes against what they already know, believe or have experienced. Disruptive insights and worldview reshaping are often beneficial in the Challenger sales approach, but they might backfire on a Skeptic.

Skepticism is characterized by a tyrannical, even aggressive, demeanor. So you won’t have to go through the motions of probing for objections.

Be as courteous as possible while correcting a Skeptic. “I assume performing X could be counterproductive for Y reasons—but is it conceivable I don’t have all the important context?” Keep their ego intact and you’ll get greater outcomes.

Gaining the confidence of a skeptic is critical to closing the purchase. Highlight your personal and professional similarities so that skeptics are less skeptical of you. And if feasible, ask for a recommendation or referral from a friend or family member.

The ‘Standby’

People who follow are responsible, careful, and meticulous. In reality, a Follower is rarely an early adopter; rather, they are more likely to implement something if they’ve previously seen it work in the field somewhere else.

Because of this, you should rely primarily on case studies, client testimonials, and recorded results. Finding examples of trustworthy companies or leaders who have taken similar decisions and employed similar techniques is also beneficial.

You standby might say that “It’s more crucial than ever to have a solid Instagram strategy in place. In the United States, 71% of companies have active in Instagram”.

The In-Charge

Controllers like to make all of their own decisions. These people are well-versed in the finer points of logical thinking, organization, and accuracy. Uncertainty terrifies Controllers, despite their tendency to hide their anxieties and concerns.

When you give data-backed, linear, and fleshed-out explanations, you can put their anxieties to rest. Williams and Roger explain that controllers “demand specifics, but only if they’re delivered by an expert,” so identify someone inside your business or network to back up your assertions.

Don’t pressure them into making a decision once you’ve finished: This usually makes a Controller dislike you. Don’t rush them; give them time and space to think things out before you do anything.

It is considerably easier to persuade potential customers if you tailor your approach to their individual preferences. Determine the buyer’s decision-making style and use that information to create a more effective presentation.

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