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Appendix B3 — Stakeholder & Decision Mapping

Purpose of This Appendix

This appendix defines how SalesOps identifies, maps, and manages decision dynamics.

Most deals do not fail because the solution is wrong.
They fail because the decision system was misunderstood.

Stakeholder and decision mapping exists to:

  • prevent late-stage surprises
  • reduce political friction
  • clarify authority
  • protect momentum

SalesOps treats decision clarity as a system requirement, not a soft skill.

Decisions Are Systems, Not Events

SalesOps assumes:

Decisions are made by systems of people, not individuals.

Even when a single person signs:

  • others influence
  • others veto
  • others inherit consequences

Ignoring this reality creates false confidence.

Stakeholder Categories (Non-Negotiable)

SalesOps classifies stakeholders into clear roles:

  1. Economic Buyer
    • Owns budget authority
    • Approves spend
  2. Decision Owner
    • Responsible for the outcome
    • Drives internal alignment
  3. Technical / Functional Influencers
    • Evaluate feasibility
    • Identify risk
  4. Users
    • Experience the solution day-to-day
    • Shape adoption success
  5. Blockers
    • Can delay or stop the decision
    • Often invisible unless surfaced early

If any category is unknown, the deal is exposed.

Stakeholder Mapping Must Start Early

SalesOps requires stakeholder discovery before proposals are finalized.

Late discovery leads to:

  • rework
  • stalled deals
  • unexpected objections
  • political resistance

Stakeholder clarity is part of qualification, not closing.

Core Stakeholder Discovery Prompts

SalesOps-approved prompts include:

  • “Who else will weigh in on this?”
  • “Who would challenge this internally?”
  • “Who owns success after this is implemented?”
  • “If this moved forward, who needs to be comfortable with it?”

These questions surface reality without confrontation.

Decision Authority vs Influence (Critical Distinction)

SalesOps distinguishes between:

  • Authority — who can approve
  • Influence — who can derail

Deals often fail when influence is mistaken for authority.

SalesOps requires:

  • both be mapped
  • both be addressed
  • neither be ignored

Decision Process Mapping

SalesOps requires clarity on:

  • how decisions are typically made
  • what steps must occur
  • what approvals are required
  • where delays usually happen

Sample prompts:

  • “What usually has to happen internally before something like this is approved?”
  • “What has slowed decisions like this in the past?”

Unknown process equals unknown timeline.

Power Dynamics Must Be Acknowledged

SalesOps does not ignore internal politics.

Politics show up as:

  • unspoken objections
  • delayed responses
  • sudden resistance
  • shifting requirements

SalesOps surfaces dynamics early to:

  • adjust pacing
  • clarify messaging
  • avoid public conflict

Ignoring power dynamics does not remove them.

B2B vs B2C Stakeholder Complexity

In B2B:

  • multiple stakeholders are common
  • authority is often distributed
  • internal alignment takes time

In B2C:

  • fewer stakeholders
  • emotional influencers may dominate
  • decisions may be shared informally

SalesOps adapts mapping depth — not intent.

Late-Stage Stakeholders Are a Risk Signal

SalesOps treats late stakeholder introduction as:

  • a pause trigger
  • a reassessment moment
  • a signal to revisit discovery

If new stakeholders appear after proposal delivery, the deal is unstable.

Stakeholder Mapping Protects the Buyer

SalesOps views mapping as buyer support, not manipulation.

Clarity helps buyers:

  • navigate internal approval
  • anticipate objections
  • feel confident in decisions

A confident buyer closes faster.

What This Appendix Enables

With stakeholder and decision mapping:

  • surprises decrease
  • close timelines stabilize
  • trust improves
  • rework disappears

Without it:

  • deals collapse late
  • sales blames “politics”
  • momentum dies

 

 

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