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ChineseMap the Buying Committee
绘制采购委员会图谱
Help the user map the full buying committee at a target account — identify who's involved in the purchase decision, what role each person plays, and how to multi-thread the account effectively. This skill is platform-agnostic but references Apollo.io as the primary data source for finding and enriching contacts. The same approach works with ZoomInfo, LinkedIn Sales Navigator, or any contact database.
帮助用户绘制目标客户的完整采购委员会图谱——识别采购决策的参与人员、每个人的角色，以及如何高效地对该客户进行多线程跟进。本Skill不依赖特定平台，但以Apollo.io作为查找和丰富联系人信息的主要数据源。同样的方法也适用于ZoomInfo、LinkedIn Sales Navigator或任何联系人数据库。
Step 1 — Gather context
步骤1 — 收集背景信息
Ask the user:
-
Which account are you targeting? (Company name, size, industry)
-
What are you selling?
- Product/service category
- Approximate deal size (affects committee size and complexity)
- Which department does it primarily affect?
-
Where are you in the process?
- A) Prospecting — haven't engaged anyone yet
- B) Single-threaded — talking to one person, need to expand
- C) Active deal — have some contacts, need to map the full committee
- D) Stuck deal — need to find the missing stakeholder(s)
-
What do you know already?
- Any existing contacts at the account?
- Any org chart intel (reporting structure, team size)?
- Any intel on their buying process?
-
Company size? (This determines committee complexity)
- A) SMB (1-200 employees) — expect 1-3 decision-makers
- B) Mid-market (200-2,000 employees) — expect 3-6 stakeholders
- C) Enterprise (2,000+ employees) — expect 5-12+ stakeholders
If the user's request already provides most of this context, skip directly to the relevant step. Lead with your best-effort answer using reasonable assumptions (stated explicitly), then ask only the most critical 1-2 clarifying questions at the end — don't gate your response behind gathering complete context.
询问用户：
-
你瞄准的是哪个客户？（公司名称、规模、行业）
-
你销售的是什么产品/服务？
- 产品/服务类别
- 大致交易规模（会影响委员会的规模和复杂度）
- 主要影响哪个部门？
-
你当前处于销售流程的哪个阶段？
- A) 潜在客户开发阶段——尚未与任何人建立联系
- B) 单线程跟进阶段——仅与一位联系人沟通，需要拓展
- C) 活跃交易阶段——已有部分联系人，需要绘制完整的委员会图谱
- D) 交易停滞阶段——需要找到缺失的利益相关者
-
你目前已经了解哪些信息？
- 该客户是否有现有联系人？
- 是否有任何组织架构信息（汇报关系、团队规模）？
- 是否了解他们的采购流程？
-
公司规模？（这决定了委员会的复杂度）
- A) SMB（1-200名员工）——预计有1-3名决策者
- B) 中大型企业（200-2000名员工）——预计有3-6名利益相关者
- C) 大型企业（2000+名员工）——预计有5-12名以上利益相关者
如果用户的请求已经提供了大部分此类背景信息，直接跳转到相关步骤。 先使用合理的假设（明确说明）给出最佳答案，最后仅询问最关键的1-2个澄清问题——不要因为未收集到完整背景信息而拒绝提供响应。
Step 2 — Identify the committee roles
步骤2 — 识别委员会角色
Map expected roles using this framework:
使用以下框架映射预期角色：
Buying committee roles
采购委员会角色
| Role | What they do | How to identify | Typical titles |
|---|---|---|---|
| Economic Buyer | Has budget authority, signs the check | Highest-ranking person in the buying org; often VP+ or C-suite | VP/SVP/CRO/CFO/CTO depending on what you sell |
| Champion | Wants your product to win, advocates internally | Has the problem you solve, engaged in conversations, asks for resources to share internally | Director/Senior Manager who owns the problem |
| Technical Evaluator | Vets the product technically | Asks detailed technical questions, runs POCs, owns integration | Architect, Staff Engineer, IT Manager, Solutions team |
| User Buyer | Will use the product daily | Cares about workflow, UX, and day-to-day impact | Individual contributors, team leads, end users |
| Coach | Gives you intel on internal politics and process | Usually someone you have a relationship with; may not have buying authority | Any level — could be a former customer, mutual connection, or friendly contact |
| Gatekeeper/Blocker | Can slow or kill the deal | Owns competing budget, prefers a competitor, or has political reasons to oppose | Procurement, Legal, IT Security, or a peer of the Champion who prefers the status quo |
| 角色 | 职责 | 识别方式 | 典型头衔 |
|---|---|---|---|
| Economic Buyer（预算决策者） | 拥有预算审批权，最终签署采购协议 | 采购相关部门中职位最高的人；通常为VP+或高管层 | 根据所售产品不同，可能是VP/SVP/CRO/CFO/CTO等 |
| Champion（内部拥护者） | 希望你的产品胜出，在内部进行推广 | 存在你能解决的痛点，已参与沟通，会请求内部资源进行分享 | 负责该痛点的总监/高级经理 |
| Technical Evaluator（技术评估者） | 从技术层面评估产品 | 询问详细的技术问题，运行POC，负责集成工作 | 架构师、资深工程师、IT经理、解决方案团队成员 |
| User Buyer（终端用户） | 将日常使用该产品 | 关注工作流程、UX和日常影响 | 一线员工、团队负责人、终端用户 |
| Coach（内部顾问） | 为你提供内部政治和流程的信息 | 通常是你有联系的人；可能没有采购决策权 | 任何层级——可能是前客户、共同联系人或友好联系人 |
| Gatekeeper/Blocker（守门人/阻碍者） | 可能延缓或终止交易 | 拥有竞争预算、偏好竞争对手，或因政治原因反对 | 采购部、法务部、IT安全部，或是Champion的同级且偏好现状的人 |
Scaling the committee by company size
按公司规模调整委员会规模
| Company size | Roles to map | Contacts to find |
|---|---|---|
| SMB (1-200) | Economic Buyer + Champion (often the same person), maybe 1 Technical Evaluator | 2-3 contacts |
| Mid-market (200-2,000) | Economic Buyer, Champion, Technical Evaluator, 1-2 User Buyers | 4-6 contacts |
| Enterprise (2,000+) | All 6 roles, potentially multiple people per role (committee of 8-12+) | 6-12 contacts |
| 公司规模 | 需要映射的角色 | 需要寻找的联系人数量 |
|---|---|---|
| SMB（1-200人） | Economic Buyer + Champion（通常为同一人），可能还有1名Technical Evaluator | 2-3名联系人 |
| 中大型企业（200-2000人） | Economic Buyer、Champion、Technical Evaluator、1-2名User Buyer | 4-6名联系人 |
| 大型企业（2000+人） | 全部6种角色，每个角色可能有多人（委员会规模8-12+人） | 6-12名联系人 |
Step 3 — Find the people
步骤3 — 寻找对应人员
Using Apollo People Search
使用Apollo人员搜索
For the target account, run a People Search with these filters:
- Company: Exact match on company name
- Seniority: Start broad (Manager+), then narrow based on what you sell
- Department: Filter to the relevant function (Engineering, Sales, Marketing, Finance, IT, etc.)
- Title keywords: Search for title patterns that match each committee role
针对目标客户，使用以下筛选条件运行人员搜索：
- 公司：精确匹配公司名称
- 职级：先从宽泛范围（经理及以上）开始，再根据所售产品缩小范围
- 部门：筛选至相关职能部门（工程、销售、市场、财务、IT等）
- 头衔关键词：搜索与每个委员会角色匹配的头衔模式
Interpreting org structure from data
从数据中解读组织架构
Apollo (and most data providers) don't show reporting lines directly. Reconstruct the org chart by:
- Seniority mapping: Group contacts by seniority level (C-suite → VP → Director → Manager → IC)
- Department clustering: Group by department to see team structure
- Title analysis: Look for "Head of" (usually reports to VP/C-suite), "Senior Director" (reports to VP), etc.
- Team size inference: If a department has 3 Directors and 1 VP, the VP likely oversees them all
Apollo（及大多数数据提供商）不会直接显示汇报关系。可通过以下方式重构组织架构：
- 职级映射：按职级分组联系人（高管层 → VP → 总监 → 经理 → 一线员工）
- 部门聚类：按部门分组以查看团队结构
- 头衔分析：寻找“Head of”（通常向VP/高管层汇报）、“Senior Director”（向VP汇报）等头衔
- 团队规模推断：如果某个部门有3名总监和1名VP，那么该VP很可能管理所有总监
Finding "hidden" influencers
寻找“隐藏的”影响者
The most important person in the deal often doesn't have an obvious title:
- The IC who's actually the technical decision-maker: Look for Staff/Principal Engineers, Distinguished Architects — they may not have "manager" in their title but their recommendation carries more weight than their manager's
- The admin/EA who controls the executive's calendar: Knowing who gates access to the Economic Buyer matters for enterprise deals
- Recently promoted people: Someone who just became a Director may be more open to new approaches than a 10-year VP
交易中最重要的人往往没有明显的头衔：
- 实际的技术决策者（一线员工）：寻找Staff/Principal Engineers、Distinguished Architects——他们的头衔中可能没有“经理”，但他们的建议比经理的更有分量
- 控制高管日程的行政人员/EA：了解谁能影响你接触Economic Buyer，这对企业级交易至关重要
- 近期晋升的人员：刚晋升为总监的人可能比任职10年的VP更愿意接受新方案
Enrich contacts
丰富联系人信息
For each committee member identified, enrich to get:
- Verified email address
- Direct phone number (for Economic Buyer and Champion at minimum)
- LinkedIn profile URL
- Job tenure (how long in current role — new leaders are more open to change)
- Previous companies (look for connections — did they use your product before?)
针对每个识别出的委员会成员，补充以下信息：
- 验证过的邮箱地址
- 直拨电话（至少为Economic Buyer和Champion获取）
- LinkedIn个人主页链接
- 任职年限（当前岗位的时长——新领导者更愿意接受变革）
- 前公司（寻找关联——他们是否曾使用过你的产品？）
Step 4 — Map relationships & entry strategy
步骤4 — 映射关系与切入策略
Org chart reconstruction
组织架构重构
Build a visual mental model of the account:
[Economic Buyer]
/ \
[Champion] [Potential Blocker]
/ \ |
[Tech Evaluator] [User Buyer] [Their Champion]构建客户的可视化心智模型：
[Economic Buyer]
/ \
[Champion] [Potential Blocker]
/ \ |
[Tech Evaluator] [User Buyer] [Their Champion]Choosing your entry point
选择切入点
| Situation | Recommended entry | Why |
|---|---|---|
| No existing contacts | Champion or Coach | They have the problem, they'll advocate. Going straight to the C-suite without context usually fails. |
| Have one contact | Ask them to introduce you up or across | Warm introductions convert 5-10x better than cold outreach |
| Active deal, single-threaded | Technical Evaluator or User Buyer | Expand laterally before going up — build consensus first |
| Stuck deal | Coach (for intel) or Economic Buyer (direct escalation) | Find out what's blocking before escalating |
| 场景 | 推荐切入点 | 原因 |
|---|---|---|
| 无现有联系人 | Champion或Coach | 他们存在你能解决的痛点，会进行内部推广。直接联系高管层而无背景信息通常会失败。 |
| 已有一位联系人 | 请求该联系人将你介绍给上级或跨部门同事 | 转介绍的转化率是陌生 outreach 的5-10倍 |
| 活跃交易，单线程跟进 | Technical Evaluator或User Buyer | 先横向拓展，再纵向升级——先建立共识 |
| 交易停滞 | Coach（获取信息）或Economic Buyer（直接升级） | 在升级前先找出阻碍因素 |
Multi-threading strategy
多线程跟进策略
The goal: Engage 3+ contacts at different levels of the org before a decision is made. Single-threaded deals close at 1/3 the rate of multi-threaded deals.
"Power line" vs "access line" approach:
- Power line (top-down): Start with the Economic Buyer, get referred down. Works when you have executive relationships or strong brand recognition.
- Access line (bottom-up): Start with the Champion or User Buyer, build consensus, then get introduced up. Works for most sales teams.
- Dual track: Engage at both levels simultaneously — Champion builds internal case while you engage the Economic Buyer directly. Most effective for mid-market and enterprise.
目标：在决策做出前与3名以上不同层级的联系人建立联系。单线程交易的成交率仅为多线程交易的1/3。
“权力线”与“接入线”方法：
- 权力线（自上而下）：从Economic Buyer开始，向下获取转介绍。适用于你有高管关系或品牌知名度较高的情况。
- 接入线（自下而上）：从Champion或User Buyer开始，建立共识，再获取向上的转介绍。适用于大多数销售团队。
- 双轨策略：同时在两个层级开展工作——Champion在内部构建案例，同时你直接联系Economic Buyer。对中大型和大型企业最有效。
Threading sequence
跟进顺序
- First contact: Champion or Coach — validate the problem exists, get internal context
- Second contact: Technical Evaluator — address feasibility, integration, security
- Third contact: Economic Buyer — connect the problem to business outcomes they care about
- Ongoing: User Buyers — build grassroots support, get feedback on demo/POC
Don't engage everyone at once — stagger over 2-3 weeks to avoid looking like you're carpet-bombing the account.
- 首次联系：Champion或Coach——验证痛点是否存在，获取内部背景信息
- 第二次联系：Technical Evaluator——解决可行性、集成、安全问题
- 第三次联系：Economic Buyer——将痛点与他们关注的业务成果关联
- 持续跟进：User Buyer——建立基层支持，获取演示/POC的反馈
不要同时联系所有人——在2-3周内逐步推进，避免让客户觉得你在“地毯式轰炸”他们。
Step 5 — Action plan
步骤5 — 行动计划
Per-person outreach approach
针对不同人员的沟通方式
Each committee member needs a different message:
| Role | Message focus | Tone | Channel |
|---|---|---|---|
| Economic Buyer | Business outcomes, ROI, strategic alignment | Executive-level, concise, metric-driven | Email or warm intro, then executive briefing |
| Champion | Problem validation, how you solve it, internal advocacy materials | Collaborative, detailed, give them ammo | Email + call + LinkedIn |
| Technical Evaluator | Integration, security, architecture, POC plan | Technical, specific, no hand-waving | Email + call, offer a technical deep-dive |
| User Buyer | Day-to-day impact, workflow improvements, ease of adoption | Practical, show-don't-tell | Demo, free trial, or sandbox |
| Coach | Gratitude, keep them informed, ask for intel on internal dynamics | Personal, relationship-first | Call or LinkedIn message |
每个委员会成员需要不同的沟通内容：
| 角色 | 沟通重点 | 语气 | 渠道 |
|---|---|---|---|
| Economic Buyer | 业务成果、ROI、战略对齐 | 高管层级，简洁，以指标为导向 | 邮件或转介绍，之后进行高管简报 |
| Champion | 痛点验证、解决方案、内部推广材料 | 协作式，详细，提供推广素材 | 邮件+电话+LinkedIn |
| Technical Evaluator | 集成、安全、架构、POC计划 | 技术向，具体，不模糊 | 邮件+电话，提供技术深度解析 |
| User Buyer | 日常影响、工作流程改进、易用性 | 务实，演示为主 | 演示、免费试用或沙箱环境 |
| Coach | 表达感谢，保持告知，询问内部动态信息 | 个性化，以关系为核心 | 电话或LinkedIn消息 |
Related skills for execution
执行相关的Skill
- — Design the multi-channel sequence for each committee member
/sales-cadence - — Prep discovery questions tailored to each role
/sales-discovery - — Assess deal health once the committee is mapped
/sales-deal-inspect - — Enrich all committee members with verified contact info
/sales-enrich - — Check for buying signals at the account level
/sales-intent - — Not sure which skill to use? The router matches any sales objective to the right skill. Install:
/sales-donpx skills add sales-skills/sales --skills sales-do
- — 为每个委员会成员设计多渠道沟通序列
/sales-cadence - — 为每个角色准备定制化的发现问题
/sales-discovery - — 绘制委员会图谱后评估交易健康度
/sales-deal-inspect - — 为所有委员会成员补充验证过的联系信息
/sales-enrich - — 查看客户层面的采购信号
/sales-intent - — 不确定使用哪个Skill？该路由会将任何销售目标匹配到合适的Skill。安装方式：
/sales-donpx skills add sales-skills/sales --skills sales-do
Ongoing committee monitoring
持续监控委员会
The committee isn't static. Monitor for:
- New hires in relevant departments (potential new stakeholder)
- Departures (if your Champion leaves, the deal may stall)
- Title changes (promotion = more authority, or reorganization = new dynamics)
- Additional departments getting involved (Legal, Procurement, IT Security often join late)
Set up Apollo alerts for the account to catch these changes.
委员会并非一成不变。需监控以下内容：
- 相关部门的新员工（潜在的新利益相关者）
- 人员离职（如果你的Champion离职，交易可能停滞）
- 头衔变更（晋升意味着更多权限，或重组意味着新的动态）
- 新增参与部门（法务、采购、IT安全通常会在后期加入）
在Apollo中设置客户提醒以捕捉这些变化。
Gotchas
注意事项
- Don't go straight to the C-suite. Claude defaults to recommending you email the CEO. Start with the Champion or Coach — someone who has the problem your product solves and will advocate internally. Cold-emailing the CEO of a 5,000-person company about your SaaS tool rarely works.
- Don't treat titles as org chart. A "Director" at a 50-person startup and a "Director" at a Fortune 500 are completely different levels of authority. Always factor in company size before mapping titles to committee roles.
- Don't over-thread small accounts. A 200-person company doesn't have a 7-person buying committee. Adapt the framework to company size — 2-3 contacts for SMB, 5-8 for mid-market, 8-12 for enterprise. Over-threading a small account feels like overkill and can backfire.
- Don't assume the org chart is stable. People change roles, teams reorg, companies restructure. Check job tenure and recent title changes in Apollo before building your map. A map based on 6-month-old data may be wrong.
- 不要直接联系高管层。Claude默认会建议你给CEO发邮件。先从Champion或Coach开始——他们存在你能解决的痛点，会在内部推广。给5000人规模的公司CEO发陌生邮件推销SaaS工具几乎不会成功。
- 不要将头衔等同于组织架构。50人初创公司的“总监”和财富500强公司的“总监”权限完全不同。在将头衔映射到委员会角色前，务必考虑公司规模。
- 不要在小型客户上过度多线程跟进。200人规模的公司不会有7人组成的采购委员会。根据公司规模调整框架——SMB客户2-3名联系人，中大型企业5-8名，大型企业8-12名。在小型客户上过度跟进会显得小题大做，可能适得其反。
- 不要假设组织架构是稳定的。人员会换岗，团队会重组，公司会调整结构。在构建图谱前，先在Apollo中查看任职年限和近期头衔变更。基于6个月前的数据构建的图谱可能已经过时。
Examples
示例
Example 1: Enterprise security product
示例1：企业级安全产品
User says: "Map the buying committee at Acme Corp for our security product"
Skill does:
- Identifies company size (enterprise, 5,000 employees)
- Maps expected committee: CISO (Economic Buyer), Director of Security (Champion), Security Architect (Technical Evaluator), SOC Analysts (User Buyers), VP Engineering (potential Blocker)
- Finds contacts via Apollo People Search filtered to Acme + Security/IT departments
- Recommends entry via Director of Security (Champion), with dual-track approach to CISO
- Creates per-person outreach plan with role-appropriate messaging Result: Complete committee map with entry strategy and multi-threading plan
用户需求：“为我们的安全产品绘制Acme Corp的采购委员会图谱”
Skill执行：
- 确定公司规模（大型企业，5000名员工）
- 映射预期委员会：CISO（Economic Buyer）、安全总监（Champion）、安全架构师（Technical Evaluator）、SOC分析师（User Buyer）、工程VP（潜在Blocker）
- 通过Apollo人员搜索筛选Acme + 安全/IT部门找到联系人
- 推荐以安全总监（Champion）为切入点，采用双轨策略联系CISO
- 创建针对每个角色的个性化沟通计划 结果：完整的委员会图谱，包含切入点策略和多线程跟进计划
Example 2: SMB selling
示例2：SMB销售
User says: "I'm selling to a 100-person startup. Who do I need to talk to?"
Skill does:
- Scales the framework for SMB — 2-3 key contacts, not a 7-person committee
- Identifies that the founder/CEO is likely both Economic Buyer and Champion at this size
- Finds 2-3 relevant contacts (CEO, Head of Engineering, one IC user)
- Recommends a simpler approach — single-threaded may be sufficient for SMB Result: Right-sized committee map that doesn't over-complicate a simple buying process
用户需求：“我正在向一家100人的初创公司销售产品。我需要联系谁？”
Skill执行：
- 针对SMB调整框架——2-3名关键联系人，而非7人委员会
- 确定创始人/CEO可能同时是Economic Buyer和Champion
- 找到2-3名相关联系人（CEO、工程负责人、1名一线用户）
- 推荐更简单的方法——SMB客户单线程跟进可能已足够 结果：适合规模的委员会图谱，不会过度简化简单的采购流程
Example 3: Expanding a stuck deal
示例3：推进停滞的交易
User says: "I have a champion at BigCo but the deal is stuck. Who else should I bring in?"
Skill does:
- Diagnoses the stall — is it missing Economic Buyer support? Technical blocker? Internal politics?
- Maps the existing committee contacts and identifies gaps
- Recommends specific roles to add (likely Technical Evaluator or Economic Buyer)
- Designs an expansion strategy using the Champion for warm introductions Result: Committee gap analysis with specific people to engage and a path to unstick the deal
用户需求：“我在BigCo有一位Champion，但交易停滞了。我还应该联系谁？”
Skill执行：
- 诊断停滞原因——是否缺少Economic Buyer的支持？技术阻碍？内部政治？
- 映射现有委员会联系人并找出缺口
- 推荐需要添加的特定角色（可能是Technical Evaluator或Economic Buyer）
- 设计利用Champion进行转介绍的拓展策略 结果：委员会缺口分析，包含需要联系的具体人员和推进交易的路径
Troubleshooting
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Can't find enough people at the target account
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Cause: Small company, or data provider has limited coverage for that account
Solution: Try multiple data sources (Apollo + LinkedIn Sales Navigator). For small companies, the entire leadership team may be on the company's website. Ask your existing contact for org structure intel.
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Champion left the company
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Cause: Job change — your internal advocate is gone
Solution: Two actions: (1) Reach out to the Champion at their new company — they're a warm lead there. (2) At the original account, find a new Champion quickly — the deal will stall without internal advocacy. Check who the Champion was working with and whether they share the same problem.
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Multiple people claim to be the decision-maker
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Cause: Common in mid-market — titles overlap and authority is ambiguous
Solution: Ask the "budget question" — "Who would need to approve the budget for this?" and the "signature question" — "Whose signature goes on the contract?" The real Economic Buyer controls the money. Everyone else is an influencer, regardless of what they say.
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