Opportunity Management

As a sales director, you inquire into the status of an important opportunity. The account executive gives you the following status report:

"At first, I tried to reach Dr. Alison Herrera, the Chief Medical Officer, for two weeks. From colleagues, I heard that she is the one who decides what medical machines the hospital uses. But Mr. Starr, her assistant, would not give me an appointment. He was remarkably unapproachable.

But I was lucky and bumped into Dr. Herrera at a trade fair. She visited our booth and seemed interested in our new MRI scanner. So, she agreed to meet me. After the meeting, she assigned me to her deputy, Dr. Fred Flint. He seemed fascinated by the new scanner, especially by the studies corroborating the machine's higher resolution for moving organs like the heart and lung. He asked me to send him in-depth information and studies showcasing the scanner's advanced capabilities. He promised me to distribute the materials to the radiologists who would have to work with the scanner. A week ago, Dr. Flint called me to tell me that one of the radiologists, Dr. Seuss, badmouthed our product in the cafeteria claiming that he did not believe the studies. He must have gotten in a bit of a fight with Dr. M'Basa, another radiologist, who declared that the new scanner would fundamentally improve the hospital's diagnostics. Dr. Flint told me that he got me another meeting with Dr. Herrera tomorrow. Apparently, she was a highly respected radiologist herself before becoming Chief Medical Officer. Dr. Flint hopes that I could convince her to argue for our scanners' benefits in front of the radiologists. However, Dr. Flint also said that even if the radiologists agreed, I would still have to negotiate the price with Mr. Scrooge, the Head of Finance. It seems that he is not fond of the idea that the hospital buys another MRI scanner as the utilization of the current machines is not high enough in his eyes."

You interrupt his long speech and ask him to report back a one-page analysis of the player map.

Match the right buying center role and relationship status to the persons in the player map by selecting the right choice from the drop-down menu:

Dr. Alison Herrera Relationship Status

As a sales director, you inquire into the status of an important opportunity. The account executive gives you the following status report:

"At first, I tried to reach Dr. Alison Herrera, the Chief Medical Officer, for two weeks. From colleagues, I heard that she is the one who decides what medical machines the hospital uses. But Mr. Starr, her assistant, would not give me an appointment. He was remarkably unapproachable.

But I was lucky and bumped into Dr. Herrera at a trade fair. She visited our booth and seemed interested in our new MRI scanner. So, she agreed to meet me. After the meeting, she assigned me to her deputy, Dr. Fred Flint. He seemed fascinated by the new scanner, especially by the studies corroborating the machine's higher resolution for moving organs like the heart and lung. He asked me to send him in-depth information and studies showcasing the scanner's advanced capabilities. He promised me to distribute the materials to the radiologists who would have to work with the scanner. A week ago, Dr. Flint called me to tell me that one of the radiologists, Dr. Seuss, badmouthed our product in the cafeteria claiming that he did not believe the studies. He must have gotten in a bit of a fight with Dr. M'Basa, another radiologist, who declared that the new scanner would fundamentally improve the hospital's diagnostics. Dr. Flint told me that he got me another meeting with Dr. Herrera tomorrow. Apparently, she was a highly respected radiologist herself before becoming Chief Medical Officer. Dr. Flint hopes that I could convince her to argue for our scanners' benefits in front of the radiologists. However, Dr. Flint also said that even if the radiologists agreed, I would still have to negotiate the price with Mr. Scrooge, the Head of Finance. It seems that he is not fond of the idea that the hospital buys another MRI scanner as the utilization of the current machines is not high enough in his eyes."

You interrupt his long speech and ask him to report back a one-page analysis of the player map.

Match the right buying center role and relationship status to the persons in the player map by selecting the right choice from the drop-down menu:

Mr. Starr's Role

As a sales director, you inquire into the status of an important opportunity. The account executive gives you the following status report:

"At first, I tried to reach Dr. Alison Herrera, the Chief Medical Officer, for two weeks. From colleagues, I heard that she is the one who decides what medical machines the hospital uses. But Mr. Starr, her assistant, would not give me an appointment. He was remarkably unapproachable.

But I was lucky and bumped into Dr. Herrera at a trade fair. She visited our booth and seemed interested in our new MRI scanner. So, she agreed to meet me. After the meeting, she assigned me to her deputy, Dr. Fred Flint. He seemed fascinated by the new scanner, especially by the studies corroborating the machine's higher resolution for moving organs like the heart and lung. He asked me to send him in-depth information and studies showcasing the scanner's advanced capabilities. He promised me to distribute the materials to the radiologists who would have to work with the scanner. A week ago, Dr. Flint called me to tell me that one of the radiologists, Dr. Seuss, badmouthed our product in the cafeteria claiming that he did not believe the studies. He must have gotten in a bit of a fight with Dr. M'Basa, another radiologist, who declared that the new scanner would fundamentally improve the hospital's diagnostics. Dr. Flint told me that he got me another meeting with Dr. Herrera tomorrow. Apparently, she was a highly respected radiologist herself before becoming Chief Medical Officer. Dr. Flint hopes that I could convince her to argue for our scanners' benefits in front of the radiologists. However, Dr. Flint also said that even if the radiologists agreed, I would still have to negotiate the price with Mr. Scrooge, the Head of Finance. It seems that he is not fond of the idea that the hospital buys another MRI scanner as the utilization of the current machines is not high enough in his eyes."

You interrupt his long speech and ask him to report back a one-page analysis of the player map.

Match the right buying center role and relationship status to the persons in the player map by selecting the right choice from the drop-down menu:

Mr. Starr Relationship Status

As a sales director, you inquire into the status of an important opportunity. The account executive gives you the following status report:

"At first, I tried to reach Dr. Alison Herrera, the Chief Medical Officer, for two weeks. From colleagues, I heard that she is the one who decides what medical machines the hospital uses. But Mr. Starr, her assistant, would not give me an appointment. He was remarkably unapproachable.

But I was lucky and bumped into Dr. Herrera at a trade fair. She visited our booth and seemed interested in our new MRI scanner. So, she agreed to meet me. After the meeting, she assigned me to her deputy, Dr. Fred Flint. He seemed fascinated by the new scanner, especially by the studies corroborating the machine's higher resolution for moving organs like the heart and lung. He asked me to send him in-depth information and studies showcasing the scanner's advanced capabilities. He promised me to distribute the materials to the radiologists who would have to work with the scanner. A week ago, Dr. Flint called me to tell me that one of the radiologists, Dr. Seuss, badmouthed our product in the cafeteria claiming that he did not believe the studies. He must have gotten in a bit of a fight with Dr. M'Basa, another radiologist, who declared that the new scanner would fundamentally improve the hospital's diagnostics. Dr. Flint told me that he got me another meeting with Dr. Herrera tomorrow. Apparently, she was a highly respected radiologist herself before becoming Chief Medical Officer. Dr. Flint hopes that I could convince her to argue for our scanners' benefits in front of the radiologists. However, Dr. Flint also said that even if the radiologists agreed, I would still have to negotiate the price with Mr. Scrooge, the Head of Finance. It seems that he is not fond of the idea that the hospital buys another MRI scanner as the utilization of the current machines is not high enough in his eyes."

You interrupt his long speech and ask him to report back a one-page analysis of the player map.

Match the right buying center role and relationship status to the persons in the player map by selecting the right choice from the drop-down menu:

Dr. Fred Flint's Role

As a sales director, you inquire into the status of an important opportunity. The account executive gives you the following status report:

"At first, I tried to reach Dr. Alison Herrera, the Chief Medical Officer, for two weeks. From colleagues, I heard that she is the one who decides what medical machines the hospital uses. But Mr. Starr, her assistant, would not give me an appointment. He was remarkably unapproachable.

But I was lucky and bumped into Dr. Herrera at a trade fair. She visited our booth and seemed interested in our new MRI scanner. So, she agreed to meet me. After the meeting, she assigned me to her deputy, Dr. Fred Flint. He seemed fascinated by the new scanner, especially by the studies corroborating the machine's higher resolution for moving organs like the heart and lung. He asked me to send him in-depth information and studies showcasing the scanner's advanced capabilities. He promised me to distribute the materials to the radiologists who would have to work with the scanner. A week ago, Dr. Flint called me to tell me that one of the radiologists, Dr. Seuss, badmouthed our product in the cafeteria claiming that he did not believe the studies. He must have gotten in a bit of a fight with Dr. M'Basa, another radiologist, who declared that the new scanner would fundamentally improve the hospital's diagnostics. Dr. Flint told me that he got me another meeting with Dr. Herrera tomorrow. Apparently, she was a highly respected radiologist herself before becoming Chief Medical Officer. Dr. Flint hopes that I could convince her to argue for our scanners' benefits in front of the radiologists. However, Dr. Flint also said that even if the radiologists agreed, I would still have to negotiate the price with Mr. Scrooge, the Head of Finance. It seems that he is not fond of the idea that the hospital buys another MRI scanner as the utilization of the current machines is not high enough in his eyes."

You interrupt his long speech and ask him to report back a one-page analysis of the player map.

Match the right buying center role and relationship status to the persons in the player map by selecting the right choice from the drop-down menu:

Dr. Fred Flint Relationship Status

As a sales director, you inquire into the status of an important opportunity. The account executive gives you the following status report:

"At first, I tried to reach Dr. Alison Herrera, the Chief Medical Officer, for two weeks. From colleagues, I heard that she is the one who decides what medical machines the hospital uses. But Mr. Starr, her assistant, would not give me an appointment. He was remarkably unapproachable.

But I was lucky and bumped into Dr. Herrera at a trade fair. She visited our booth and seemed interested in our new MRI scanner. So, she agreed to meet me. After the meeting, she assigned me to her deputy, Dr. Fred Flint. He seemed fascinated by the new scanner, especially by the studies corroborating the machine's higher resolution for moving organs like the heart and lung. He asked me to send him in-depth information and studies showcasing the scanner's advanced capabilities. He promised me to distribute the materials to the radiologists who would have to work with the scanner. A week ago, Dr. Flint called me to tell me that one of the radiologists, Dr. Seuss, badmouthed our product in the cafeteria claiming that he did not believe the studies. He must have gotten in a bit of a fight with Dr. M'Basa, another radiologist, who declared that the new scanner would fundamentally improve the hospital's diagnostics. Dr. Flint told me that he got me another meeting with Dr. Herrera tomorrow. Apparently, she was a highly respected radiologist herself before becoming Chief Medical Officer. Dr. Flint hopes that I could convince her to argue for our scanners' benefits in front of the radiologists. However, Dr. Flint also said that even if the radiologists agreed, I would still have to negotiate the price with Mr. Scrooge, the Head of Finance. It seems that he is not fond of the idea that the hospital buys another MRI scanner as the utilization of the current machines is not high enough in his eyes."

You interrupt his long speech and ask him to report back a one-page analysis of the player map.

Match the right buying center role and relationship status to the persons in the player map by selecting the right choice from the drop-down menu:

Dr. Seuss' Role

As a sales director, you inquire into the status of an important opportunity. The account executive gives you the following status report:

"At first, I tried to reach Dr. Alison Herrera, the Chief Medical Officer, for two weeks. From colleagues, I heard that she is the one who decides what medical machines the hospital uses. But Mr. Starr, her assistant, would not give me an appointment. He was remarkably unapproachable.

But I was lucky and bumped into Dr. Herrera at a trade fair. She visited our booth and seemed interested in our new MRI scanner. So, she agreed to meet me. After the meeting, she assigned me to her deputy, Dr. Fred Flint. He seemed fascinated by the new scanner, especially by the studies corroborating the machine's higher resolution for moving organs like the heart and lung. He asked me to send him in-depth information and studies showcasing the scanner's advanced capabilities. He promised me to distribute the materials to the radiologists who would have to work with the scanner. A week ago, Dr. Flint called me to tell me that one of the radiologists, Dr. Seuss, badmouthed our product in the cafeteria claiming that he did not believe the studies. He must have gotten in a bit of a fight with Dr. M'Basa, another radiologist, who declared that the new scanner would fundamentally improve the hospital's diagnostics. Dr. Flint told me that he got me another meeting with Dr. Herrera tomorrow. Apparently, she was a highly respected radiologist herself before becoming Chief Medical Officer. Dr. Flint hopes that I could convince her to argue for our scanners' benefits in front of the radiologists. However, Dr. Flint also said that even if the radiologists agreed, I would still have to negotiate the price with Mr. Scrooge, the Head of Finance. It seems that he is not fond of the idea that the hospital buys another MRI scanner as the utilization of the current machines is not high enough in his eyes."

You interrupt his long speech and ask him to report back a one-page analysis of the player map.

Match the right buying center role and relationship status to the persons in the player map by selecting the right choice from the drop-down menu:

Dr. Seuss Relationship Status

As a sales director, you inquire into the status of an important opportunity. The account executive gives you the following status report:

"At first, I tried to reach Dr. Alison Herrera, the Chief Medical Officer, for two weeks. From colleagues, I heard that she is the one who decides what medical machines the hospital uses. But Mr. Starr, her assistant, would not give me an appointment. He was remarkably unapproachable.

But I was lucky and bumped into Dr. Herrera at a trade fair. She visited our booth and seemed interested in our new MRI scanner. So, she agreed to meet me. After the meeting, she assigned me to her deputy, Dr. Fred Flint. He seemed fascinated by the new scanner, especially by the studies corroborating the machine's higher resolution for moving organs like the heart and lung. He asked me to send him in-depth information and studies showcasing the scanner's advanced capabilities. He promised me to distribute the materials to the radiologists who would have to work with the scanner. A week ago, Dr. Flint called me to tell me that one of the radiologists, Dr. Seuss, badmouthed our product in the cafeteria claiming that he did not believe the studies. He must have gotten in a bit of a fight with Dr. M'Basa, another radiologist, who declared that the new scanner would fundamentally improve the hospital's diagnostics. Dr. Flint told me that he got me another meeting with Dr. Herrera tomorrow. Apparently, she was a highly respected radiologist herself before becoming Chief Medical Officer. Dr. Flint hopes that I could convince her to argue for our scanners' benefits in front of the radiologists. However, Dr. Flint also said that even if the radiologists agreed, I would still have to negotiate the price with Mr. Scrooge, the Head of Finance. It seems that he is not fond of the idea that the hospital buys another MRI scanner as the utilization of the current machines is not high enough in his eyes."

You interrupt his long speech and ask him to report back a one-page analysis of the player map.

Match the right buying center role and relationship status to the persons in the player map by selecting the right choice from the drop-down menu:

Dr. M'Basa's Role

As a sales director, you inquire into the status of an important opportunity. The account executive gives you the following status report:

"At first, I tried to reach Dr. Alison Herrera, the Chief Medical Officer, for two weeks. From colleagues, I heard that she is the one who decides what medical machines the hospital uses. But Mr. Starr, her assistant, would not give me an appointment. He was remarkably unapproachable.

But I was lucky and bumped into Dr. Herrera at a trade fair. She visited our booth and seemed interested in our new MRI scanner. So, she agreed to meet me. After the meeting, she assigned me to her deputy, Dr. Fred Flint. He seemed fascinated by the new scanner, especially by the studies corroborating the machine's higher resolution for moving organs like the heart and lung. He asked me to send him in-depth information and studies showcasing the scanner's advanced capabilities. He promised me to distribute the materials to the radiologists who would have to work with the scanner. A week ago, Dr. Flint called me to tell me that one of the radiologists, Dr. Seuss, badmouthed our product in the cafeteria claiming that he did not believe the studies. He must have gotten in a bit of a fight with Dr. M'Basa, another radiologist, who declared that the new scanner would fundamentally improve the hospital's diagnostics. Dr. Flint told me that he got me another meeting with Dr. Herrera tomorrow. Apparently, she was a highly respected radiologist herself before becoming Chief Medical Officer. Dr. Flint hopes that I could convince her to argue for our scanners' benefits in front of the radiologists. However, Dr. Flint also said that even if the radiologists agreed, I would still have to negotiate the price with Mr. Scrooge, the Head of Finance. It seems that he is not fond of the idea that the hospital buys another MRI scanner as the utilization of the current machines is not high enough in his eyes."

You interrupt his long speech and ask him to report back a one-page analysis of the player map.

Match the right buying center role and relationship status to the persons in the player map by selecting the right choice from the drop-down menu:

Dr. M'Basa Relationship Status

As a sales director, you inquire into the status of an important opportunity. The account executive gives you the following status report:

"At first, I tried to reach Dr. Alison Herrera, the Chief Medical Officer, for two weeks. From colleagues, I heard that she is the one who decides what medical machines the hospital uses. But Mr. Starr, her assistant, would not give me an appointment. He was remarkably unapproachable.

But I was lucky and bumped into Dr. Herrera at a trade fair. She visited our booth and seemed interested in our new MRI scanner. So, she agreed to meet me. After the meeting, she assigned me to her deputy, Dr. Fred Flint. He seemed fascinated by the new scanner, especially by the studies corroborating the machine's higher resolution for moving organs like the heart and lung. He asked me to send him in-depth information and studies showcasing the scanner's advanced capabilities. He promised me to distribute the materials to the radiologists who would have to work with the scanner. A week ago, Dr. Flint called me to tell me that one of the radiologists, Dr. Seuss, badmouthed our product in the cafeteria claiming that he did not believe the studies. He must have gotten in a bit of a fight with Dr. M'Basa, another radiologist, who declared that the new scanner would fundamentally improve the hospital's diagnostics. Dr. Flint told me that he got me another meeting with Dr. Herrera tomorrow. Apparently, she was a highly respected radiologist herself before becoming Chief Medical Officer. Dr. Flint hopes that I could convince her to argue for our scanners' benefits in front of the radiologists. However, Dr. Flint also said that even if the radiologists agreed, I would still have to negotiate the price with Mr. Scrooge, the Head of Finance. It seems that he is not fond of the idea that the hospital buys another MRI scanner as the utilization of the current machines is not high enough in his eyes."

You interrupt his long speech and ask him to report back a one-page analysis of the player map.

Match the right buying center role and relationship status to the persons in the player map by selecting the right choice from the drop-down menu:

Mr. Scrooge's Role

As a sales director, you inquire into the status of an important opportunity. The account executive gives you the following status report:

"At first, I tried to reach Dr. Alison Herrera, the Chief Medical Officer, for two weeks. From colleagues, I heard that she is the one who decides what medical machines the hospital uses. But Mr. Starr, her assistant, would not give me an appointment. He was remarkably unapproachable.

But I was lucky and bumped into Dr. Herrera at a trade fair. She visited our booth and seemed interested in our new MRI scanner. So, she agreed to meet me. After the meeting, she assigned me to her deputy, Dr. Fred Flint. He seemed fascinated by the new scanner, especially by the studies corroborating the machine's higher resolution for moving organs like the heart and lung. He asked me to send him in-depth information and studies showcasing the scanner's advanced capabilities. He promised me to distribute the materials to the radiologists who would have to work with the scanner. A week ago, Dr. Flint called me to tell me that one of the radiologists, Dr. Seuss, badmouthed our product in the cafeteria claiming that he did not believe the studies. He must have gotten in a bit of a fight with Dr. M'Basa, another radiologist, who declared that the new scanner would fundamentally improve the hospital's diagnostics. Dr. Flint told me that he got me another meeting with Dr. Herrera tomorrow. Apparently, she was a highly respected radiologist herself before becoming Chief Medical Officer. Dr. Flint hopes that I could convince her to argue for our scanners' benefits in front of the radiologists. However, Dr. Flint also said that even if the radiologists agreed, I would still have to negotiate the price with Mr. Scrooge, the Head of Finance. It seems that he is not fond of the idea that the hospital buys another MRI scanner as the utilization of the current machines is not high enough in his eyes."

You interrupt his long speech and ask him to report back a one-page analysis of the player map.

Match the right buying center role and relationship status to the persons in the player map by selecting the right choice from the drop-down menu:

Mr. Scrooge Relationship Status

What types of Real-Win-Worth questions are the following examples? Assign the right category (Real, Win, or Worth) to the questions by selecting it from the drop-down menu.

Do we know all decision-makers and decision influencers?

What types of Real-Win-Worth questions are the following examples? Assign the right category (Real, Win, or Worth) to the questions by selecting it from the drop-down menu.

Is there a driver for change causing the customer to take action?

What types of Real-Win-Worth questions are the following examples? Assign the right category (Real, Win, or Worth) to the questions by selecting it from the drop-down menu.

Is the time reasonable? Do we have enough time?

In the context of the organizational buying process, which of the following statements correctly characterize the technical specification?

What are synonyms for the buying center?

In the context of the organizational buying process, which of the following statements correctly characterize the budget?

Which members of the buying center are typically responsible for the following buying steps? Assign the right role to the steps by selecting the right role from the drop-down menu: 

Issue purchase order

Which members of the buying center are typically responsible for the following buying steps? Assign the right role to the steps by selecting the right role from the drop-down menu: 

Collect Quotations

Which members of the buying center are typically responsible for the following buying steps? Assign the right role to the steps by selecting the right role from the drop-down menu: 

Define technical specifications

Which members of the buying center are typically responsible for the following buying steps? Assign the right role to the steps by selecting the right role from the drop-down menu: 

Approve a budget

Which members of the buying center are typically responsible for the following buying steps? Assign the right role to the steps by selecting the right role from the drop-down menu: 

Propose a change

Which members of the buying center are typically responsible for the following buying steps? Assign the right role to the steps by selecting the right role from the drop-down menu: 

Negotiate price

In the organizational buying context, what are characteristics of users?

What are characteristics of a mentor?

In the organizational buying context, what are characteristics of an influence?

In the organizational buying context, what are characteristics of purchasers?

What are characteristics of a mentor?