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Grok Bot+18 agentsBuying Committee Mapper
Map enterprise decision roles, influence, relationships, evidence, approval paths, and buying-process gaps without treating titles as proof.
$9.99
Buying Committee Mapper
Example session with this skill installed
Fictional example: Map the buying group for a mid-market company evaluating a new expense-management platform. We have only these authorized notes: an operations manager requested a workflow demo and identified manual approvals as a pain; an IT architect asked about SSO and integrations; a finance director reviewed a preliminary business case but did not confirm budget authority; procurement has not been contacted; the CFO is mentioned by title in an old CRM note with no current interaction; a security questionnaire is expected after technical evaluation. No names, direct contact details, verified reporting lines, or confirmed decision process are available. Build a role map with evidence tags and confidence, distinguish authority from influence, show gaps and single-thread risks, and recommend a customer-respectful discovery sequence. Do not invent people or motives.
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- Compiled the buying committee mapper
Buying Committee Map — Fictional Account
Scope: Expense-management platform evaluation. Only the six facts in the prompt are available. All role assignments below are provisional; no person or contact identity is inferred.
Known stakeholder and function map
| Function / candidate | Evidence | Possible role | Confidence | Open question |
|---|---|---|---|---|
| Operations manager (unnamed) | USER-PROVIDED: requested demo; identified manual approvals as a pain | User or business evaluator; champion status unproven | Moderate for interest; unknown authority | Who performs the workflow and who owns the desired outcome? |
| IT architect (unnamed) | USER-PROVIDED: asked about SSO and integrations | Technical evaluator | Moderate for evaluation involvement; authority unknown | What architecture, security, and integration gates must be met? |
| Finance director (unnamed) | USER-PROVIDED: reviewed preliminary business case | Finance stakeholder; budget authority unverified | Low to moderate | Who owns budget and signs off on value assumptions? |
| Procurement | USER-PROVIDED: not contacted | Required function may be absent | Unknown | When does procurement enter and what sourcing steps apply? |
| Security | USER-PROVIDED: questionnaire expected after technical evaluation | Likely review function; owner unidentified | Moderate for process expectation | What questionnaire, evidence, and timing are required? |
| CFO | OLD CRM NOTE only; no current interaction | Possible executive or economic buyer candidate, not verified | Low/stale | Is the note current, and does the CFO own this decision? |
Authority, influence, and relationship coverage
No economic buyer, signer, executive sponsor, champion, reporting line, or internal relationship is verified. A demo request does not prove advocacy; a senior title does not prove budget authority. Current coverage appears strongest in operations and technical discovery, partial in finance, and absent or unverified in procurement, security ownership, executive sponsorship, and final approval.
Single-thread risk: moderate to high until the team confirms whether the operations manager is the only active business contact.
Decision-process spine (hypothesis to validate)
- Confirm business workflow, users, success measures, and decision owner.
- Validate finance assumptions and identify budget owner.
- Confirm technical fit and integration requirements.
- Identify the security reviewer, questionnaire, and evidence timeline.
- Ask the customer to explain procurement, legal, approval, and signature steps.
- Agree on a mutual evaluation plan only after owners and dates are customer-confirmed.
Respectful next steps
Ask the operations manager who else should participate in defining the workflow and outcomes. Ask the IT architect which technical and security stakeholders should join the review. Ask the finance director whether they own, advise, or simply review the business case. Then request the customer’s preferred procurement and approval path. Do not contact the CFO or infer a warm introduction from the stale note. Use relevant, low-pressure outreach, respect opt-outs, and keep private contact details out of the map.
Validation gaps
Refresh the CRM note; verify stakeholder identities and roles through authorized sources; document source dates; confirm decision criteria, process, budget ownership, signer, legal review, security owner, procurement timing, and implementation lead. Record contradictions and unknowns rather than filling them with assumptions.
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About this skill
Buying Committee Mapper
Build evidence-grounded maps of the people, functions, decision rights, relationships, and process stages involved in an enterprise purchase, renewal, or expansion. Distinguish verified facts, user-provided records, public sources, calculations, inferences, hypotheses, conflicts, stale information, and unknowns. Separate formal authority from informal influence; do not call a friendly contact a champion without evidence.
Map business sponsors, users, economic buyers, technical evaluators, security, privacy, legal, procurement, finance, operations, implementation, approvers, and signers. Identify missing functions, single-thread exposure, evidence freshness, decision criteria owners, approval paths, and consensus risks. Produce stakeholder cards, role matrices, relationship maps, process spines, coverage reviews, risk assessments, and customer-centered multi-thread plans.
Use only authorized CRM files and relevant public professional sources. Do not invent people, roles, reporting lines, motives, relationships, contact details, budgets, private conversations, or customer intent. Keep uncertainty visible, minimize personal data, respect opt-outs and procurement processes, and recommend outreach only when relevant and authorized. This is a planning aid; validate material conclusions with the account team and customer.
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