Video production companies: decision-maker alignment
Use this decision-maker alignment exercise to understand who uses, evaluates, funds and approves the work without dismissing the person in front of you. You are discussing a product demonstration video with a marketing lead planning a product launch. The point of the practice is to make a useful decision together, including recognising when the offer is not a fit.
Agree a stakeholder map and a useful, permission-based way to answer outstanding questions.
The situation
In this fictional brief, the audience sees features but cannot understand the product’s use in context. The buyer wants a concise demonstration of one useful customer workflow. Your offer is a product demonstration video, but you must first establish whether its scope addresses the actual need.
A relevant delivery constraint is that product access and on-camera approvals must arrive before filming. Treat that as a fact in the exercise; do not remove it to make the sale easier.
| Your counterpart | a marketing lead planning a product launch |
|---|---|
| Offer under discussion | a product demonstration video |
| Evidence available | a storyboard with the viewer’s question beside each shot |
| Terms to clarify | Define shoot days, locations, revisions, music rights and final formats. |
How to approach decision-maker alignment
A useful question for this stage: “What would help you explain this proposal internally?” Ask it when the conversation creates a reason for it, rather than reciting every question in order.
- Map roles rather than job titles alone. Ask your contact how they would like others involved and what information those people need.
- Ground the discussion in the buyer’s work. Ask: “What should a viewer be able to explain after the first 30 seconds?” Listen for a concrete example before making a claim.
- Use evidence relevant to the decision: a storyboard with the viewer’s question beside each shot. Explain what it demonstrates and what remains unverified.
- Agree a stakeholder map and a useful, permission-based way to answer outstanding questions.
An industry-specific concern
Buyer: “Can we add another location without changing the budget?”
Possible response: “We can price the additional location or replace an existing setup. Let us compare the production time and the story each option supports.”
Why this response helps: it acknowledges the concern, brings the discussion back to a verifiable requirement and leaves room for a different decision. Adapt the wording to what the buyer actually said.
Run the practice
- Prepare for two minutes. One person takes the seller role and one plays a marketing lead planning a product launch. Read the offer and constraint separately from your preferred answer.
- Have a five-minute conversation focused on understand who uses, evaluates, funds and approves the work without dismissing the person in front of you. The buyer should answer consistently with the brief and ask for evidence when a claim is vague.
- Add this challenge: Your contact supports the idea but cannot share an approver’s details. Offer a concise decision brief they can use.
- Pause for feedback. Quote one useful question and one missed opportunity. Repeat the difficult exchange using a different response.
- Finish by writing the actual agreement. A sensible option, when it fits, is to approve a storyboard and a short test sequence before the main shoot. A clear decision to pause is also a useful outcome.
What to avoid
| Common mistake | Asking to bypass your contact because they are not the final approver. |
|---|---|
| A stronger direction | You know the internal process best. How can we help you prepare a useful discussion with the other stakeholders? |
| Scope and claim boundary | Do not invent viewing benchmarks or promise a viral result. |
| What to measure in real work | completion of the key demonstration segment and relevant next actions. Establish a baseline and definition before interpreting a change. |
An example conversation
Who will use the result, and who needs confidence in the decision?
Our concern is that the audience sees features but cannot understand the product’s use in context. Also, product access and on-camera approvals must arrive before filming.
What should a viewer be able to explain after the first 30 seconds?
Can we add another location without changing the budget?
We can price the additional location or replace an existing setup. Let us compare the production time and the story each option supports.
What would help you explain this proposal internally?
Your working sheet.
Make the exercise your own. Notes are saved in this browser when storage is available. Download a copy to keep; avoid confidential information on a shared device.
Example: the audience sees features but cannot understand the product’s use in context; product access and on-camera approvals must arrive before filming.
Example: What would help you explain this proposal internally? Industry question: What should a viewer be able to explain after the first 30 seconds?
Example: a storyboard with the viewer’s question beside each shot. Do not invent viewing benchmarks or promise a viral result.
Example: Propose a clear next step, such as: approve a storyboard and a short test sequence before the main shoot. Confirm the owner and date.
Review your work
This is a reflection checklist, not an automated assessment.
Questions
Who is this video production companies exercise for?+
Can I use the example as a script?+
How should I assess the result?+
Fictional training scenario. The dialogue illustrates response choices; it is not a customer testimonial or a record of a real sale.
Explore more sales resourcesTake the conversation further.
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