问HN：B2B交易的停滞是否更多是由于“组织盲点”而非产品契合度？
我正在研究一个假设，希望能得到在B2B销售、收入运营（RevOps）或创办面向其他企业销售的公司的朋友们的意见。
假设：
很多交易的进展缓慢并不是因为产品不够强大或推销不够好，而是因为早期的对话中没有明确了解谁在买方组织中拥有决策权。
团队往往花费数周时间与那些感兴趣但没有决策权的人交流。当真正的决策者出现时，背景信息已经丢失，进展也被重置。
我很好奇：
1. 在您的经验中，销售开发代表（SDR）/客户经理（AE）是否会在早期有意识地绘制购买团队的结构？
2. 组织意识是否是团队接受培训或激励的内容？
3. 您是否见过因这个原因而导致交易停滞的情况？
4. 这主要是SDR的问题、AE的问题，还是领导层/流程的问题？
5. 是否有真正有效的工具或工作流程可以帮助解决这个问题（而不仅仅是那些没人更新的CRM字段）？
我只是想了解这是否是一个在团队中真实存在的、可重复的模式，还是一个过度思考的理论。
非常感谢您分享任何故事、反驳意见或对您有效的实践。
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I’m researching a hypothesis and would love input from folks who’ve worked in B2B sales, RevOps, or founded companies selling to other businesses.<p>Hypothesis:
A lot of deals don’t slow down because the product is weak or the pitch is bad, but because early conversations happen without a clear understanding of who actually holds decision power inside the buyer’s org.<p>Teams end up spending weeks with people who are interested but not empowered. By the time the real decision-maker shows up, context is lost and momentum resets.<p>I’m curious:<p>1. Do SDRs/AEs in your experience consciously map buying groups early?
2. Is org awareness something teams are trained or incentivized to do?
3. Have you seen deals stall for this reason?
4. Is this mostly an SDR issue, an AE issue, or a leadership/process issue?
5. Are there tools or workflows that genuinely help here (not just CRM fields nobody updates)?<p>Just trying to understand whether this is a real, repeatable pattern across teams or an overthought theory.<p>Would appreciate any stories, counterpoints, or practices that have worked for you.