MEET CLARA.

Buyer Persona Example

CLARA MILLS

CEO at Moon Textiles Global

Clara is a CEO and founder with over 25 years of experience within the textile manufacturing industry. While based mostly in the UK, Clara oversees global operations across Southeast Asia, the United States, and Europe. Her empathetic, intelligent and untiringly curious manner makes her a well-respected and admired leader in both her organisation and field of work.

WHAT KIND OF BUYER DOES CLARA REPRESENT?

Note: It can be tricky to strike the balance between being too general and too specific with your personas. To achieve the best of both worlds, build a persona that represents a wider audience, but add a human example (like Clara) to make it feel more real.

PART 1 of 3

DEMOGRAPHIC ATTRIBUTES

AGE RANGE	40-55
GENDER	Not relevant
EDUCATIONAL BACKGROUND	Bachelor's to PhD
INCOME CLASS	High
YEARS IN ROLE	3-5
YEARS OF EXPERIENCE	20-40
COUNTRY OF RESIDENCE	Typically WEIRD (western, educated, industrialized, rich, democratic) countries

PART 2 of 3

EMOTIVE ATTRIBUTES

HIGHEST PRIORITIES	Grow revenue and manage P&L Define and continually improve strategy Position the org. as a market leader Constantly explore new market opportunities Ensure teams are productive and motivated
BIGGEST PAIN POINTS	I have multiple stakeholders to consider at all times: execs, board members, employees, press, etc. I need to make sure everyone in our team, esp. the leaders, are motivated and incentivised. I’m concerned about how our brand and reputation come across, especially to different audiences. My strategic decisions need to differentiate us offer as much value as possible.
PREFERRED DIGITAL SPACES	The Economist, Financial Times, New York Times, Bloomberg, LinkedIn

PART 3 of 3

DECISION PROCESS ATTRIBUTES

REPORTS TO	Myself, my board.
ORGANISATIONAL INFLUENCE/BUYING	I make key decisions and have sign-off on major purchases, but I'm also influenced by board members and fellow executives.
BUDGET CONSTRAINTS	I consult with the CFO and consider overall business strategy to define budgets.
OTHER INFLUENCING STAKEHOLDERS	Advisors, board members, execs, employees, unions, press and public opinion, competitors.
DECISION CRITERIA	When making large purchases, it is usually because a trusted advisor, board member, or executive has already justified it to me. For vendors, I consider cost, credibility, ROI and other financial projections, PR impact, cultural fit, and long-term value.