Step 2. Once a manager has identified a problem that needs attention, the decision criteria that will be important in solving the problem must be identified. In our vehicle-buying example, the sales manager assesses the factors that are relevant in her decision, which might include criteria such as price, model (two-door or four-door), size (compact or intermediate), manufacturer (French, Japanese, South Korean, German, American), optional equipment (self-parking, navigation system, side-impact protection, leather interior), and repair records. These criteria reflect what she thinks is relevant in her decision. Every decision maker has criteria—whether explicitly stated or not—that guide his or her decision making. Note that in this step in the decision-making process, what’s not identified can be as important as what is because it’s still guiding the decision. For instance, although the sales manager didn’t consider fuel economy to be a criterion and won’t use it to influence her choice of car, she had to assess that criteria before choosing to include or not include it in her relevant criteria.