Qualify complex enterprise opportunities using the MEDDIC framework to ensure deal viability and improve forecast accuracy.

• Enterprise deal qualification
• Complex sales cycles (60+ days)
• Multiple stakeholder deals
• High ACV opportunities ($50K+)
• Improving forecast accuracy

• Metrics - Quantified value
• Economic Buyer - Decision authority
• Decision Criteria - How they'll choose
• Decision Process - How they'll buy
• Identify Pain - Business problem
• Champion - Internal advocate
• Competition - Competitive landscape
• Paper Process - Legal/procurement

• "If this project succeeds, what numbers will change?"
• "How will you measure ROI?"
• "What's the cost of the current problem?"
• "What KPIs are you trying to impact?"

• "Who ultimately approves the budget for this?"
• "Have you worked with them on similar initiatives?"
• "Can I meet them before we finalize a proposal?"

• "What are the must-haves vs nice-to-haves?"
• "How will you compare solutions?"
• "Who developed these criteria?"
• "How important is [your differentiator]?"

• "Walk me through the steps from here to signed contract."
• "Who else needs to evaluate this?"
• "Are there approval committees or board reviews?"
• "What could delay or derail this process?"

• "What's driving this initiative now?"
• "What happens if you do nothing?"
• "How is this affecting your team/business/customers?"
• "Have you tried to solve this before?"

• "Who's the biggest advocate for this project?"
• "What happens to them if this succeeds/fails?"
• "Can they get us access to [stakeholder]?"
• "How much influence do they have?"

• "What alternatives are you considering?"
• "How far along are you with other vendors?"
• "What do you like about what you've seen?"
• "How does that compare to what we've shown you?"

• "What's your typical procurement timeline?"
• "Are there security or legal reviews required?"
• "Have you worked with vendors like us before?"
• "What can we do to expedite the process?"

• Account: GlobalTech Inc
• Value: $250,000 ARR
• Stage: Proposal
• Close Date: March 15
• Sales Cycle: 90 days (Day 60)

• ROI target: 3x in Year 1
• Specific KPIs: Reduce CAC by 20%, increase pipeline by 40%
• CFO signed off on business case
• Baseline metrics documented

• EB: CFO Jennifer Walsh
• Champion confirmed she has budget authority
• Haven't had direct meeting yet
• Email correspondence only

• Formal RFP with weighted criteria
• Our top differentiators match their priorities:
  • Integration depth (30% weight) - ✅ Our strength
  • Time to value (25% weight) - ✅ Our strength
  • Price (20% weight) - ⚠️ Neutral
  • Support (15% weight) - ✅ Our strength
  • References (10% weight) - ✅ Have 3 ready

• Step 1: Technical evaluation ✅ Complete
• Step 2: Business review ✅ Complete
• Step 3: Proposal review ⏳ This week
• Step 4: CFO approval ⏳ Pending
• Step 5: Legal/Procurement ⏳ Unknown timeline
• Step 6: Contract signed ⏳ Target March 15

• Current problem: 40% of leads fall through cracks
• Business impact: $2M estimated lost revenue
• Trigger: Missed Q3 target, board pressure
• Previous attempts: Tried 2 solutions, both failed

• Name: Marcus Chen, VP Revenue Operations
• Motivation: His initiative, career impact
• Influence: Direct report to CFO
• Actions taken:
  • Built internal business case
  • Scheduled all meetings
  • Defended us vs. competitor
  • Sharing our content internally

• Know they evaluated CompetitorX
• Don't know current status
• Champion said "we've narrowed to two"
• No details on competitor proposal

• Ask champion directly about competitor status
• Understand their proposal/pricing
• Prepare competitive battle card response

• They have a procurement team
• Security review likely required
• No timeline documented
• Haven't met procurement

• Ask champion about typical procurement timeline
• Offer to start security questionnaire early
• Get intro to procurement contact

1. Meet CFO (Economic Buyer confirmed)
2. Confirm competitor status (know we're preferred)
3. Map procurement timeline (no surprises)

• Competition could have better pricing
• Procurement could delay past March 15
• CFO hasn't engaged directly

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1. Personal Win: This is his initiative; success = promotion
2. Pain Owner: Responsible for the problem we solve
3. Budget Influence: Makes recommendation to CFO
4. Trusted: Long tenure, respected internally

1. Provide leave-behind for his CFO conversation
2. Share competitor objection responses
3. Arm with 3 references he can share
4. Prepare him for likely CFO questions:
   • "Why not build this ourselves?"
   • "What's the implementation risk?"
   • "Can we get better pricing?"

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• Structuring complex deal qualification
• Identifying deal gaps systematically
• Creating deal coaching plans
• Improving forecast accuracy

• Replace relationship skills
• Guarantee deal outcomes
• Know competitor strategies
• Handle negotiation tactics

• PTC MEDDIC Framework (Dick Dunkel)
• Force Management MEDDICC
• Salesforce Enterprise Selling
• Winning by Design MEDDIC

• lead-qualification-bant

  - Simpler qualification

• deal-risk-scoring

  - Risk assessment

• pipeline-forecasting

  - Commit based on MEDDIC

• Domain: SDR Automation / Sales
• Complexity: Advanced
• Mode: centaur
• Time to Value: 45-60 min per deal
• Prerequisites: Enterprise sales experience