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Inspect a Deal

销售机会检查

Help the user inspect an individual deal — score its health, identify risks, map stakeholders, and build a prioritized action plan.
帮助用户检查单个销售机会——为其健康度评分、识别风险、映射利益相关人并制定优先级行动规划。

Step 1 — Gather context

步骤1 — 收集上下文

Ask the user:
  1. Deal basics:
    • Company name
    • Deal size (ACV or total contract value)
    • Current stage (e.g., Discovery, Demo, Proposal, Negotiation, Closed Won/Lost)
    • Expected close date
    • How long has it been in the current stage?
  2. Stakeholders:
    • Who is your champion? How strong are they?
    • Have you met the economic buyer (person who signs the check)?
    • Who else is involved in the evaluation? (technical, legal, procurement, end users)
  3. What's your biggest concern about this deal?
    • A) It's moving too slowly / stalled
    • B) I'm single-threaded (only talking to one person)
    • C) Competitor is in the mix
    • D) Budget hasn't been confirmed
    • E) Champion seems to be going dark
    • F) Close date keeps slipping
    • G) I don't know enough about their decision process
    • H) Something else — describe it
询问用户：
  1. 销售机会基础信息:
    • 公司名称
    • 交易规模（ACV或总合同额）
    • 当前阶段（如：发现、演示、提案、谈判、成交/丢单）
    • 预计成交日期
    • 当前阶段已耗时多久？
  2. 利益相关人:
    • 你的Champion是谁？他们的实力如何？
    • 你是否对接过经济购买人（EB，即签署支票的人）？
    • 还有哪些人参与评估？（技术、法务、采购、终端用户）
  3. 你对这个销售机会最大的担忧是什么？
    • A) 推进过慢/停滞
    • B) 单线对接（仅与一人沟通）
    • C) 有竞争对手参与
    • D) 预算未确认
    • E) Champion联系不上
    • F) 成交日期不断延后
    • G) 对他们的决策流程了解不足
    • H) 其他情况——请描述

Step 2 — Deal health scorecard

步骤2 — 销售机会健康度评分卡

Score each dimension as Green (strong), Yellow (gaps), or Red (at risk):
DimensionStatusEvidenceGap
Champion strengthDo you have an internal advocate who is actively selling on your behalf? Can they access power?
Economic buyer accessHave you met the person who controls the budget? Do they support this initiative?
Decision criteriaDo you know exactly what they're evaluating against? Are your strengths aligned to their criteria?
Decision processDo you know every step from here to a signed contract? (Legal, procurement, board approval, etc.)
Compelling eventIs there a hard deadline driving urgency? (Contract expiry, board mandate, regulatory, fiscal year)
CompetitionDo you know who else they're evaluating? What's your differentiation?
BudgetHas budget been allocated? Is it sufficient? Is there a procurement process?
Paper processDo you know who signs, what approvals are needed, and the typical timeline for contracts?
Overall health: Count of Green/Yellow/Red → Assessment:
  • 6+ Green: Strong deal — maintain momentum and close
  • 4-5 Green: Solid but gaps to fill — prioritize the Yellows
  • 2-3 Green: At risk — needs immediate action on Red items
  • 0-1 Green: Critical — consider whether this deal is real
从每个维度的表现评为绿色（良好）、黄色（存在差距）或红色（高风险）：
维度状态依据差距
Champion实力你是否有一个内部支持者积极为你推进？他们是否有权力或对接权力层的渠道？
对接经济购买人权限你是否见过掌控预算的人？他们是否支持该项目？
决策标准你是否明确知道他们的评估标准？你的优势是否与这些标准匹配？
决策流程你是否清楚从当前阶段到签署合同的每一步？（法务、采购、董事会审批等）
关键驱动事件是否有硬性截止日期创造紧迫感？（合同到期、董事会要求、监管规定、财年节点）
竞争情况你是否知道他们还在评估哪些竞品？你的差异化优势是什么？
预算情况是否已分配预算？预算是否充足？是否有采购流程？
文书流程你是否知道谁签署文件、需要哪些审批以及合同的典型周期？
整体健康度: 绿色/黄色/红色维度数量 → 评估结果:
  • 6个及以上绿色：优质销售机会——保持节奏推进成交
  • 4-5个绿色：表现稳定但存在差距——优先填补黄色维度的不足
  • 2-3个绿色：高风险——需立即处理红色维度的问题
  • 0-1个绿色：极危——需重新评估该机会的真实性

MEDDPICC extraction table

MEDDPICC信息提取表

ElementWhat's knownWhat's missingPriority to fill
Metrics
Economic Buyer
Decision Criteria
Decision Process
Paper Process
Implicate the Pain
Champion
Competition
元素已知信息缺失信息填补优先级
Metrics
Economic Buyer
Decision Criteria
Decision Process
Paper Process
Implicate the Pain
Champion
Competition

Step 3 — Risk analysis

步骤3 — 风险分析

Top 3 risks

三大核心风险

#RiskLikelihoodImpactMitigation
1High/Med/LowHigh/Med/LowSpecific action to reduce this risk
2
3
序号风险发生概率影响程度缓解措施
1高/中/低高/中/低降低该风险的具体行动
2
3

Common risk patterns checklist

常见风险模式检查表

Check which patterns apply to this deal:
  • Single-threaded: Only one contact engaged — if they leave or lose interest, deal dies
  • No compelling event: No external deadline creating urgency — deals without compelling events slip indefinitely
  • Ghost champion: Champion has gone quiet — may have lost internal support or hit resistance
  • Happy ears: Prospect is saying all the right things but not taking action (no meetings booked, no docs shared, no stakeholders introduced)
  • Procurement black hole: Deal entered procurement/legal with no visibility into timeline or process
  • Budget uncertainty: "We have budget" but no specific number confirmed or PO process started
  • Moving goalposts: Evaluation criteria keep changing or expanding — often means a competitor is influencing requirements
  • No-decision risk: The biggest competitor is the status quo — prospect may decide to do nothing
  • Executive misalignment: Your champion is bought in but their leadership doesn't see this as a priority
  • Zombie deal: Deal has been in the same stage for 2x+ the average cycle time with no meaningful progression
勾选适用于该销售机会的模式：
  • 单线对接: 仅对接一个联系人——若他们离职或失去兴趣，机会就会流失
  • 无关键驱动事件: 无外部截止日期创造紧迫感——此类机会通常会无限期延后
  • Champion失联: Champion联系不上——可能已失去内部支持或遇到阻力
  • 虚假积极: 客户口头表示认可但不采取行动（不安排会议、不共享文件、不介绍其他利益相关人）
  • 采购黑洞: 机会进入采购/法务环节后，对流程和周期完全无 visibility
  • 预算不确定: 仅表示“有预算”但未确认具体金额或启动PO流程
  • 评估标准变动: 评估标准不断变化或扩大——通常是竞品在影响需求
  • 无决策风险: 最大的竞争对手是现状——客户可能决定不采取任何行动
  • 管理层不认可: 你的Champion已认可，但他们的领导层不将此列为优先事项
  • 僵尸机会: 机会在同一阶段停留的时间是平均周期的2倍以上，且无实质性进展

Step 4 — Prioritized action plan

步骤4 — 优先级行动规划

PriorityActionOwnerTimelinePurpose
1Rep / Manager / SEThis week
2Next week
3This month
4Ongoing
5
Actions should be specific, not generic. Instead of "build executive relationship," write "Request a 15-minute call with CFO Jane Smith to discuss Q3 cost-reduction goals — ask your champion Sarah to make the intro by Friday."
优先级行动负责人时间节点目的
1销售代表 / 经理 / 解决方案工程师本周
2下周
3本月
4持续进行
5
行动必须具体，而非泛泛而谈。不要写“建立高管关系”，而要写“请求与CFO Jane Smith进行15分钟通话，讨论Q3降本目标——请你的Champion Sarah在周五前完成引荐”。

Action categories to consider

可参考的行动类别

  • Multi-threading: Get wider and higher in the account
  • Validation: Confirm assumptions about budget, timeline, or decision process
  • Acceleration: Moves that compress the timeline (POC, reference call, executive alignment)
  • De-risking: Reduce competition, strengthen champion, address blockers
  • Commitment testing: Ask for something that proves the deal is real (access to stakeholders, internal data, timeline commitment)
  • 多线对接: 在客户组织内拓展更广泛、更高层级的对接
  • 验证: 确认关于预算、时间节点或决策流程的假设
  • 加速推进: 缩短周期的举措（POC、参考客户通话、高管对齐）
  • 风险缓解: 降低竞争威胁、强化Champion实力、解决障碍
  • 承诺测试: 要求客户提供能证明机会真实性的动作（对接其他利益相关人、共享内部数据、确认时间节点）

Step 5 — Stakeholder map

步骤5 — 利益相关人映射

NameTitleRole in dealEngagement levelRelationship strengthAction needed
Champion / EB / Tech Eval / End User / Blocker / CoachHigh / Med / Low / NoneStrong / Developing / Weak / Unknown
姓名职位在机会中的角色参与度关系强度需采取的行动
Champion / EB / 技术评估方 / 终端用户 / 障碍方 / 指导者高 / 中 / 低 / 无强 / 建立中 / 弱 / 未知

Roles defined

角色定义

  • Champion: Actively sells internally on your behalf, has power or access to power
  • Economic Buyer (EB): Controls the budget, signs the contract
  • Technical Evaluator: Assesses technical fit, integration, security
  • End User: Will use the product day-to-day — their input matters for adoption
  • Blocker: Actively or passively working against the deal
  • Coach: Gives you information about the internal dynamics but doesn't actively champion
  • Champion: 积极在内部为你推进机会，拥有权力或对接权力层的渠道
  • Economic Buyer (EB): 掌控预算，签署合同
  • 技术评估方: 评估技术适配性、集成能力、安全性
  • 终端用户: 日常使用产品——他们的意见对产品 adoption至关重要
  • 障碍方: 主动或被动阻碍机会推进
  • 指导者: 为你提供内部动态信息，但不会积极推进机会

Multi-threading guidance

多线对接指南

  • Minimum viable deal team: You need at least a Champion + Economic Buyer engaged. Champion without EB access = high risk.
  • How to go wide: Ask your champion "Who else would need to be comfortable with this before you could move forward?" — then ask for introductions.
  • How to go high: Offer an "executive alignment call" between your exec and theirs. Position it as ensuring strategic fit, not as a sales tactic.
  • Handling blockers: Don't go around them — go through them. Understand their concerns, address them directly, and turn them into neutral or supportive.
  • Unknown stakeholders: If you only know 1-2 people in a complex deal, there are almost certainly others influencing the decision. Ask: "Walk me through what happens after you say yes — who else touches this before it's approved?"
  • 最低必要对接团队: 你至少需要对接Champion + Economic Buyer。仅对接Champion但无EB权限 = 高风险。
  • 如何拓展对接范围: 询问你的Champion“在推进前，还有哪些人需要认可这个方案？”——然后请求引荐。
  • 如何对接更高层级: 提议安排“高管对齐通话”，让双方高管沟通。将其定位为确保战略适配，而非销售手段。
  • 处理障碍方: 不要绕过他们——直接沟通。了解他们的顾虑，直接解决，将其转化为中立或支持方。
  • 未知利益相关人: 如果在复杂机会中你只认识1-2个人，几乎肯定还有其他影响决策的人。询问：“请告诉我你同意推进后会发生什么——在获批前还有哪些环节？”

Related skills

相关技能

  • /sales-salesloft
    — Salesloft Deals module for pipeline visibility and deal health scores
  • /sales-forecast
    — Roll up deal assessments into forecast accuracy
  • /sales-pipeline
    — Portfolio-level pipeline management and deal prioritization
  • /sales-discovery
    — Prep discovery questions to fill MEDDPICC gaps
  • /sales-call-review
    — Review the latest call on this deal for coaching insights
  • /sales-close
    — Closing strategies and mutual action plans
  • /sales-do
    — Not sure which skill to use? The router matches any sales objective to the right skill. Install: 
    npx skills add sales-skills/sales --skills sales-do
  • /sales-salesloft
    — Salesloft Deals模块，用于管线可见性和销售机会健康度评分
  • /sales-forecast
    — 汇总销售机会评估结果以提升预测准确性
  • /sales-pipeline
    — 组合式管线管理和销售机会优先级排序
  • /sales-discovery
    — 准备发现问题以填补MEDDPICC信息缺口
  • /sales-call-review
    — 复盘该机会的最新通话以获取辅导见解
  • /sales-close
    — 成交策略和共同行动规划
  • /sales-do
    — 不确定使用哪个技能？该路由会将任何销售目标匹配到合适的技能。安装方式：
    npx skills add sales-skills/sales --skills sales-do

Gotchas

注意事项

  • Don't rate champion strength without evidence. Claude tends to mark champion as "Yellow" or "Red" based on vague signals. Ask specifically: "Has your champion introduced you to other stakeholders? Have they shared internal docs or timeline info?" No evidence = unknown, not weak.
  • Don't assume single-threaded is always bad. For small deals (<$20k) with a single decision-maker, being single-threaded is normal and efficient. Multi-threading guidance applies primarily to complex, multi-stakeholder deals.
  • Don't confuse decision criteria with decision process. Criteria = what they're evaluating (features, price, integrations). Process = how they'll decide (who approves, what steps, what timeline). Claude often conflates these — keep them separate in the MEDDPICC extraction.
  • Don't generate generic "follow up with the prospect" action items. Every action must be specific: who, what, by when, and why. "Follow up" is not an action plan — "Ask Sarah to intro you to CFO by Friday so you can confirm budget before the board meeting" is.
  • Don't catastrophize a deal based on one missing MEDDPICC element. Not every deal needs all 8 elements fully addressed. Prioritize based on deal stage and size.
  • 不要在无依据的情况下评估Champion实力。Claude倾向于根据模糊信号将Champion评为“黄色”或“红色”。请具体询问：“你的Champion是否为你引荐过其他利益相关人？是否共享过内部文件或时间节点信息？”无依据 = 未知，而非实力弱。
  • 不要认为单线对接总是有害的。对于小型机会（<2万美元）且只有单个决策者的情况，单线对接是正常且高效的。多线对接指南主要适用于复杂、多利益相关人的机会。
  • 不要混淆决策标准和决策流程。标准 = 他们评估的内容（功能、价格、集成）。流程 = 他们的决策方式（谁审批、哪些步骤、周期多久）。Claude经常将两者混淆——在MEDDPICC提取中请将它们分开。
  • 不要生成泛泛的“跟进客户”行动项。每个行动必须具体：谁、做什么、截止时间、原因。“跟进”不是行动规划——“请Sarah在周五前引荐你对接CFO，以便在董事会会议前确认预算”才是。
  • 不要因一个MEDDPICC元素缺失就否定整个机会。并非所有机会都需要完全满足8个元素的要求。请根据机会阶段和规模确定优先级。

Examples

示例

Example 1: Stalled deal diagnosis

示例1：停滞机会诊断

User says: "My $120k deal has been stuck at proposal stage for 3 weeks. I haven't met the CFO and Gong is competing." Skill does:
  1. Creates a health scorecard flagging Economic Buyer (Red) and Competition (Yellow)
  2. Identifies top risks: single-threaded without EB, competitor influence on criteria
  3. Builds a prioritized action plan: get champion to intro CFO this week, prepare competitive differentiation
  4. Maps known stakeholders and identifies who's missing Result: Clear diagnosis with specific actions to unstick the deal
用户表述: “我的12万美元机会在提案阶段停滞了3周。我还没见过CFO，且Gong是竞品。” 技能执行:
  1. 创建健康度评分卡，标记Economic Buyer（红色）和竞争情况（黄色）
  2. 识别核心风险：单线对接且无EB权限、竞品影响评估标准
  3. 制定优先级行动规划：本周让Champion引荐对接CFO，准备差异化竞争方案
  4. 映射已知利益相关人并识别缺失角色 结果: 清晰的诊断结果和具体的行动方案以推进停滞机会

Example 2: Deal review prep

示例2：销售机会评审准备

User says: "Help me prepare for a deal review with my manager. $250k Fortune 500, strong champion, CIO attended demo, in POC, but legal hasn't started and close date is 6 weeks out." Skill does:
  1. Scores deal health showing strengths (champion, EB engagement, POC) and risks (legal timeline)
  2. Creates MEDDPICC extraction showing Paper Process as the critical gap
  3. Recommends actions to accelerate legal/procurement Result: Deal review document the rep can present to their manager with clear next steps
用户表述: “帮我准备与经理的销售机会评审。这是一个25万美元的财富500强客户，Champion实力强劲，CIO参加了演示，正在进行POC，但法务还未启动，预计成交日期为6周后。” 技能执行:
  1. 为机会健康度评分，展示优势（Champion、EB对接、POC）和风险（法务周期）
  2. 创建MEDDPICC信息提取表，标记Paper Process为关键缺口
  3. 推荐加速法务/采购流程的行动 结果: 销售代表可用于向经理汇报的评审文档，包含清晰的后续步骤

Troubleshooting

问题排查

Not enough deal information to assess

机会信息不足无法评估

Solution: Use the MEDDPICC extraction table to structure what's known vs. unknown. Even partial information reveals where the biggest gaps are. The skill can work with whatever the user provides and will flag what's missing.
解决方案: 使用MEDDPICC信息提取表梳理已知与未知信息。即使是部分信息也能揭示最大的缺口。该技能可基于用户提供的任何信息工作，并标记缺失内容。

Deal looks healthy but isn't progressing

机会看似健康但无进展

Solution: Check for "happy ears" — the prospect says positive things but doesn't take action. Apply the commitment test: ask for something concrete (access to the EB, internal data, a specific next meeting date). If they won't commit, the deal health score should be downgraded regardless of what they say verbally.
解决方案: 检查是否存在“虚假积极”——客户口头认可但不采取行动。执行承诺测试：要求客户提供具体动作（对接EB、共享内部数据、确认具体会议日期）。如果他们不愿承诺，无论口头表述如何，都应下调机会健康度评分。

Too many risks identified — where to start

识别的风险过多——不知从何入手

Solution: Focus on the top risk by likelihood x impact. The action plan is prioritized for this reason. As a rule of thumb: fix Red items before Yellow, and address Champion/EB gaps before anything else — without a champion and economic buyer, no other action matters.
解决方案: 聚焦发生概率×影响程度最高的核心风险。行动规划的优先级正是基于此。经验法则：先解决红色问题再处理黄色问题，先填补Champion/EB的缺口再处理其他问题——没有Champion和Economic Buyer，其他行动都毫无意义。