Methodology: MEDDPICC Qualification

What is MEDDPICC Qualification?

MEDDPICC is a Sales Qualification Framework used by the world's most successful sales teams to drive efficient and predictable growth.

What are the definitions of each component of MEDDPICC?

• Metrics – The quantifiable measurements and proof of the business benefits of the solution
• Economic Buyer – The individual within the customer’s organization who is required for the final “yes."
• Decision Criteria – The formal solution requirements against which each participant in the decision process will evaluate.
  Decision Process – The process by which the customer will evaluate, select, and purchase a solution.
• Paper Process – The process and timeline for gaining the necessary approvals and signatures.
• Identified Pain – The “pain” is the catalyst for the buyer solving the problem within a set time frame.
• Champion – The person(s) with power and influence inside the customer’s organization who are actively selling on your behalf.
• Competition – The competitive strengths, weaknesses, and differentiators, including competitor’s
  champions.

What are some effective qualification questions for each MEDDPICC component?

Component	Qualification Questions
Metrics… Quantifiable measurements and proof of the business benefits of the solution	What Metrics have we identified? How do these align with the priorities of the Economic or Technical Buyer?		What additional Metrics can we introduce to improve our position with the EB, TB, and other influencers?		How will we get those additional Metrics agreed upon by the EB?
Economic Buyer… The individual within the customer’s organization who is required for the final “yes”	Who is the Economic Buyer for this opportunity? How do we know?		How does our value proposition align with the EB’s strategic priorities?		How will you gain access to the EB?
Decision Criteria… The formal solution requirements against which each participant in the Decision Process will evaluate	Describe the Decision Criteria we have identified. Who have we confirmed these with?		How have we expanded the list of Decision Criteria to ensure customer success?		How have we influenced these with our differentiation?
Decision Process… The process by which the customer will evaluate, select, and purchase a solution	Describe the following Decision Process elements: Key Stakeholders, What, When, and How.	How have we influenced or shaped the Decision Process?		Are any of the decision makers not on board with a solution yet? What steps are you taking to ensure completion of the process?
Paper Process… The process and timeline for getting the necessary approvals and signatures	Describe the key steps, approvers, timeline, and requirements for the customer’s Paper Process.	Who have we confirmed this Paper Process with? How/When?		What risks exist to hitting the customer’s timeline? What are we doing to mitigate these risks?
Identified Pain… The “pain” is the catalyst for the customer solving the problem within a set timeframe	What are the biggest business and technical pains? Who owns each of these?	Beyond your contacts, what other influencers are impacted by this pain?		How will you ensure that this pain is related to/impacts the EB’s strategic priorities?
Champion… The person(s) with power and influence inside the customer’s organization who are actively selling on your behalf	Who is your Champion? What is your evidence? How have you validated this?	How have we developed, tested, and prepared our Champion to sell on our behalf?		How will you continue to identify, develop, and test other Champions in the account?
Competition… Competitive strengths, weaknesses, and Differentiators, including competitor’s Champions	Who or what is our top Competition in this opportunity?	How are we competitively positioned against the identified competition?		What actions will you take to defend or improve our position?

What are other considerations for each MEDDPICC component?

Component	Considerations
Champion	Identifying a Champion: Political power needs to be uncovered, verified, and tested over the course of the entire deal. Best practice is one question at a time, in each call. Figure out who the Economic Buyer listens to - if they can’t intro and influence the EB - they are more a coach, or worse... Risks - you lose the deal or have to discount to get it closed. Other signs of a champion - they pass along information that will help you, provide guidance on roles/influences/processes, give you the good news (coach traits) AND provide political insight, remove obstacles, share bad news, and develop and execute strategies to overcome issues. Very common today that there is more than one owner / voice - look for others in the room who are trusted. Beware of labeling your FIRST person as your champion. Developing a Champion: Attach Ada to their business and personal interests. Provide them with knowledge, insights and proof. Educate them to speak on your behalf. What you can control - helping them help the business. Ensure they are invested in Ada for more reasons than because their job as a CX leader makes them. Digital signals of investment - do they come off video, do key people show up to the meeting (multithreading is key here), can you break individuals up from the group and meet 1:1 for validation, can they complete their homework.
Decision Process	Understand who is involved from top to bottom - even including those who are responsible for ensuring that  implementation is a success. How many people would pick up if we called? Be aware that during shifting economies, buying process can change from adjusting budgets (ex: needing to get more people at higher levels involved for approval) Based on when you are brought into the process - you can choose to slow it down or speed it up based on who you’re asking to get connected with.
Identified Pain	Looking for technical and business pain (which can include emotional components) Create baselines to understand the cost of choosing competitive alternatives (named competitor, DIY, do nothing, other priorities) Help the customer expand their understanding of their challenge, the impacts, and what’s possible (must be revenue, cost, or risk related for CFO to spend the money)
Metrics	Two goals - to influence the technical buyer’s metrics and identify the economic buyer’s metrics.  Don’t assume your contact thinks about the business impact - teach them to think about their problem differently. “Why buy anything, why buy now, why buy from Ada?” “What initiative does solving this pain unlock” “What happens if you don’t/do” “What would you rather prioritize”?
Decision Criteria	Surrounds required capabilities - what is required to solve for pain and influence metrics? It’s more than your contact thinks… Position Ada to influence business/financial, technical, and partner criteria. Make it difficult for competition to say “oh yeah we do that too”. Imagine the conversations you will have, that they will never have (if you can do this). Shift your perspective from thinking until the deal is signed, and instead through implementation and when their outcomes are achieved. Ensure these are written by the customer and influenced by the seller. Should be formal and create a consensus for the customer. Must understand prioritization of each criteria. This is an opportunity to clearly define “what good looks like”
Economic Buyer	True Economic Buyers don’t live in a world where budget constraints control them - they care about solving big problems and getting the ROI - they will find/reallocate the money if it matters enough (revenue, cost, risk). “How much, how soon, how sure?” Economic factors don’t influence this as much as you think - every year, there is a list of 20 initiatives on the EB’s desk - and rarely more than 3 or 4 get done. Do the research and come with a point of view (business outcomes, metrics, and proof points) - what do people in their position typically care about? Make the connection on how the technical needs flow up to the big initiatives that move the business forward.
Paper Process	Reverse timeline can include steps like [verbal, SOW, legal, P.O. install, integrate, go live]. In some cases it can take 200-300 days total. Understand who oversees this Call out when things are getting ridiculous - need proof that things are changing VS getting the same roadblocks over and over again
Competition	Understand who/what is your competition and their strategy to beat Ada. Understand their strengths, weaknesses, and differentiators. Uncover who the champion is for the competition and anticipate their strategy so you can disarm by educating the customer. Ask yourself - what is the customer’s most likely alternative to doing business with Ada? This is always changing - extra important to pulse check this throughout the cycle.
General Takeaways	Leveraging MEDDPICC in deal coaching (manager:rep and peer:peer) will be a huge lever that drives our cultural shift for greater coaching, development, and FUN The goal is to not inspect, but coach deals