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MEDDICC Questioning Framework 

Overview

This tutorial material consists of general to specific MEDDICC based prospect questions to guide sellers in qualifying their opportunities and advancing them along the sales stages. It is segmented by each MEDDICC element and will take you from a shallow to a deep relationship with your prospect. The red, yellow and green status indicators are also defined here. These are used to assist you in quickly tracking in CRM where you are with each MEDDICC element. There is also a sales leader inspection question section to provide simple, powerful dialogue guidance around the MEDDICC qualification methodology.

We know sellers and sales leaders are challenged to meet the demands of the rapidly evolving buyer centric environment.   Consequently our coaching is designed to be simple, lightweight & mobile to  assist you in advancing your partnership with the prospect.  In today’s hyper competitive complex buying / selling environments, how we sell many times is what can differentiate us as much as what we are selling. Gaining the coveted trusted advisor status is done by focusing on the customer and earning the right to advance the sale.

General descriptions of the red – yellow – green status indicators. 

RED:

No Way – The customer is just not buying in – The situation is unacceptable.
Guiding light principle: your approach is subtle and designed to build rapport. These are low cost, high activity, sales initiated, directed & executed.  It is relatively easy & inexpensive to go from red to yellow

YELLOW:

One Way  – They seem to be listening & buying in – The situation is acceptable
Guiding light principle:  Tangible – Evidence is emerging, you are  building confidence.
Sales Led however requires more collaboration with the client, other sales team members & expensive and sometimes scarce resources.  Can be significantly more effort to go from Yellow to Green

GREEN

Two Way – They buy in & are acting on our guidance
Guiding light principle:  Overt – Demonstrates ownership by the prospect
Customer-centric, collaborative & coordinated actions to publicize results, impact on positive business outcomes and next steps.

The anatomy of good discovery questions

Good discovery questions have 3 main components:
Open Ended
– Allow the customer to expand and give details
– Has no right or wrong answer
– Help the sales person analyze the  customer situation better
2‐Sided
– You learn by asking
– The customer learns by answering
T-E-D
– “Tell me about…”
– “Explain for me…”
– “Describe for me…”

METRIC section: Prospect qualifying questions

Metric questions to ask the prospect at red moving to yellow

Status Red – no metric proof points presented or sample metric / ROI presented but not validated by the prospect.

Guiding Light Principle:  Agreement.  The major objective at this level is to gain agreement that the metric / proof points  are relevant to their environment, illustrate that you have listen to the prospect, you understand their needs and their business.

  • Tell me about your As Is process?
  • Explain to me what you like about it?
  • Describe to me what “Customers” internal or external, value most about your process?
  • Tell me where you have room for improvement?
  • Explain to me where you think these savings/impact would work for you in your workflow?
  • Describe to me how would this impact you and/or your “Customer”?
  • Tell me who would benefit the most by that?
  • Explain to me who cares about this?
  • Describe to me how this sample metric I just shared with you resonates in your company?

Metric questions to ask the prospect at yellow moving to green

Status Yellow – Metric / ROI is validated by customer but not documented.

Guiding Light Principal – Adoption

  • Tell me, now that we’ve defined the metrics/impact that your institution truly cares about, how will you validate them within your company and your buying process?
  • Explain to me how we can get these savings/metrics/impact into your Decision criteria and decision process.
  • Describe to me who else we are going to need to accept this metric to be valid in your environment?

Metric questions to ask the prospect at green.

Status Green –   Customer has taken ownership of metric / ROI and is documented within their decision process.

Guiding Light Principle: Ownership – The Customer is demonstrating ownership of the Metric and actively using it to advance the campaign internally

  • Tell me, now that we’ve validated the metrics we agreed upon, what’s the best way to convey these results to management?
  • Explain to me who else needs to be involved to approved / validate these metrics?
  • Describe to me how these metrics are properly documented in the decision criteria & process?
  • Tell me who will benefit the most from these improvements?
  • Explain to me their Role in the Decision process?
  • Describe to me any obstacles you may encounter in taking ownership of the solution and how these Metrics will help us navigate around them?

Economic Buyer section: Prospect qualifying questions

Economic Buyer questions to ask the prospect at red moving to yellow

Status Red – No knowledge of or access to EB

Guiding Light Principle:  Knowledge.  While you may have encountered people who claim to be the “decision maker” or the “budget owner” it is not clear who has the final approval to make the investment.

  • Tell me if this is a budgeted project?
  • Explain to me who grants the budget owner approval to spend the funds?
  • Describe to me when an investment of this type goes all the way to Mr. Wilson’s office or would it have to go to the Board?
  • Tell me what the compelling event is that causing you to look at this now?
  • Explain to me what you would have to see for an ROI to move forward on this?
  • Describe to me who would have to be involved to approve a purchase of this nature?

Economic Buyer questions to ask the prospect at yellow moving to green

Status Yellow – Know who EB is; gaining access to EB; not sure of PBO’s .

Guiding Light Principle – Access – It is now time to test your champion. You know who the EB is but you have not met with him or her.  You have reason to believe that your solution can impact a key business need of the EB. You have someone offering to Champion you to the EB, but that meeting has not yet occurred.

Questions between you and your Champion:

  • Tell me why now is the best time to get your Economic Buyer involved?
  • Explain to me how you will engage with the EB to set up a meeting?
  • Describe to what they are most interested in learning about this solution

Questions to the Economic Buyer

  • Tell me what a great outcome to this meeting would be for you?
  • Explain to me what you understand our solution to do?
  • Describe to me the problem you hope it addresses?
  • Tell me what your requirements are?
  • Explain to me what the ideal organization is that you want to be aligned with to address this initiative?
  • Describe to me what kind of supported financial results would you need to see from our test?
  • Tell me how you want to review the results?
  • Explain to me who in your organization you want to quantify the results?
  • Describe to me in terms of frequency, regularity & schedules how you want us to communicate?

Economic Buyer questions to ask the prospect at green.

Status Green –   Access to EB and knowledge of PBO’s.

Guiding Light Principle: Sponsorship – You’ve met with the EB.  They have confirmed that your solution addresses a business issue that they care about.   They provided some guidance on their financial criteria to take action.  They have agreed to provide oversight to the buying process and you have a plan to maintain contact.

  • Tell me what you think of the results?
  • Explain to me what the decision process is from here?
  • Describe to me when you want to start realizing the gains from this investment?
  • Tell me what additional stakeholders will benefit the most from these results?
  • Explain to me how you make them aware of these results?
  • Describe to me how this will advance you towards delivering better solutions to your key stakeholders?

Decision Criteria section: Prospect qualifying questions

Decision Criteria – DC – questions to ask the prospect at red moving to yellow

Status Red – Criteria does not exist.

Guiding Light Principle:  Document – Criteria does not exist, it is not written down and there is no concensus as to what the ideal solution is.

  • Tell about the written requirements document or decision criteria in place now?
  • Explain to me how you agree on a standard format for defining requirements?
    • Can I see it?
    • Can I have a copy?
  • Describe to me the value of a template of a generic decision criteria document to work from and configure for your needs?
  • Tell me how you plan on making an Objective and informed decision?
  • Explain to me how the needs of the various stakeholders are being tracked?
  • Describe to me how you will prioritize capabilities and their impact on the business outcomes that are needed to justify an investment?

Decision Criteria – DC questions to ask the prospect at yellow moving to green

Status Yellow – Criteria exist but are not documented or influenced by you.

Guiding Light Principal – Influence – Can you influence the criteria to favor you, set traps for the competition, gain concensus & help you avoid “No Decision”

  • Tell me what your requirements are?
  • Explain to me what business needs these requirements impact?
  • Describe to me what the outcomes are if this remains As Is?
  • Tell me the value if we worked together to get this decision criteria to tie to specific business objectives?
  • Explain to me how these requirements support the overall goals of reducing cost and improving performance?
  • Describe the overall impact these Dc impact Revenue, Cost and or Risk?

Decision Criteria – DC –  questions to ask the prospect at green.

Status Green –  Criteria are documented and influenced by you

Guiding Light Principle: Control  –  You have been able to influence the criteria, have it tied to business outcomes that matter and or you have set traps for the competition including the “No Decision” contingent.

  • Tell me what input has the EB had on the final DC?
  • Explain to me how you know she has confirmed the business results?
  • Describe to me what role the DC will have on the overall Buying Process?
  • Tell me how the DC will be used to ensure the playing field is level?
  • Explain to me the role the DC will have in making an objective and informed decision?
  • Describe to me how the following will be communicated:
    • Changes to the DC
    • Results of validation events
    • Award of the contract

Decision Process section: Prospect qualifying questions

Decision Process – DP – Questions to ask the prospect at red moving to yellow

Status Red – No visibility of how a decision will be made.

Guiding Light Principle:  Visibility – You may have some idea about next steps or budget, but until you are able to list out, in detail, the approval process and validation steps, you are still are at red.

  • Tell me how you go about making these kinds of purchase decisions?
  • Explain to me if we were to do business together say next year, what would have to happen?
  • Describe to me how you have proceeded with similar evaluations in the past?
  • Tell me who is the most experienced at these kinds of evaluations?
  • Explain to me why they would want to be involved in something like this?
  • Describe to me what is more important to the organization than this?

Decision Process – DP – Questions to ask the prospect at yellow moving to green

Status Yellow – Visibility of the decision process but not in our control/ influence.

Guiding Light Principal – Influence- Both elements of the decision process, approval & validation need to be documented & mutually agreed upon with your prospect.  Evidence exists that the customer is also committing time & resources to this process.  Ex: Are they willing to begin the review of the License Agreement / Legally binding documents or set you up as an approved vendor with procurement?

There should also be a timeline showing the dates for key activities. You must negotiate this timeline so that the approval process does not follow validation but rather these 2 processes should be intertwined.

  • Tell me how you plan to evaluate your options?
  • Explain to me how this will enable you to make an objective and informed decision?
  • Describe to the obstacles you may encounter?
  • Tell me when you have negotiated a timeline that includes elements of both a validation process and approval process?
  • Explain to me how these processes can be run in parallel?
  • Describe to me who needs to be involved and how we get and keep them involved?

Decision Process – DP – Questions to ask the prospect at green.

Status Green –   Dominance
Visibility and control/ influence of the process .

Guiding Light Principle: Dominance –  You’ve applied all the sales rigor associated with Dp = Yellow & you’ve influenced the validation process to Highlight our differentiators, Minimize our weaknesses, Expose our competitor’s weaknesses & Minimize their strengths

  • Tell me how we are doing?
  • Explain to me what would happen if you had to make the decision right now who would win and why?
  • Describe to me our position relative to:
    • The competition,
    • You doing it on your own or
    • No decision?
  • Tell me why we should stay engaged?
  • Explain to me what you would tell my boss if you were me?
  • Describe to me what would happen if we pulled out of the evaluation at this point?

Identify Pain section: Prospect qualifying questions

Identify Pain – I – Questions to ask the prospect at red moving to yellow

Status Red – No business pain has been identified

Guiding Light Principle:  Awareness – The Prospect may be interested in your offering, but so far you have not been able to associate your capabilities with an important business pain.

  • Tell me what you like about your current situation?
  • Explain to me what you are most proud of?
  • Describe to me the impact you have on Revenue Cost or Risk – R-C-R?
  • Tell me what you would change if you had a Magic Wand?
  • Explain to me what you would address 1st, 2nd or 3rd?
  • Describe to me what the Positive Business Outcomes would be if you addressed those needs?
  • Tell me who would care?
  • Explain to me why they would care?
  • Describe to me their role in this decision?

Identifying Pain – I – Questions to ask the prospect at yellow moving to green

Status Yellow – Identified issue or opportunity we can impact, meaningful to EB or verified as a priority to the org. Note: EB can still be at Staus of Red.

Guiding Light Principal – Agreement – Documented business pains we can affect and uncovered the consequences of those pains,  Verified pains with the contacts and or positioned pains relative to known priorities of the Prospect’s business.

  • Tell what areas have you identified that you think we can help?
  • Explain to me which ones are most important?
  • Describe which ones are most important to upper management?
  • Tell me how you would rank them?
  • Explain to me which ones are tied to existing initiatives for improvement?
  • Describe to me what the EB is aware of?
  • Tell me how you would educate the EB?
  • Explain to me how you could get and keep her involved in the Dp?
  • Describe to me the consequences of a wrong or No Decision on these items?
  • Tell me how we can document the value of addressing these issues in executive briefing format?
  • Explain to me who would have to be involved?
  • Describe to me the key stakeholders?

Identify Pain – I – Questions to ask the prospect at green.

Status Green –   Identified pain relative the EB’s priorities and have identified a compelling event which is driving a sense of urgency

Guiding Light Principle: Action – In addition to the rigor applied to I = Red, you have also verified that the business pain we’re addressing is a priority of the EB to address. You have identified some event that is driving their timeline and urgency.   Note: In order to achieve I=Green, you must have at a minimum EB= Yellow and Dp = Yellow.

  • Tell me who are the “Victims” of the current process?
  • Explain to me:
    • Who benefits the most if you change?
    • Who hurts the most if it stays the same?
  • Describe to me who has to be involved to get this addressed?
  • Tell me what is more important than this?
  • Explain to me who cares about this?
  • Describe to me the “Consequences” of doing nothing?
  • Tell me how these needs are reflected in the DC & DP?
  • Explain to me how the PBO’s will validated, documented & communicated so an objective and informed decision will be made?
  • Describe to me what it is going to take to get someone to prioritize this, allocate the resources & write a check to fix it?

Champion section: Prospect qualifying questions

Champion – C – Questions to ask the prospect at red moving to yellow

Status Red – No champion and no potential champions identified.

Guiding Light Principle:  Select & Identify – You may have “friends” within the account but you have no indication yet if these “friends” have any influence, or access to the EB, or a personal win tied to your solution.

  • Tell me how you would describe what we do to your management?
  • Explain to me who would care most about this?
  • Describe how solving this issue impacts:
    • The Company
    • The Key Stake Holders
    • The EB
    • You
  • Tell me which executives do you think would be most interested in what we do?
  • Explain to me how you dealt with them before?
  • Describe to me when you would sponsor a meeting for us with the EB?

Champion – C – Questions to ask the prospect at yellow moving to green

Status Yellow – Identified potential champion, but haven’t confirmed personal win and or tested as champion.

Guiding Light Principal -Engage & Develop – A Potential Champion has emerged from the pack as a “Change Agent” who will tell you the truth and share important information. You are aware that this Potential Champion NEEDS your solution and you’re aware of his Personal Win. This Potential Champion has access to the EB or has a clear plan to gain access.

  • Tell me what is the value for you if we’re selected?
  • Explain to me what the consequences are if nothing is done?
  • Describe who the key people that will need to be engaged in order for this to happen?
  • Tell me who has to be involved get those people involved?
  • Explain to me how we can work together to improve the Dc?
  • Describe to me what the financial justifications are that will need to be completed in order for you to take ownership of the solution?
  • Explain to me how those items are reflected in the Dc & the Dp?
  • Describe to me how you can help us present the metrics to reflect the Positive Business Outcomes we discussed?

Champion – C – Questions to ask the prospect at green.

Status Green –   One or more champions validated w/ personal wins tied to us winning – Note: For C=Green, EB must be greater than Yellow or Green.

Guiding Light Principle:Leverage & Test – The individual or individuals have emerged and you have seen tangible evidence of their support such as:  Sponsoring meetings with the EB, Modifying decision criteria, Adding or removing events in the decision process & / or Assisting in the development, authoring & distribution of Metrics, Success Stories or ROIs.

  • Tell me where we are at?
  • Explain to me what the decision would be if you made it right now?
  • Describe to me what the impact would be if we withdrew from the Buying Process?
  • Tell me who would care?
  • Explain to me what the consequences would be?
  • Describe to me how you would forecast this opportunity if you were me?
  • Tell me what the risks of a wrong decision are?
  • Explain to me why you think we are the best and safest solution?
  • Describe to me the consequences of No Decision?
  • Review MEDDICC with him/her and identify your risks and vulnerabilities.
  • Collaborate and prioritize your plan of action so that the Customer wins, the Champion wins & you win!

Internal inspection questions for sales leaders and sellers – the common language of MEDDICC.

These questions are for sales leaders to use for opportunity review calls with their sellers, and for sellers to prepare for upcoming forecasting sessions or quarterly business reviews(QBR’s) with their sales leaders.

Overview

MEDDICC qualification requires honest self-directed dialogue or sales leader / teammate dialogue using the power of a common language to flush out the truth, bad news & competitive threats. A brief, to the point, opportunity review phone call from sales leaders to sellers to know where a deal is at helps sales leaders provide guidance on the next best activity and allows them to make resourcing decisions. For sellers, phrasing questions you might anticipate getting from sales leaders will help you highlight the gaps that might be in your opportunities. It will certainly help sellers prepare for their next forecast call.

Metric section – M: Inspection questions sales leaders

Status Red –  Metric / proof points presented or sample metric / ROI presented but not validated by the prospect.

Guiding Light Principle:  Agreement.  The major objective at this level is to gain agreement that the metric proof points  are relevant to their environment, illustrate that you have listen to the prospect and you understand their needs and their business.

  • Tell me how you researched the company?
  • Explain to me what key business objectives you can impact?
  • Describe to me how you researched key players in the organization (LinkedIn, Twitter, blogs)
  • Tell me what you know about the audience and their potential hot buttons (website, mission, press releases, news)?
  • Explain to me what questions you prepared in advance to help you gain agreement on how our capabilities could impact their PBO’s?
  • Describe to me the metric you have from an existing customer that is relevant & the impact this metric will have?

Status Yellow – Metric / ROI is validated by customer but not documented.

Guiding Light Principal – Adoption

  • Tell me what feedback you got to validate your opinion that they accepted our Metrics?
  • Explain who validated the metrics impact?
  • Describe whom this would this be most important too?
  • Tell me how? Who cares? What’s her title?
  • Explain to me how you know you have agreement with the prospect?
  • Describe to me how you are going to move this “theoretical” metric to a metric that they will take ownership of?

Status Green –   Customer has taken ownership of metric / ROI and is documented within their decision process.

Guiding Light Principle:The Customer is demonstrating ownership

  • Tell me how the customer embraced and took ownership of the Metric?
  • Explain to me how the Metrics have been documented in Dc & Dp of the Buying Process?
  • Describe to me what the validation activities in the Buying Process are?
  • Tell me how the validation activity generated a measurable result?
  • Explain to me what the results were? Were they compelling? Says who?
  • Describe to me how you know the customer is ready to approve the metric as valid?
  • Tell me how you know the approved metric is being documented internally?
  • Explain to me what did you do to verify this?
  • Describe to me how you know the Metric has been accepted as a CVO – Customer Verifiable Outcome of the Validation event?

Economic Buyer section – EB: Inspection questions sales leaders

Status Red – No knowledge of or access to EB

Guiding Light Principle:  Knowledge.  While you may have encountered people who claim to be the “decision maker” or the “budget owner” it is not clear who has the final approval to make the investment.

  • Tell me what the Agenda is for the EB meeting?
  • Explain to me the questions you have planned?
  • Describe to me how you will uncover information about their organization & buying process?
  • Tell me how you will uncover the Budget?
  • Explain to me how you will discover how and when the budget can be used?
  • Describe to me why they should be willing to share this information with us?

Status Yellow – Know who EB is; gaining access to EB; not sure of PBO’s .

Guiding Light Principle – Access – It is now time to test your champion. You know who the EB is but you have not met with him or her.  You have reason to believe that your solution can impact a key business need of the EB. You have someone offering to Champion you to the EB, but that meeting has not yet occurred.

Questions regarding the Champion:

  • Tell me why the Champion thinks now is the best time to go to the EB?
  • Explain to me what type of previous experience the Champion has in setting up meetings like this?
  • Describe to me what the personal wins are for the Champion to take this kind of risk for us?

Questions regarding the EB

  • Tell me who is the EB?
  • Explain to me how you know they are the EB?
  • Describe to me how you know they have discretionary use of funds?
  • Tell me how the EB is affected by success or failure of this project?
  • Explain to me how they will he be recognized or rewarded if we are able to achieve the results we believe we can deliver?
  • Describe to me how they will he be affected if things don’t change?

Status Green –   Access to EB and knowledge of PBO’s.

Guiding Light Principle: Sponsorship – You’ve met with the EB.  They have confirmed that your solution addresses a business issue that they care about.   They provided some guidance on their financial criteria to take action.  They have agreed to provide oversight to the buying process and you have a plan to maintain contact.

  • Tell me how the EB confirmed they have control over the funds?
  • Explain to me how she communicates the business value we can deliver?
  • Describe why it is a priority for him?
  • Tell me when she needs to see the benefits of the investment?
  • Explain to me who will review the ROI?
  • Describe to me:
    • What other obstacles there are?
    • How will we deal them?
    • Who has the most to gain?
  • Tell me who the additional stakeholders are?
  • Explain to me how they benefit from our solution?
  • Describe to me the results you have documented that illustrate those benefits?
  • Tell me how they plan on publicizing these results?
  • Explain to me who is rewarded or embarassed the most by these results & their role in the decision?
  • Describe to me how this will advance the campaign?
  • Tell me what your communication schedule is with the EB?
  • Explain to me how it will be Frequent, Regular & Scheduled?
  • Describe to me what your plan is if it isn’t Frequent, Regular or Scheduled?

Decision Criteria section – DC: Inspection questions sales leaders

Status Red – Criteria does not exist.

Guiding Light Principle:  Document – Criteria does not exist, it is not written down and there is no concensus as to what the ideal solution is.

  • Tell me what the decision criterion is?
  • Explain to me how you know?
  • Describe to me how you can influence it?
  • Tell me who the competition is?
  • Explain to me what the differentiators are?
  • Describe to me how you are going to influence the criteria with our strengths & set traps for the competition?

Status Yellow – Criteria exist but are not documented or influenced by you.

Guiding Light Principal – Influence – Can you influence the criteria to favor you, set traps for the competition, gain concensus & help you avoid “No Decision”

  • Tell what the documented DC is?
    • Can I see it?
  • Explain to me what we are competing against?
    • Another solution
    • Do it ourselves
    • Do nothing
  • Describe to me how the DC appears to be slanted towards us or a competitor?
  • Tell me what the results of offering our DC was?
  • Explain to me what they did with it?
  • Describe to me what the effect has been?

Status Green –  Criteria are documented and influenced by you

Guiding Light Principle: Control  –  You have been able to influence the criteria, have it tied to business outcomes that matter and or you have set traps for the competition including the “No Decision” contingent.

  • Tell me how they adopted our DC template or incorporated our key differentiators into their DC?
  • Explain to me who from our pre-sales team reviewed it to see if there’s any evidence of competitive tampering?
  • Describe to me the impact of the Competitive traps have had? .

Decision Process section – DP: Inspection questions sales leaders

Status Red – No visibility of how a decision will be made.

Guiding Light Principle:  Visibility – You may have some idea about next steps or budget, but until you are able to list out, in detail, the approval process and validation steps, you are still are at red.

  • Tell me how you positioned yourself as the process expert and “buyer assistant?”
  • Explain to me how you set expectations that your next meeting agenda will include time for you to understand their buying process?
  • Describe to me how you are prepared to answer the question: “what’s the best way to evaluate and validate your solution?”

Status Yellow – Visibility of the decision process but not in our control/ influence.

Guiding Light Principal – Influence- Both elements of the decision process, approval & validation need to be documented & mutually agreed upon with your prospect.  Evidence exists that the customer is also committing time & resources to this process.  Ex: Are they willing to begin the review of the License Agreement / Legally binding documents or set you up as an approved vendor with procurement?

There should also be a timeline showing the dates for key activities. You must negotiate this timeline so that the approval process does not follow validation but rather these 2 processes should be intertwined.

  • Tell me how they arrived at this DP?
  • Explain to me how the DP can be changed or modified?
  • Describe to me who is involved in the DP?
  • Tell what you would change if you could influence the DP?
  • Explain to me who would have to be involved to get that done?
  • Describe to what that would do to the outcome of the Buying Process?
  • Tell me how they buy?
  • Explain to me how you know this is a budgeted project?
  • Describe to me if it’s not budgeted, how funds will be made available?
  • Tell me who approves the release of funds?
  • Explain to me who signs the contract?
  • Describe to me when & who issues the PO?

Status Green –   Dominance
Visibility and control/ influence of the process .

Guiding Light Principle: Dominance –  You’ve applied all the sales rigor associated with DP = Yellow & you’ve influenced the validation process to Highlight our differentiators, Minimize our weaknesses, Expose our competitor’s weaknesses & Minimize their strengths

  • Tell me how our competitive positioning is working?
  • Explain to me how you have validated our position relative to the competition, the customer doing it on their own, or doing nothing?
  • Describe to me how we can:
    • Win?
    • Lose?
  • Tell me how customer’s validation process highlights our differentiators, exposes the competitions weaknesses, and / or minimize their strengths?
  • Explain to me how the EB views the Dp?
  • Describe to me how you know you are winning or losing?

Identify Pain section – I: Inspection questions sales leaders

Status Red – No business pain has been identified

Guiding Light Principle:  Awareness – The Prospect may be interested in your offering, but so far you have not been able to associate your capabilities with an important business pain.

  • Tell me how you have researched the industry & company?
  • Explain to me what the priorities of the corporation & business unit you are calling on?
  • Describe to me some of the questions you prepared that will enable you to connect our capabilities with those business priorities?
  • Tell me what are the pains you expect to identify?
  • Explain to me your line of questioning you have prepared that will force you to focus on the customer, persuade through involvement and earn the right to solve the problem?
  • Describe to me the Metrics you will use to illustrate our ability to solve similar issues?

Status Yellow – Identified issue or opportunity we can impact, meaningful to EB or verified as a priority to the org. Note: EB can still be at Staus of Red.

Guiding Light Principal – Agreement – Documented business pains we can affect and uncovered the consequences of those pains,  Verified pains with the contacts and or positioned pains relative to known priorities of the Prospect’s business.

  • Tell the Pains you uncovered?
  • Explain to me the consequences if they do nothing?
  • Do these pains connect to any stated priorities of the EB?
  • Describe to me how you know?
  • Tell me how you are going communicate this to the EB?
  • Explain to me who stands to gain the most if the customers changes?
  • Describe to me who stands to lose the most if it changes?
  • Tell me who has to be involved to cause this level of change to occur?
  • Explain to me what it costs the customer to “Do Nothing”?
  • Describe to me the capabilities of our solution will we need to leverage?

Status Green –   Identified pain relative the EB’s priorities and have identified a compelling event which is driving a sense of urgency

Guiding Light Principle: Action – In addition to the rigor applied to I = Red, you have also verified that the business pain we’re addressing is a priority of the EB to address. You have identified some event that is driving their timeline and urgency.   Note: In order to achieve I=Green, you must have at a minimum EB= Yellow and Dp = Yellow.

  • Tell me how the existing Pain has been communicated to the EB?
  • Explain to me how the EB is impacted by the current situation?
  • Describe to me how the key stakeholders affected by the current situation can influence or are accountable to the EB?
  • Tell me how you are engaging the Key Stake Holders and the EB?
  • Explain to me what the organizational landscape is, who the power brokers are & how they are aligned with or against us?
  • Describe to me how all the buying influencers needs are going to be reflected in the DC & DP?
  • Tell me what the Compelling event is?
  • Explain to me who in the organization can map our solution to the EB’s PBO’s and the impending compelling event?
  • Describe to me the “Cost of Procrastinating”

Champion section – C: Inspection questions sales leaders

Status Red – No champion and no potential champions identified.

Guiding Light Principle:  Select & Identify – You may have “friends” within the account but you have no indication yet if these “friends” have any influence, or access to the EB, or a personal win tied to your solution.

  • Tell me who are you meeting with?
  • Explain to me what you know about them?
  • Describe to me the questions you prepared that will help you Identify potential Champions?
  • Tell me what you look for in individuals who you can count on to sell on your behalf when you aren’t there?
  • Explain to me the character traits you are looking for?
  • Describe to me some of the subtle behaviors you might be looking for that indicate someone is in the power base, has influence and is considered objective by the organization?

Status Yellow – Identified potential champion, but haven’t confirmed personal win and or tested as champion.

Guiding Light Principal -Engage & Develop – A Potential Champion has emerged from the pack as a “Change Agent” who will tell you the truth and share important information. You are aware that this Potential Champion NEEDS your solution and you’re aware of his Personal Win. This Potential Champion has access to the EB or has a clear plan to gain access.

  • Tell me why you think you have a potential champion?
  • Explain how she is connected within the power base of the org?
  • Describe how her connections relate to the EB?
  • Tell me how they are assisting you to influence the Dc & the Dp?
  • Explain to me what she has done to get you access to the EB?
  • Describe the tangible evidence they are selling for us when we aren’t there?
  • Tell me how they have helped you get answers to MEDDICC?
  • Explain to me her personal win is?
  • Describe to me what they have done in the past that is similar to what we need them to do?

Status Green –   One or more champions validated w/ personal wins tied to us winning – Note: For C=Green, EB must be greater than Yellow or Green.

Guiding Light Principle:Leverage & Test – The individual or individuals have emerged and you have seen tangible evidence of their support such as:  Sponsoring meetings with the EB, Modifying decision criteria, Adding or removing events in the decision process & / or Assisting in the development, authoring & distribution of Metrics, Success Stories or ROIs.

  • Tell me how you have Identified, Developed & Tested your Champion?
  • Explain to me who is / are your Champions?
  • Describe to me what tangible evidence you have that we can count on?
  • How have they helped us?
  • What is their personal win?
  • Have they or are they sponsoring you to the EB?

Competition section – CO: Inspection questions sales leaders

Status Red – No visibility on whom you compete with.

Guiding Light Principle:  Visibility – You may have some idea that there are other vendors looked at, but until you are able to name them, you are still are at red.

  • Tell me how you positioned yourself as the process expert and “buyer assistant?”
  • Describe to me how you are prepared to answer the question: “what’s the best way to evaluate and validate your solution?”
  • Describe to me how our solution is more viable than doing nothing

Status Yellow – Visibility of one or two competitors.

Guiding Light Principal – Collect evidence that the customer is also committing time & resources to this project.

There should also be a timeline showing the dates for key activities.

  • Describe your key differentiation towards the know competitors
  • Tell me why they would not just do business as usual?
  • Describe our weaknesses and how you minimize them

Status Green –   Dominance
Visibility of whom you are competing with and what the cost of doing nothing is.

Guiding Light Principle: You successfully highlighted our differentiators, Minimized our weaknesses, exposed our competitor’s weaknesses and minimized their strengths

  • Tell me how our competitive positioning is working?
  • Explain to me how you have validated our position relative to the competition, the customer doing it on their own, or doing nothing?
  • Describe to me how we can:
    • Win? What is your strategy?
    • Lose?
  • Tell me how customer’s validation process highlights our differentiators, exposes the competitions weaknesses, and / or minimize their strengths?
  • Describe to me how you know you are winning or losing?