ALWAYS BE QUALIFYING

1. Qualifying is an Ongoing Process, Not a One-Time Event

Qualification is not a binary step of the sales process.

Always Be Qualifying. The essence of successful selling lies not just in closing deals, but in continuously assessing the viability of each opportunity. Unlike the outdated "Always Be Closing" (ABC) mantra, modern sales demands a shift to "Always Be Qualifying" (ABQ). This means consistently evaluating whether a prospect aligns with your ideal customer profile and has a genuine need for your solution.

Megan vs. Aaron. Consider Megan and Aaron, two account executives with similar backgrounds. Megan focuses on highly qualified prospects, while Aaron chases every lead. Despite Aaron's energetic approach, Megan closes more deals because she invests her time in opportunities with a higher likelihood of success.

Three Whys. To qualify an opportunity, ask yourself:

• Why anything? (Is there a real need?)
• Why us? (Are we the best fit?)
• Why now? (Is there urgency?)

2. MEDDIC/MEDDPICC: A Sharp Checklist for Sales Success

Senior sales leaders who come to discover MEDDPICC usually describe it as a sharp and practical methodology in comparison to other methodologies, which are abstract or theoretical and not practical enough.

Framework for Complex Sales. MEDDIC/MEDDPICC is a sales qualification methodology designed for complex B2B sales with long cycles. It provides a structured approach to assess opportunities and identify gaps that need to be addressed. The acronym stands for:

• Metrics
• Economic Buyer
• Decision Criteria
• Decision Process
• Identify Pain
• Champion
• (Competition)
• (Paper Process)

Benefits of MEDDIC. Implementing MEDDIC/MEDDPICC can lead to:

• Increased revenue through higher sales productivity
• Improved forecast accuracy
• Reduced costs by focusing resources on qualified leads
• Enhanced team communication through a common language

MEDDIC is not a sales process. It's a qualification methodology that integrates with any existing sales process. It helps you determine whether a prospect is a qualified buyer worth investing time and effort into.

3. Metrics: Quantify the Economic Impact

The main objective of a metric is to turn subjective gains into objective measurable gains.

Measurable Gains. Metrics are the quantifiable benefits that your solution provides to customers. They transform subjective feelings of satisfaction into concrete, measurable results. Good metrics should be:

• Measurable
• Expressed in Everyday Language
• Tell a Story
• Result of an "After-State" Comparison
• Impact Economics
• Champion Supported

Collecting Data. Gather metrics from existing customers and prospects. Ask open-ended questions to uncover the specific gains they've experienced or expect to achieve. For example, instead of asking "Are you happy with the product?", ask "How has our solution helped you increase productivity or reduce costs?"

Vending Machine Example. A company installs a vending machine in its manufacturing site, saving employees time and increasing productivity, which translates into $10,000 additional monthly profit. This example demonstrates how even seemingly small changes can have a significant economic impact.

4. Economic Buyer: Identify the Ultimate Decision-Maker

The economic buyer is, in fact, the person with the authority to decide whether to purchase.

Authority to Decide. The Economic Buyer (EB) is the individual with the ultimate authority to approve a purchase. They have discretionary use of funds, veto power, and are responsible for the bottom line. Common EB titles include CEO, CxO, VP, or Director.

Not the Purchasing Director. The EB is rarely the Director of Purchasing, whose primary goal is to negotiate the best price and terms. The EB is concerned with the strategic impact of the purchase on the company's revenue, costs, and risk.

Tune Your Pitch. Tailor your sales pitch to the EB's perspective. Focus on the "why" behind the purchase, emphasizing the economic impact and strategic alignment with the company's goals. For individual contributors, focus on the "how" and for middle management, focus on the "what".

5. Decision Criteria: Influence the "Shopping List"

You need to understand what their criteria are to make your sales pitch most effective.

The Prospect's Shopping List. Decision Criteria are the specific requirements and preferences that a prospect uses to evaluate potential solutions. Understanding these criteria is essential for positioning your solution as the best fit.

Three Critical Aspects. Decision Criteria typically address:

• Vendor/Partner Criteria (e.g., company size, financial stability, references)
• Financial Justification (e.g., ROI, payback period, cost savings)
• Capability Validation (e.g., required features, functionalities, performance)

Value Triangle. The Value Triangle represents the subset of the customer's Decision Criteria that your solution satisfies and your competition does not. Focus on expanding and leveraging this zone to win the deal. Conversely, shrink the "Danger Zone," where the competition meets criteria you don't.

6. Decision & Paper Process: Map the Internal Approval

You will need to ask for the administrative approval process.

Internal Buying Process. The Decision Process is the internal procedure a prospect follows to make a purchasing decision. It typically involves validation (technical and functional) and approval (financial, administrative, legal, and commercial).

Paper Process. The paper process is the subset of the decision process dealing with the formal administrative process of a purchase order or a contract through the customer’s Procurement and Legal departments.

Compelling Event. A Compelling Event is a deadline driven by business pressure that forces the Economic Buyer to make a decision. It could be the end of maintenance for an existing system, a new regulatory requirement, or a promise made to shareholders.

7. Identify Pain: Uncover the Core Problem

Pain is the core problem that you are trying to resolve for a prospect, and it is driving their interactions with you.

Driving Force. Pain is the underlying problem that motivates a prospect to seek a solution. Identifying and addressing this pain is crucial for qualifying the opportunity and positioning your solution as the answer.

Types of Pain. Pain can be related to:

• Business problems (e.g., high operating costs, low revenue)
• Lack of capabilities (e.g., inability to meet customer demands)

Ask the Right Questions. Use open-ended questions to uncover the prospect's pain points. Instead of asking "What are your problems?", try "What are you trying to improve?" or "How are you trying to add more value to your business?"

8. Champion: Cultivate Your Internal Advocate

The champion is someone that will drive customers to take action in your favor.

Internal Sales Rep. A champion is an individual within the prospect's organization who supports your solution and advocates for it internally. They have access to the Economic Buyer, credibility within the company, and a personal stake in the success of the project.

Characteristics of a Champion. A champion:

• Understands and likes your solution
• Sponsors your solution during internal meetings
• Is respected and has access to the Economic Buyer
• Has personal goals and motivations aligned with your success

Building Champions. Identify potential champions by researching participants ahead of demos, looking for individuals who have been instrumental in implementing successful solutions in the past. Nurture the relationship by finding commonalities, communicating regularly, and providing value.

9. ROI Pitch: Translate Metrics into Monetary Gains

You sell when you move the conversation from COST to VALUE.

Economic Impact. The ROI (Return on Investment) pitch translates the metrics you've gathered into concrete monetary gains for the prospect. It demonstrates the economic impact of your solution, either through increased revenue or reduced costs.

Payback Period. Instead of focusing on complex ROI calculations, use the payback period, which is the time it takes for the prospect to recoup their investment. This is easier to understand and visualize.

Create Urgency. By highlighting the daily cost of not implementing your solution, you create urgency and motivate the prospect to take action. This also helps to diffuse requests for discounts, as the focus shifts from cost to value.

10. Saying No: A Strategic Tool for Qualification and Closing

Saying no is very important in every business journey.

Strategic Tool. Saying "no" is a powerful tool for successful salespeople. It can be used during the qualification phase to test the prospect's commitment and during the closing phase to accelerate the sales process.

Decision Criteria and Process. Saying no helps assess the Decision Criteria, focusing on essential elements and removing unnecessary activities. It also increases credibility and positions you as a trusted advisor rather than a desperate seller.

Closing with Confidence. Saying no during closing, such as declining unreasonable demands, demonstrates confidence and can expedite the deal. It shows that you value your solution and are willing to walk away if the terms are not right.

Last updated: February 22, 2025