/lead-qualification-meddic

name: lead-qualification-meddic
description: Qualify enterprise opportunities using MEDDIC/MEDDPICC framework for complex B2B sales cycles
license: MIT
metadata:
  author: ClawFu
  version: 1.0.0
  mcp-server: "@clawfu/mcp-skills"

Lead Qualification: MEDDIC

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

When to Use This Skill

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

Methodology Foundation

Based on **PTC's MEDDIC methodology** (developed by Dick Dunkel), extended to MEDDPICC:

• **M**etrics - Quantified value
• **E**conomic Buyer - Decision authority
• **D**ecision Criteria - How they'll choose
• **D**ecision Process - How they'll buy
• **I**dentify Pain - Business problem
• **C**hampion - Internal advocate
• **C**ompetition - Competitive landscape
• **P**aper Process - Legal/procurement

What Claude Does vs What You Decide

| Claude Does | You Decide | |-------------|------------| | Structures MEDDIC questions | Deal prioritization | | Scores each component | Resource investment | | Identifies gaps | Coaching focus | | Creates deal summaries | Forecast commit | | Suggests next actions | Win strategy |

Instructions

Step 1: Define MEDDIC Components

| Component | Definition | Key Question | |-----------|------------|--------------| | **Metrics** | Quantified outcomes | "What numbers will improve?" | | **Economic Buyer** | Person with budget authority | "Who can say yes and write the check?" | | **Decision Criteria** | How they evaluate | "What criteria will you use to decide?" | | **Decision Process** | Steps to purchase | "What happens between now and signed contract?" | | **Identify Pain** | Business problem | "What happens if this doesn't get solved?" | | **Champion** | Internal advocate | "Who's fighting for this internally?" | | **Competition** | Alternatives | "What else are you considering?" | | **Paper Process** | Procurement/legal | "What's involved in getting contracts signed?" |

Step 2: Discovery Questions by Component

**Metrics:**

• "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?"

**Economic Buyer:**

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

**Decision Criteria:**

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

**Decision Process:**

• "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?"

**Identify Pain:**

• "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?"

**Champion:**

• "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?"

**Competition:**

• "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?"

**Paper Process:**

• "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?"

Step 3: Score Each Component

| Score | Criteria | |-------|----------| | 🟢 3 | Confirmed, documented, verified | | 🟡 2 | Identified but not confirmed | | 🟠 1 | Weak or incomplete | | 🔴 0 | Unknown or missing |

**Deal Qualification Levels:** | Score | Status | Action | |-------|--------|--------| | 21-24 | Strong | Commit to forecast | | 16-20 | Developing | Address gaps | | 11-15 | Early | More discovery needed | | <11 | Weak | Qualify out or restart |

Examples

Example 1: Full MEDDIC Analysis

**Output:**

## MEDDIC Deal Scorecard: GlobalTech ($250K)

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

---

### MEDDIC Score: 18/24 🟡 Developing

| Component | Score | Status |
|-----------|-------|--------|
| Metrics | 3/3 | 🟢 |
| Economic Buyer | 2/3 | 🟡 |
| Decision Criteria | 3/3 | 🟢 |
| Decision Process | 2/3 | 🟡 |
| Identify Pain | 3/3 | 🟢 |
| Champion | 3/3 | 🟢 |
| Competition | 1/3 | 🟠 |
| Paper Process | 1/3 | 🟠 |

---

### Component Details

#### Metrics: 3/3 🟢
**Status:** Strong - Quantified and agreed

**Evidence:**
- 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

**Quote:** "If we can hit these numbers, this pays for itself in 6 months."

---

#### Economic Buyer: 2/3 🟡
**Status:** Identified but not met

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

**Gap:** Need face-to-face with CFO before proposal review

**Action:** Request 15-min executive alignment call

---

#### Decision Criteria: 3/3 🟢
**Status:** Strong - Criteria aligned with our strengths

**Evidence:**
- 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

**Quote:** "Integration is non-negotiable for us."

---

#### Decision Process: 2/3 �