3 Reasons Why the MEDDIC Sales Process Works

1. THE MEDDIC QUALIFICATION CHECKLIST

Did you ever give a thought why pilots go through rigorous checklists before they start the engines and take off? That’s right, they have to be 99.9% sure they are setup for success, as even small issues could have big impact. Once they’re airborne, there’s no option for failure.

Similar to a pilot, MEDDIC gives you a checklist for every sales stage, giving you a health check for flying a deal to closure. Just like a pilot, you’ll be able to quickly understand your chances of landing successfully, and might even consider to step back and take another plane. While the pilot saves a lot of lives, we in sales save a lot of very precious time by planning to recover early to succeed in the end and close more deals.

Read more

Asking for the Order Is a Closed Question

It doesn’t matter if you sell into Enterprise Companies or Small and Medium Business, we sales people do a hell of a job preparing the decision making, support clients to understand their benefits and show them how to get the quickest return.

Still, we seem to have a big issue harvesting on all the hard work we have done and ask for the deal. The most common perception is that sales hate to get a “NO”. Here is an interesting video with a different opinion.

 

MEDDIC Checklist

Your MEDDIC Sales Process Checklist

Hands down, the MEDDIC sales process is one of the most effective out there. Here’s a step-by-step walkthrough of each one of MEDDIC’s key qualifiers.

Some Tips for the Right Sales Attitude

Cultivate the opportunity

  • Determine if the opportunity is worth the investment of time
  • Hypothesize about new ways to engage the customer
  • Infer the scope of the opportunity on the basis of limited information about the customer

Asses the customer’s receptivity to insight

  • Make informed assumptions about the customer and its needs
  • Identify atypical sources of information about the customer and its assumptions
  • Exercise patience in order to allow an opportunity to develop

Challenge the customer’s thinking

  • Judge when best to engage key decision makers and other stakeholders
  • Adapt the approach in order to generate buy-in
  • Asses the worthiness of the pursuit on the basis of the customer’s reaction

Build consensus

  • Tailor responses to stakeholder’s highly varied objections and reactions
  • Creatively determine ways to revive stalled deals
  • Encourage and arm key stakeholders to influence detractors

Close the deal

  • Asses the buying group’s understanding of what differentiates the solution from the alternatives
  • Know when to stand firm or acquiesce in negotiation
  • Identify negotiation points beyond terms and conditions