lead-qualification-meddic

销售线索资格评估：MEDDIC

使用 MEDDIC 框架评估复杂企业级商机，确保交易可行，并提高预测准确性。

何时使用此技能

• 企业级交易资格评估
• 复杂销售周期（60 天以上）
• 涉及多位利益相关者的交易
• 高 ACV 商机（5 万美元以上）
• 提高预测准确性

方法论基础

基于 PTC 的 MEDDIC 方法论（由 Dick Dunkel 开发），扩展为 MEDDPICC：

• Metrics（指标）——量化价值
• Economic Buyer（经济决策者）——决策权
• Decision Criteria（决策标准）——他们将如何选择
• Decision Process（决策流程）——他们将如何采购
• Identify Pain（识别痛点）——业务问题
• Champion（内部支持者）——内部倡导者
• Competition（竞争）——竞争格局
• Paper Process（采购流程）——法务／采购

Claude 负责什么，哪些由你决定

Claude 负责	由你决定
设计 MEDDIC 问题	交易优先级
为各项打分	资源投入
识别差距	辅导重点
创建交易摘要	预测承诺
建议后续行动	赢单策略

说明

第 1 步：定义 MEDDIC 组成部分

组成部分	定义	关键问题
Metrics（指标）	量化结果	“哪些数字会有所改善？”
Economic Buyer（经济决策者）	拥有预算审批权的人	“谁能批准并签署支票？”
Decision Criteria（决策标准）	他们如何评估	“你们会依据哪些标准做决定？”
Decision Process（决策流程）	采购步骤	“从现在到合同签署之间会发生什么？”
Identify Pain（识别痛点）	业务问题	“如果这个问题得不到解决，会有什么后果？”
Champion（内部支持者）	内部倡导者	“谁在内部推动这件事？”
Competition（竞争）	可选方案	“你们还在考虑哪些方案？”
Paper Process（采购流程）	采购／法务	“签署合同需要经过哪些流程？”

第 2 步：按组成部分提出探索性问题

指标：

• “如果这个项目成功，哪些数字会发生变化？”
• “你们会如何衡量投资回报率？”
• “当前问题造成的成本是多少？”
• “你们希望影响哪些 KPI？”

经济决策者：

• “最终由谁审批这笔预算？”
• “你们之前是否和此人合作过类似项目？”
• “在我们敲定方案前，我可以和此人见面吗？”

决策标准：

• “哪些是必备条件，哪些只是加分项？”
• “你们会如何比较各个方案？”
• “这些标准由谁制定？”
• “[your differentiator] 对你们有多重要？”

决策流程：

• “请介绍一下从现在到合同签署的各个步骤。”
• “还需要哪些人进行评估？”
• “是否需要经过审批委员会或董事会审查？”
• “哪些因素可能延误或阻碍这一流程？”

识别痛点：

• “是什么促使你们现在启动这个项目？”
• “如果你们什么都不做，会有什么后果？”
• “这对你们的团队／业务／客户有什么影响？”
• “你们之前尝试过解决这个问题吗？”

内部支持者：

• “谁最支持这个项目？”
• “项目成功或失败会对他们有什么影响？”
• “他们能帮我们联系 [stakeholder] 吗？”
• “他们有多大的影响力？”

竞争：

• “你们还在考虑哪些方案？”
• “你们和其他供应商的沟通进行到哪一步了？”
• “你们喜欢目前看到的哪些方面？”
• “这与我们向你们展示的方案相比如何？”

采购流程：

• “你们通常的采购周期是多久？”
• “是否需要进行安全或法务审查？”
• “你们之前合作过类似的供应商吗？”
• “我们可以做些什么来加快流程？”

第 3 步：为各项打分

分数	标准
🟢 3	已确认、有记录且已核实
🟡 2	已识别但尚未确认
🟠 1	较弱或不完整
🔴 0	未知或缺失

交易资格等级：

分数	状态	行动
21-24	强	纳入预测承诺
16-20	发展中	弥补差距
11-15	早期	需要进一步探索
<11	弱	取消资格或重新开始

示例

示例 1：完整的 MEDDIC 分析

输出：

## 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 🟡
**Status:** Mapped but timeline fuzzy

**Evidence:**
- Step 1: Technical evaluation ✅ Complete
- Step 2: Business review ✅ Complete
- Step 3: Proposal review ⏳ This week
- Step 4: CFO approval ⏳ Pending
- Step 5: Legal/Procurement ⏳ Unknown timeline
- Step 6: Contract signed ⏳ Target March 15

**Gap:** Steps 4-6 timeline not confirmed

**Action:** Get specific dates for approval meeting and legal review

---

#### Identify Pain: 3/3 🟢
**Status:** Strong - Urgent, quantified pain

**Evidence:**
- Current problem: 40% of leads fall through cracks
- Business impact: $2M estimated lost revenue
- Trigger: Missed Q3 target, board pressure
- Previous attempts: Tried 2 solutions, both failed

**Quote:** "This is keeping our CEO up at night."

---

#### Champion: 3/3 🟢
**Status:** Strong - Active, influential champion

**Champion Profile:**
- Name: Marcus Chen, VP Revenue Operations
- Motivation: His initiative, career impact
- Influence: Direct report to CFO
- Actions taken:
  - Built internal business case
  - Scheduled all meetings
  - Defended us vs. competitor
  - Sharing our content internally

**Quote:** "I'm putting my reputation on this."

---

#### Competition: 1/3 🟠
**Status:** Weak - Incomplete intel

**Evidence:**
- Know they evaluated CompetitorX
- Don't know current status
- Champion said "we've narrowed to two"
- No details on competitor proposal

**Gap:** Critical blind spot

**Action:**
- Ask champion directly about competitor status
- Understand their proposal/pricing
- Prepare competitive battle card response

---

#### Paper Process: 1/3 🟠
**Status:** Weak - Unknown

**Evidence:**
- They have a procurement team
- Security review likely required
- No timeline documented
- Haven't met procurement

**Gap:** Could add 2-4 weeks we haven't planned for

**Action:**
- Ask champion about typical procurement timeline
- Offer to start security questionnaire early
- Get intro to procurement contact

---

### Gap Summary

| Gap | Priority | Owner | Action | Due |
|-----|----------|-------|--------|-----|
| Meet CFO | High | AE | Request exec call | Day 62 |
| Competition intel | High | AE | Discovery with champion | Day 63 |
| Paper process | Medium | SE | Start security review | Day 65 |
| Decision timeline | Medium | AE | Confirm dates | Day 65 |

---

### Forecast Recommendation

**Current:** In forecast at 50% probability
**Recommendation:** Keep in forecast, but address gaps before increasing commit

**Path to 80%:**
1. Meet CFO (Economic Buyer confirmed)
2. Confirm competitor status (know we're preferred)
3. Map procurement timeline (no surprises)

**Risks:**
- Competition could have better pricing
- Procurement could delay past March 15
- CFO hasn't engaged directly

示例 2：冠军评估

输出：

## Champion Evaluation: Marcus Chen

### Champion Scorecard

| Criteria | Score | Evidence |
|----------|-------|----------|
| Access | 🟢 High | Direct report to EB |
| Influence | 🟢 High | Owns budget recommendation |
| Motivation | 🟢 High | Career tied to outcome |
| Credibility | 🟢 High | 8 years at company |
| Engagement | 🟢 High | Weekly calls, sharing content |
| **Overall** | **Strong Champion** | |

---

### Champion Profile

**Name:** Marcus Chen
**Title:** VP Revenue Operations
**Reports to:** Jennifer Walsh (CFO)
**Tenure:** 8 years
**Role in Deal:** Project owner and recommender

---

### Why They're Championing

1. **Personal Win:** This is his initiative; success = promotion
2. **Pain Owner:** Responsible for the problem we solve
3. **Budget Influence:** Makes recommendation to CFO
4. **Trusted:** Long tenure, respected internally

---

### Champion Actions Taken

✅ Built internal business case
✅ Scheduled all meetings
✅ Shared our ROI calculator with CFO
✅ Defended us when competitor name dropped
✅ Gave us competitive intel
✅ Proactively updated us on internal discussions

---

### Champion Test Questions

**Question: Can they sell when you're not in the room?**
Answer: Yes - built business case, defends us

**Question: Will they give you bad news?**
Answer: Yes - warned us about CFO concerns

**Question: Can they get you to the Economic Buyer?**
Answer: Partially - email intros yes, meeting not yet

---

### Champion Gaps

| Gap | Risk | Mitigation |
|-----|------|------------|
| Hasn't secured CFO meeting | Medium | Help champion prepare ask |
| Single-threaded | Medium | Build relationships with IT Director |

---

### Champion Coaching Plan

**Help Marcus succeed by:**
1. Provide leave-behind for his CFO conversation
2. Share competitor objection responses
3. Arm with 3 references he can share
4. Prepare him for likely CFO questions:
   - "Why not build this ourselves?"
   - "What's the implementation risk?"
   - "Can we get better pricing?"

技能边界

此技能的优势

• 构建复杂交易资格评估的结构
• 系统地识别交易差距
• 制定交易辅导计划
• 提高预测准确性

此技能无法做到的事

• 取代关系建立能力
• 保证交易结果
• 了解竞争对手策略
• 处理谈判技巧

参考资料

• PTC MEDDIC 框架（Dick Dunkel）
• Force Management MEDDICC
• Salesforce 企业销售
• Winning by Design MEDDIC

相关技能

• lead-qualification-bant - 更简单的资格评估
• deal-risk-scoring - 风险评估
• pipeline-forecasting - 基于 MEDDIC 做出承诺

技能元数据

• 领域：SDR 自动化 / 销售
• 复杂度：高级
• 模式：centaur
• 价值实现时间：每笔交易 45-60 分钟
• 先决条件：企业销售经验