meddic-scorecard

MEDDIC 评分卡

使用 MEDDIC/MEDDPICC 方法构建系统化交易评分卡，改善销售管道质量、预测准确性和辅导效果。

何时使用此技能

• 每周销售管道评审
• 交易辅导会议
• 准备预测会议
• 赢单／丢单分析
• 销售赋能培训

方法论基础

基于 PTC 的 MEDDIC（Dick Dunkel），并扩展至 MEDDPICC，用于创建标准化评分卡，以便：

• 对交易资格进行评分
• 识别差距
• 确定辅导优先级
• 评估预测可信度

Claude 负责什么，哪些由你决定

Claude 负责	你决定
创建评分卡模板	交易阶段门槛
建议评分标准	辅导优先级
识别交易差距	预测承诺
生成辅导问题	资源分配
跟踪交易进展	赢单策略

说明

第 1 步：定义评分标准

MEDDPICC 组成部分：

组成部分	定义	评分权重
Metrics（指标）	量化的业务成果	15%
Economic Buyer（经济决策者）	已确定预算审批权	15%
Decision Criteria（决策标准）	对方的评估方式	10%
Decision Process（决策流程）	采购步骤	10%
Paper Process（文书流程）	法务／采购	10%
Identify Pain（识别痛点）	已明确阐述业务问题	15%
Champion（内部支持者）	已确认内部倡导者	15%
Competition（竞争情况）	已了解竞争格局	10%

第 2 步：制定评分标准

各组成部分评分（0-3）：

分数	定义	所需证据
0	未知	尚未收集信息
1	已识别	有基本信息，但未核实
2	已验证	已与潜在客户确认
3	已运用	正在积极用于交易策略

第 3 步：设置阶段门槛

阶段与分数对应关系：

阶段	最低分数	必须达到 3 分的组成部分
探索	8/24	痛点
资格认定	12/24	痛点、内部支持者
演示／评估	16/24	痛点、内部支持者、决策标准
提案	18/24	+ 经济决策者
谈判	21/24	+ 文书流程
承诺	22/24	所有组成部分均已验证

第 4 步：跟踪并辅导

每周评审重点：

• 低于阶段门槛的交易
• 分数变化（正向／负向）
• 关键组成部分的差距
• 检查内部支持者的状况
• 竞争情况更新

第 5 步：分析模式

销售管道健康指标：

• 各阶段平均分数
• 各分数门槛的转化率
• 最常见的差距
• 内部支持者实力与成交的相关性

示例

示例 1：完整交易评分卡

输入：

Create a MEDDPICC scorecard for:
- Deal: Enterprise software sale, $400K
- Stage: Proposal
- Champion: VP of Operations
- EB: CFO (not met)
- Timeline: Q1 close

输出：

## MEDDPICC Deal Scorecard

### Deal Overview

| Field | Value |
|-------|-------|
| Account | [Customer Name] |
| Opportunity | Enterprise Platform |
| Value | $400,000 ARR |
| Stage | Proposal |
| Close Date | Q1 (March 30) |
| AE | [Name] |
| Last Updated | [Date] |

---

### Score Summary

**Total Score: 16/24** | Stage Requirement: 18/24

| Component | Score | Stage Req | Status |
|-----------|-------|-----------|--------|
| Metrics | 2/3 | 2 | ✅ |
| Economic Buyer | 1/3 | **3** | ❌ GAP |
| Decision Criteria | 3/3 | 2 | ✅ |
| Decision Process | 2/3 | 2 | ✅ |
| Paper Process | 1/3 | 2 | ⚠️ GAP |
| Identify Pain | 3/3 | 3 | ✅ |
| Champion | 3/3 | 3 | ✅ |
| Competition | 1/3 | 2 | ⚠️ GAP |

**Status: NOT READY FOR PROPOSAL** - 3 gaps to address

---

### Component Details

#### Metrics (2/3) ✅ On Track

**Current State:**
- ROI target: 3x in Year 1 ✓
- Primary KPI: Reduce processing time 40% ✓
- CFO business case: Not yet presented ✗

**Evidence:**
> "If we hit 40% reduction, that's $1.2M in operational savings"
> — VP Operations, Discovery Call

**To reach 3/3:**
- [ ] Present business case to CFO
- [ ] Get CFO to validate assumptions

---

#### Economic Buyer (1/3) ❌ CRITICAL GAP

**Current State:**
- EB Identified: CFO Jennifer Walsh ✓
- Access: Email only, no meeting ✗
- Engagement: Unknown priorities ✗

**Gap Analysis:**
We have not met the Economic Buyer. This is a **deal blocker**
for Proposal stage. Champion (VP Ops) reports to CFO but has
not secured meeting.

**Action Required:**
- [ ] Ask Champion for CFO meeting this week
- [ ] Prepare executive briefing deck
- [ ] Identify CFO's priorities for Q1

**Coaching Questions:**
1. "What's preventing us from meeting the CFO?"
2. "What does your champion say about CFO's priorities?"
3. "Can we propose a joint call with champion + CFO?"

---

#### Decision Criteria (3/3) ✅ Strong

**Current State:**
- Formal criteria documented ✓
- Weighted by priority ✓
- Aligned with our strengths ✓

**Evidence:**
| Criterion | Weight | Our Fit |
|-----------|--------|---------|
| Integration depth | 30% | Strong |
| Time to value | 25% | Strong |
| Total cost | 20% | Medium |
| Support | 15% | Strong |
| References | 10% | Strong |

---

#### Decision Process (2/3) ⚠️ Needs Validation

**Current State:**
- Steps identified ✓
- Timeline mapped ✓
- Approvers known ✓
- Specific dates: Partial ✗

**Process Map:**

第 1 步：技术评估 ✅ 已完成 第 2 步：业务评审 ✅ 已完成 第 3 步：提案评审 ⏳ 本周 第 4 步：CFO 审批 ⏳ [日期待定] 第 5 步：法务／采购 ⏳ [时间安排未知] 第 6 步：签署 ⏳ 目标：3 月 30 日

**To reach 3/3:**
- [ ] Confirm CFO meeting date
- [ ] Map procurement timeline
- [ ] Identify potential delays

---

#### Paper Process (1/3) ⚠️ GAP

**Current State:**
- Legal review required: Likely ✓
- Timeline: Unknown ✗
- Procurement contact: Not identified ✗
- Standard terms acceptable: Unknown ✗

**Risk Assessment:**
Paper process is a common source of deal slip at this stage.
Unknown timeline creates forecast risk.

**Action Required:**
- [ ] Ask champion about procurement process
- [ ] Identify legal/procurement contacts
- [ ] Offer to start MSA review early

---

#### Identify Pain (3/3) ✅ Strong

**Current State:**
- Pain articulated ✓
- Quantified impact ✓
- Urgency established ✓
- Consequences of inaction clear ✓

**Pain Statement:**
> "Manual processing is costing us 8,000 hours/year. We've
> missed SLAs 3 times this quarter. If we don't fix this,
> we'll lose the [Major Customer] contract."

**Business Impact:**
- 8,000 hours × $50/hr = $400K labor cost
- SLA penalties: $200K potential
- Customer retention risk: $2M contract

---

#### Champion (3/3) ✅ Strong

**Champion Profile:**
| Attribute | Assessment |
|-----------|------------|
| Name | Michael Chen, VP Operations |
| Access | Reports to CFO |
| Influence | High - owns the budget |
| Motivation | Personal - promoted if successful |
| Engagement | Weekly calls, sharing internally |

**Champion Test:**
- ✅ Sells when we're not in the room
- ✅ Shares competitive intel
- ✅ Gives us bad news
- ⚠️ Has not secured CFO meeting yet

---

#### Competition (1/3) ⚠️ GAP

**Current State:**
- Competitors identified: 1 known ✓
- Their status: Unknown ✗
- Their approach: Unknown ✗
- Our differentiation: Assumed ✗

**Known Information:**
- Competitor X was evaluated
- Champion said "we've narrowed to two"
- No pricing or proposal intel

**Action Required:**
- [ ] Ask champion directly about competitor status
- [ ] Understand competitor's proposal/pricing
- [ ] Prepare competitive positioning

---

### Gap Resolution Plan

| Gap | Priority | Action | Owner | Due |
|-----|----------|--------|-------|-----|
| Economic Buyer | P1 | Request CFO meeting | AE + Champion | This week |
| Competition | P2 | Discovery with champion | AE | Day 2 |
| Paper Process | P2 | Map procurement timeline | AE | Day 3 |

---

### Coaching Summary

**Primary Focus:** Get in front of CFO before sending proposal

**Key Questions to Ask in 1:1:**
1. Why haven't we met the Economic Buyer yet?
2. What do we actually know about the competition?
3. What could cause this deal to slip past Q1?

**Forecast Recommendation:**
- Current: In forecast at 50%
- Recommendation: Keep at 50% until CFO meeting secured
- Path to 80%: EB meeting + Competition clarity + Paper process mapped

示例 2：销售管道评审摘要

输入：

Summarize MEDDPICC health for these 5 deals:
1. Deal A: 22/24 (Commit stage)
2. Deal B: 14/24 (Proposal stage)
3. Deal C: 18/24 (Demo stage)
4. Deal D: 10/24 (Qualification stage)
5. Deal E: 16/24 (Negotiation stage)

输出：

## Pipeline MEDDPICC Health Summary

### Overview

| Deal | Stage | Score | Req'd | Status |
|------|-------|-------|-------|--------|
| Deal A | Commit | 22/24 | 22 | ✅ On track |
| Deal B | Proposal | 14/24 | 18 | ❌ 4 pts below |
| Deal C | Demo | 18/24 | 16 | ✅ Above req |
| Deal D | Qualification | 10/24 | 12 | ❌ 2 pts below |
| Deal E | Negotiation | 16/24 | 21 | ❌ 5 pts below |

**Pipeline Health: 2/5 deals on track (40%)**

---

### Priority Attention

| Priority | Deal | Issue | Recommended Action |
|----------|------|-------|-------------------|
| P1 | Deal E | 5 pts below in Negotiation | Pull back to Proposal |
| P2 | Deal B | 4 pts below in Proposal | Hold proposal, fill gaps |
| P3 | Deal D | 2 pts below in Qualification | Accelerate discovery |

---

### Deal E (CRITICAL)

**Problem:** In Negotiation stage with 16/24 score (req: 21)

This deal is at high risk. Likely gaps in:
- Economic Buyer (not confirmed?)
- Paper Process (not mapped?)
- Competition (unknown?)

**Recommendation:** Do not forecast this deal. Move back to
Proposal stage and address gaps before continuing negotiation.

---

### Common Gaps Across Pipeline

| Component | Avg Score | Concern |
|-----------|-----------|---------|
| Paper Process | 1.2/3 | Most common gap |
| Competition | 1.4/3 | Frequent blind spot |
| Economic Buyer | 1.8/3 | Access issue |

**Coaching Focus:** Paper Process discovery earlier in cycle

技能范围

此技能擅长的事项

• 创建结构化评分卡
• 识别交易差距
• 生成辅导问题
• 跟踪交易进展

此技能无法做到的事项

• 访问你的 CRM 数据
• 了解具体交易背景
• 做出预测决策
• 取代销售判断

迭代指南

后续提示词：

• “为[组成部分]创建辅导问题”
• “针对[具体差距]，我们应该问些什么？”
• “为我们的流程设计阶段门槛标准”
• “根据评分卡分析赢单／丢单模式”

参考资料

• PTC MEDDIC 方法论（Dick Dunkel）
• Force Management MEDDICC
• Winning by Design 销售流程
• Gong 销售辅导研究

相关技能

• lead-qualification-meddic - 完整的资格认定框架
• deal-risk-scoring - 风险评估
• pipeline-forecasting - 预测方法论

技能元数据

• 领域：销售
• 复杂度：中级
• 模式：centaur
• 价值实现时间：每笔交易 15-30 分钟
• 前置条件：交易信息、CRM 访问权限