Lead Qualification Meddic Skill for Claude

## 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)

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### 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

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### 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 |

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### 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

## 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** | |

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### Champion Profile

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

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### 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

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### 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

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### 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

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### Champion Gaps

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

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### 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?"