MEDDICC Deal Qualification Scorecard
Framework: MEDDICC — Metrics, Economic Buyer, Decision Criteria, Decision Process, Identify Pain, Champion, Competition
Use for: Pressure-testing whether a B2B deal is real, and turning "I have a good feeling about this one" into a forecast you can defend
Time required: 15–20 minutes per opportunity, revisited at each stage review
How to use this template
- Score every element, even the ones you would rather skip. A blank field is the most useful thing on this sheet. It is the question you have not answered yet, and unanswered questions are where deals die.
- Treat each gap as a next action, not a grade to feel bad about. "I can't name the economic buyer" is not a low score. It is your next call.
- Run it as a manager-and-rep conversation, not a solo rep exercise. The rep believes in every deal. The stage review exists to pressure-test what is actually known versus assumed.
- Use it as a forecast input. A deal at the Proposal stage with three MEDDICC blanks is not really a Proposal-stage deal. How complete this sheet is, is how complete the opportunity is.
- Re-score at each stage gate. MEDDICC is not a one-time qualification. What you learn in Discovery gets tested again in Negotiation.
Deal header
| Field | Detail |
|---|---|
| Account / opportunity | [Name] |
| Deal value (ACV / TCV) | [$] |
| Current stage | [Discovery / Qualify / Demo / Proposal / Negotiate] |
| Target close date | [Date] |
| Rep / owner | [Name] |
| Last reviewed | [Date] |
The scorecard
Score each element Green (known and confirmed), Yellow (partial or assumed), or Red (unknown). A deal is only as strong as its weakest required element.
| Element | The question it answers | What we know | Score | Gap / next action |
|---|---|---|---|---|
| M — Metrics | What measurable business outcome does solving this deliver, in numbers? | [ ] | [R/Y/G] | [ ] |
| E — Economic Buyer | Who controls the budget and can say yes? Have we actually met them? | [ ] | [R/Y/G] | [ ] |
| D — Decision Criteria | What technical and business criteria will they judge the options against? | [ ] | [R/Y/G] | [ ] |
| D — Decision Process | What are the steps, approvals, and timeline to a signed contract? | [ ] | [R/Y/G] | [ ] |
| I — Identify Pain | What is the real, articulated pain, and the cost of doing nothing? | [ ] | [R/Y/G] | [ ] |
| C — Champion | Who sells for us when we are not in the room, and do they have real influence? | [ ] | [R/Y/G] | [ ] |
| C — Competition | Who or what else is in play, including "no decision"? | [ ] | [R/Y/G] | [ ] |
MEDDPICC variant: add P — Paper Process, the procurement, legal, and security review the contract must clear. On enterprise deals this is where "verbally agreed" quietly slips a quarter.
Read the sheet
- Economic Buyer is Red. You are selling to someone who cannot say yes. Most of the rest is on hold until this is at least Yellow.
- Decision Process is Red. You cannot predict when, or whether, this closes. Your close date is a guess wearing a date.
- Champion is Red or Yellow. You have an interested contact, not an advocate. A champion has power and spends it for you. Test it: ask them to do something that costs them a little internal capital.
- Competition looks empty. The most common lost deal is not lost to a rival. It is lost to the status quo, because the pain (I) was never made urgent enough to act on. "No decision" is always a competitor.
Qualification call
| Field | Detail |
|---|---|
| Reds remaining | [count] |
| Verdict | [Advance / Hold at stage / Disqualify] |
| If advancing, the one thing that must become true next | [ ] |
| Forecast category | [Commit / Best case / Pipeline / Omit] |
A deal you cannot describe in MEDDICC terms is a deal you are hoping for, not forecasting. Score it honestly, work the Reds, and let the blanks show you where the risk is. More on the sales process, exit criteria, and forecasting in the Sales & Revenue Operations Guide at biztechprimer.com.