SPICED

• Question: Did the representative clearly understand and summarize the customer’s current state, including their business, goals, and context?
  • Good: Thoroughly explored the customer’s environment (business model, processes, tools, stakeholders, KPIs); demonstrated strong understanding through active listening and summarization.
  • Partial: Gathered basic context but missed important details (e.g., org structure, process gaps, or KPIs).
  • Bad: Did not establish a clear understanding of the customer’s current situation; conversation remained superficial.
• Question: Did the rep identify the customer’s key pain points, including both business and emotional?
  • Good: Clearly uncovered specific pains or challenges; explored both operational and emotional impact (e.g., stress, inefficiency, missed goals).
  • Partial: Identified general or surface-level pain but didn’t dig into underlying causes or urgency.
  • Bad: No real pain uncovered; focused on features or demos without discovering motivation to change.
• Question: Did the rep quantify or qualify the impact of solving (or not solving) the pain?
  • Good: Connected pain to measurable or strategic outcomes (e.g., time saved, revenue gained, risk avoided); made the “value of change” clear.
  • Partial: Mentioned potential benefits but didn’t quantify impact or tie it directly to the customer’s goals.
  • Bad: Didn’t explore business or personal impact; left the pain isolated without showing value in solving it.
• Question: Did the rep uncover the customer’s key deadline, trigger, or reason for acting now?
  • Good: Clearly identified a compelling reason or event driving urgency (e.g., product launch, contract renewal, fiscal year-end).
  • Partial: Mentioned general timing (e.g., “later this year”) but didn’t clarify why it matters or what happens if it slips.
  • Bad: No discussion of urgency or timing; unclear when or why the customer needs a solution.
• Question: Did the rep clarify how the customer will make a decision, including stakeholders and success criteria?
  • Good: Understood who’s involved, how they’ll decide, and what criteria matter most; confirmed alignment on next steps.
  • Partial: Identified some stakeholders or partial process, but gaps remain in how or when the decision will be made.
  • Bad: No clarity on the decision-making process or authority; left the next steps vague or undefined.

MEDDPICC

• Question: Did the rep uncover or quantify measurable success criteria (e.g., revenue growth, cost savings, productivity)?
  • Good: Clearly identified specific, quantifiable metrics tied to the customer’s goals (e.g., “They want to reduce onboarding time by 30%”).
  • Partial: Touched on value or benefits, but without specific or measurable outcomes.
  • Bad: Did not discuss metrics or business outcomes at all; conversation focused only on features or product.
• Question: Did the rep identify and/or engage with the person who has financial authority to approve the deal?
  • Good: Confirmed who the Economic Buyer is, understood their priorities, and planned next steps to engage them directly.
  • Partial: Mentioned decision-makers but did not clarify who controls the budget or final approval.
  • Bad: No mention of authority or buying power; focused only on day-to-day users or influencers.
• Question: Did the rep uncover how the customer will evaluate potential solutions?
  • Good: Clearly identified the specific criteria (technical, financial, strategic) that will drive the decision and tailored the discussion accordingly.
  • Partial: Discussed general needs or “nice-to-haves” but didn’t confirm the formal evaluation criteria.
  • Bad: No discussion of what factors will influence the customer’s choice; assumed or ignored decision-making criteria.
• Question: Did the rep uncover the steps, timeline, and stakeholders involved in the decision?
  • Good: Mapped the whole decision process, including stages, approvals, and key stakeholders; confirmed the customer’s timeline.
  • Partial: Mentioned general timing or some steps, but lacked clarity on the whole process or key players.
  • Bad: Did not ask about or clarify the customer’s process for making a decision.
• Question: Did the rep understand the legal, procurement, and administrative steps needed to finalize the deal?
  • Good: Asked about procurement, security, and contracting steps; identified potential blockers early.
  • Partial: Aware that a procurement process exists, but didn’t gather details.
  • Bad: No mention of contracting, legal, or approval steps.
• Question: Did the rep uncover the customer’s critical pain points and link them to business impact?
  • Good: Clearly articulated the customer’s core pain, quantified its impact, and tied it to how your solution resolves it.
  • Partial: Identified surface-level problems but didn’t explore underlying causes or business consequences.
  • Bad: Focused on product features without understanding the customer’s challenges or pain.
• Question: Did the rep identify or develop an internal advocate who can drive the deal internally?
  • Good: Identified a true champion, someone with influence, credibility, and motivation to push the deal forward, and confirmed mutual next steps.
  • Partial: Built rapport with a contact who might become a champion but hasn’t demonstrated real influence yet.
  • Bad: No evidence of an internal advocate or next steps for building one.
• Question: Did the rep identify and assess the competitive landscape (internal or external)?
  • Good: Asked who else is being considered and positioned your solution clearly against alternatives.
  • Partial: Hinted that competitors exist, but didn’t explore details or differentiation.
  • Bad: Ignored potential competitors or assumed there are none.

BANT

• Question: Did the rep uncover whether the customer has a defined budget or willingness to invest in a solution?
  • Good: The rep clearly identified the available budget or spending range, understood how budgets are allocated, and confirmed alignment between price and value.
  • Partial: The representative asked about the budget but received vague or partial information (e.g., “we’re exploring options”) without follow-up.
  • Bad: No discussion of budget, pricing, or financial fit, or avoided the topic entirely.
• Question: Did the rep identify who makes or influences the purchasing decision?
  • Good: Clearly identified the decision-maker(s), understood their priorities, and confirmed their involvement or a plan to engage them.
  • Partial: Mentioned stakeholders but didn’t confirm who holds final approval or budget control.
  • Bad: No clarity on decision-making roles; focused only on contacts without authority.
• Question: Did the rep uncover the customer’s challenges and connect them to the solution’s value?
  • Good: Clearly identified pressing pain points or goals, quantified the business impact, and linked your product directly to solving those needs.
  • Partial: Identified surface-level problems but didn’t tie them to measurable impact or urgency.
  • Bad: No clear understanding of the customer’s pain or motivation to change; conversation stayed feature-focused.
• Question: Did the rep determine when the customer plans to make a decision or implement a solution?
  • Good: Defined a clear and realistic timeline for decision and implementation, including milestones (e.g., “We need a solution in place before Q2”).
  • Partial: Discussed general timing but didn’t clarify urgency or next steps.
  • Bad: No mention of timeline or urgency; the rep left the call without understanding when the customer wants to move forward.