87% of sales training fails.

Let that sink in. Companies spend billions annually on sales training, yet nearly nine out of ten initiatives deliver zero measurable impact. Your reps attend the sessions, take the notes, then immediately revert to old habits the moment they're back on the floor.

The MEDDICC framework suffers the same fate. Organizations invest six figures in consultants, run two-day workshops, then watch their "transformation" evaporate within 30 days. Why? Because everyone treats MEDDICC like a methodology when it's actually a qualification framework.

Here's what nobody tells you: MEDDICC isn't about teaching your reps new selling techniques. It's about fundamentally rewiring how they qualify opportunities. And the difference between those two approaches determines whether you'll join the 87% failure rate or the 13% that actually transform their revenue engine.

Most organizations run MEDDICC training like a vaccination - one shot and you're protected. Reality check: 90% of training content is forgotten within 30 days without reinforcement. Your reps might remember what the acronym stands for, but they won't change their behavior.

The fix: Implement a continuous reinforcement cadence. Top-performing teams maintain weekly coaching sessions, not quarterly reviews. Every deal review, every pipeline discussion, every one-on-one becomes a MEDDICC reinforcement opportunity.

Training fails when frontline managers aren't bought in. They're the ones running deal reviews, coaching calls, and driving daily execution. If they're not fluent in MEDDICC language and committed to the framework, your implementation is dead on arrival.

The fix: Train managers first, before the sales team. Give them 30 days to master the framework, run mock deal reviews, and build their coaching confidence. When reps see their manager living and breathing MEDDICC, adoption accelerates.

Companies add MEDDICC fields to their CRM and call it implementation. But without understanding the depth behind each element - the difference between technical and business decision criteria, the nuance of identifying versus developing a champion - teams reduce MEDDICC to a data entry exercise.

The fix: Focus on quality over compliance. One properly qualified deal using MEDDICC is worth more than 50 deals with boxes checked. Measure the quality of qualification, not just completion rates.

Use this to drill down to board-level metrics that matter to executives.

Instead of: "What are your goals for next year?"

Ask: "When you present this initiative to your board, what specific number will determine success? Is it a 20% reduction in operational costs? 30% faster time-to-market? Help me understand the exact metric that matters."

Why it works: Forces specificity and connects to boardroom-level thinking.

Deploy this sequence when you need to identify the real decision maker.

Don't ask: "Who makes the decision?"

Use this sequence:

Perfect for uncovering both technical and business evaluation criteria.

Build a comparative matrix during discovery:

"I want to make sure we're aligned with how you'll evaluate solutions. Most of our clients consider these factors:

Which of these matter most to your evaluation? What's missing from this list?"

Use this to identify and develop internal champions who will sell for you.

Identify potential champions by asking: "If this solution delivers the results we've discussed, who on your team gets promoted?"

Then develop them: "What would you need from us to make you look like a hero to [Economic Buyer]?"

Company details anonymized for confidentiality

A mid-market SaaS company selling HR analytics software with a 25-person sales team was struggling with enterprise deal execution. Despite strong inbound lead flow from marketing, they faced:

Their biggest pain point: reps were great at demos and product conversations but terrible at understanding buying processes in large organizations.

Phase 1: The CRO and VP Sales committed fully, bringing in all five sales managers for intensive MEDDICC certification before touching the team.

Phase 2: Managers led team training using actual stalled deals from their pipeline. They discovered most "losses" were actually never properly qualified - no economic buyer contact, unclear decision criteria, and weak champions.

Phase 3: Data analysis showed their Decision Process element was weakest. They built specific playbooks for navigating procurement, legal review, and security approval processes common in their enterprise accounts.

"We realized we were selling like a startup to enterprise buyers," said their VP of Sales. "MEDDICC forced us to understand how big companies actually buy software. Now we're developing champions who guide us through their procurement process instead of hoping our product sells itself."

The company now segments their sales process by deal size, with MEDDICC mandatory for all opportunities over $100K ARR. They've also integrated MEDDICC qualification scores into their sales compensation plan.

☐ Schedule executive alignment session
☐ Identify your MEDDICC implementation team
☐ Audit current qualification practices
☐ Define success metrics for 30/60/90 days

☐ Begin manager certification program
☐ Map your sales process to MEDDICC
☐ Design initial CRM modifications
☐ Create first draft of deal review template

☐ Develop role-specific training materials
☐ Identify pilot team for initial rollout
☐ Build MEDDICC scoring methodology
☐ Schedule weekly coaching cadence

☐ Finalize all templates and tools
☐ Complete manager certification
☐ Prepare team training materials
☐ Set implementation launch date

MEDDICC implementation fails when organizations treat it like sales training. It succeeds when you approach it as systematic business transformation.

The framework itself is simple. The discipline to implement it properly is what separates the 13% who succeed from the 87% who fail.

Your competition is probably in that 87%. They'll run a workshop, check the box, and move on to the next silver bullet. Meanwhile, you'll be methodically building a qualification machine that identifies real opportunities, develops internal champions, and closes deals your competitors never saw coming.

The question isn't whether MEDDICC works - it's whether you have the discipline to implement it properly. The 90-day roadmap is your blueprint. The templates are your tools. The only thing missing is your commitment to join the 13%.

Stop treating MEDDICC like a methodology. Start treating it like the qualification framework that transforms revenue engines.

Your move.

Have you implemented MEDDICC in your organization? Hit reply and share your story - what worked, what didn't, and what you'd do differently.

Till next time,

Dingo