The demo is done. The buying decision is still unclear.

MEDDIC for SaaS and technology sales.

MEDDIC is a sales qualification framework for understanding a buying opportunity. For SaaS and technology teams, its 6 elements connect discovery, demos and technical evaluation to the customer’s business case and decision process.

For sales leaders, account executives, sales engineers and enablement teams selling software and technology solutions.

Explore the 6 elements
Illustration of sales and technical colleagues working through a customer meeting in person and by video call.

A sales qualification framework

6 elements to qualify a software opportunity.

Use MEDDIC from the first discovery call through demos and technical evaluation. Follow the customer’s conversation, then review the evidence and gaps; the acronym does not prescribe the order of your questions.

  1. 01 / 06

    Metrics

    What does this workflow cost your team in time or rework?

    Use buyer measures such as time spent on manual reporting, rework or delayed decisions. Agree the baseline and how improvement would be checked.

    Useful outputA buyer-confirmed baseline and success measures.

  2. 02 / 06

    Economic Buyer

    Who can approve the subscription and implementation resources?

    Identify who has overall authority for the software investment. Clarify their priorities and distinguish them from the product user, technical evaluator or helpful contact.

    Useful outputBuying authority, priorities and a route to the decision.

  3. 03 / 06

    Decision Criteria

    What must the software do for your team to choose it?

    Confirm the buyer’s workflow, integration, data, usability, security and commercial requirements. Agree priorities and ask your specialists to validate technical answers.

    Useful outputBuyer priorities and evidence needed to assess the software.

  4. 04 / 06

    Decision Process

    What needs to happen between this demo and an investment decision?

    Map the stakeholders, technical evaluation, any trial or proof of value, success criteria and internal approvals. Confirm who owns each next step and its timing.

    Useful outputA buyer-confirmed evaluation and decision path.

  5. 05 / 06

    Identify Pain

    Where is the current system creating work or holding decisions up?

    Explore the affected users, workarounds and consequences of the current setup. Understand why change matters now before selecting features or proposing a demo.

    Useful outputA software or workflow problem and its business impact.

  6. 06 / 06

    Champion

    Who will help build support for changing the current system?

    Look for influence, personal motivation and action: arranging stakeholder access, sharing evaluation criteria or helping build the internal case for change.

    Useful outputEvidence of influence and active internal support.

Evidence over assumptions

Keep a clear record of buyer-confirmed facts, assumptions and open questions. Agree who will confirm the business measures, technical fit and decision steps; involve your specialists where needed.

Illustrative SaaS opportunity

A reporting platform: from discovery to decision.

An operations manager says staff export data from several systems and combine weekly reports by hand. An account executive (AE) and sales engineer (SE) prepare the next conversation together.

  1. Understand the workflow and impact

    Ask about time spent, rework, affected users and delayed decisions. Confirm which figures the buyer can support with evidence.

  2. Agree the AE–SE handoff

    The AE shares the business problem, stakeholders and agreed next step. The SE identifies the workflow to demonstrate and the integration or data-access questions that need validation.

  3. Qualify the evaluation and decision

    Confirm who can authorise the investment, how any trial will be judged and which approvals are needed. Check whether the contact will arrange access to the relevant stakeholders.

  4. Practise the meeting

    Role-play discovery and the demo follow-up using the agreed brief. Feedback covers questioning, listening, the AE–SE handoff and a buyer-confirmed next step. Repeat the difficult moment.

Putting the framework to work

Practise the SaaS conversations your team needs.

Bring your approved sales playbook, product information and buyer situations. We tailor role-plays for discovery calls, demo follow-ups, technical evaluations and AE–SE handoffs, with feedback on questions, listening, value and agreed next steps.

Discuss your SaaS sales training

Further reading

Framework overview and examples written by NewSkilz. The examples are fictional.