Instructions and covered skills
Read each scenario and select the response that best reflects disciplined opportunity qualification. Focus on the evidence available rather than assumptions about the account. Stay focused on the stated buying situation and distinguish confirmed information from unverified claims. Turn off notifications and avoid rushing through stakeholder or process details. Consider how each response affects deal confidence, next actions, and forecast accuracy. Choose the option that would produce the clearest qualification evidence.
Key Areas
This test covers the MEDDICC framework for qualifying business-to-business sales opportunities: Metrics, Economic Buyer, Decision Criteria, Decision Process, Identify Pain, Champion, and Competition. Candidates demonstrate how to gather verifiable information instead of relying on broad interest, informal promises, or incomplete CRM notes. The focus is on turning discovery conversations into evidence that supports account strategy and forecast decisions.
Metrics concern the measurable business impact a buyer expects, such as reduced processing time, increased conversion, lower operating cost, or risk reduction. Economic Buyer questions address who can authorize investment and what that person values. Decision Criteria and Decision Process examine how the customer will compare options, involve stakeholders, approve spending, and reach a final commitment.
The assessment also addresses pain discovery, including the operational, financial, and strategic consequences of an unresolved problem. Champion evaluation centers on whether an internal contact has credibility, access, influence, and a personal reason to help the seller navigate the account. Competition includes incumbent solutions, internal alternatives, delaying action, and other vendors that can affect the buyer's decision.
Recommended Preparation
Review each MEDDICC element and practice separating facts confirmed by customer stakeholders from assumptions recorded by the sales team. Prepare discovery questions that reveal business outcomes, decision requirements, approval paths, and consequences of inaction. Study how different stakeholders contribute information: operational users may describe workflow problems, procurement may explain commercial steps, and executives may validate priorities and investment authority.
Practice writing concise opportunity notes that identify the source of each claim, the remaining gaps, and a specific next action. When reviewing a deal, look for evidence that the customer has a defined problem, a reason to act, a process for deciding, and an internal person who will advocate for the change. Use the framework to determine whether an opportunity should progress, receive further discovery, or be deprioritized.