Pain is found but not sized.
Sellers uncover pain on nine calls, but put a number on it in only five. Without a figure, the customer has no business case to take to whoever signs off.
Example output. Northbeam and its customers are fictional.
Discovery call review: Northbeam sales team
Example output. Crestpoint and its customers are fictional.
Discovery call review: Crestpoint sales team
Example output. Kindred Works and its customers are fictional.
Discovery call review: Kindred Works sales team
54%
Average coverage of MEDDPICC
Identify Pain
Strongest element, 90% of calls
Economic Buyer
Biggest gap, 2 of 10 calls
6 of 10
Calls ending without a dated next step
58%
Average coverage of SPICED
Situation
Strongest element, every call
Critical Event
Biggest gap, 2 of 10 calls
6 of 10
Calls ending without a dated next step
63%
Average coverage of MEDDPICC
Identify Pain
Strongest element, 11 of 12 calls
Paper Process
Biggest gap, 3 of 12 calls
6 of 12
Calls ending without a dated next step
68%
Average coverage of SPICED
Situation
Strongest element, every call
Critical Event
Biggest gap, 3 of 12 calls
6 of 12
Calls ending without a dated next step
47%
Average coverage of MEDDPICC
Identify Pain
Strongest element, 7 of 8 calls
Metrics
Biggest gap, 1 of 8 calls
5 of 8
Calls ending without a dated next step
50%
Average coverage of SPICED
Situation
Strongest element, every call
Impact
Biggest gap, 1 of 8 calls
5 of 8
Calls ending without a dated next step
Back to Sales enablement teams
Summary
The team is good at getting customers talking about their problems. Nine out of ten calls uncover real pain, and most sellers build rapport quickly. The gaps come later in the conversation. Pain is rarely sized in money or time, sellers usually assume the person on the call makes the decision, and most calls end without an agreed path to a decision.
Fixing those three habits would move the team’s coverage from 54% to around 75%, and the same three gaps appear in the deals that stalled last quarter.
Coverage by element
| Element | Covered on | Coverage | Status |
|---|---|---|---|
| Metrics | 5 of 10 calls | 50% | Partial |
| Economic Buyer | 2 of 10 calls | 20% | Gap |
| Decision Criteria | 7 of 10 calls | 70% | Solid |
| Decision Process | 4 of 10 calls | 40% | Partial |
| Paper Process | 1 of 10 calls | 10% | Gap |
| Identify Pain | 9 of 10 calls | 90% | Strong |
| Champion | 8 of 10 calls | 80% | Strong |
| Competition | 7 of 10 calls | 70% | Solid |
Patterns across the team
The economic buyer is assumed.
Only two calls ask who signs off on a decision like this. On six calls the seller treats the person on the call as the decision maker without checking.
Calls end without a path to a decision.
Decision process comes up on four calls and paper process on one. Six calls end with ‘I’ll take it to the team’ and no date for the next step.
Summary
The team is good at understanding the customer’s situation and getting them to talk about their problems. Every call covers the situation well and nine out of ten uncover real pain. The gaps come later. Impact is rarely sized in money or time, almost nobody asks why the customer needs to act now, and most calls end without a clear view of how the decision will be made.
Fixing those three habits would move the team’s coverage from 58% to around 78%, and the same three gaps appear in the deals that stalled last quarter.
Coverage by element
| Element | Covered on | Coverage | Status |
|---|---|---|---|
| Situation | 10 of 10 calls | 100% | Strong |
| Pain | 9 of 10 calls | 90% | Strong |
| Impact | 5 of 10 calls | 50% | Partial |
| Critical Event | 2 of 10 calls | 20% | Gap |
| Decision | 3 of 10 calls | 30% | Gap |
Patterns across the team
Impact is described, not sized.
Sellers hear about pain on nine calls, but turn it into a business impact with a number on only five. Without one, the customer has no case to take upwards.
Nobody asks why now.
Only two calls explore a deadline or event that makes this urgent. Without one, deals drift into next quarter.
The decision is left vague.
Three calls explore how the decision will be made. Six end with ‘I’ll take it to the team’ and no date for the next step.
Example moments
Call C4, Ben Carter with Ardent Logistics, 18:42
Customer: “Honestly, the reporting takes my team most of Monday.”
Ben: “Got it, that sounds painful. Let me show you the dashboard.”
What was missed: Metrics. The pain was clear, but Ben moved to the demo before finding out what it costs.
What was missed: Impact. The pain was clear, but Ben moved to the demo before finding out what it costs.
A better question: How many people does that involve, and what would they do with that Monday back?
Call C7, Sofia Lind with Greystone Health, 31:10
Customer: “This looks good. I’ll take it to the team and come back to you.”
Sofia: “Great, speak soon.”
What was missed: Economic Buyer and Decision Process. Sofia doesn’t know who decides or how.
What was missed: Decision. Sofia doesn’t know who decides, how, or by when.
A better question: Who else will want a say on this, and how have you made decisions like this before?
Seller by seller
| Seller | Calls | Coverage | Strongest | Coaching focus |
|---|---|---|---|---|
| Ellie Ward | 2 | 68% | Champion | Paper Process: ask how contracts get signed |
| Marcus Adeyemi | 2 | 61% | Decision Criteria | Economic Buyer: ask who signs off |
| Hannah Price | 2 | 52% | Identify Pain | Metrics: size the pain before demoing |
| Ben Carter | 2 | 47% | Competition | Metrics: size the pain before demoing |
| Sofia Lind | 2 | 41% | Identify Pain | Decision Process: close with a dated next step |
Coaching plan for the next fortnight
Put a number on the pain
Deals without a figure stall at sign-off.
Practice: In pairs, take three pains from last week’s calls and turn each into a cost in time or money.
Question: What does that cost you each month?
Find who signs off
Two thirds of calls rely on someone who may not make the decision.
Practice: Role-play the moment a customer says ‘I’ll need to check with my boss’.
Question: Besides you, who needs to be comfortable with this?
End every call with a dated next step
Six of ten calls ended with no agreed next step.
Practice: Each seller writes their closing two minutes before their next three calls.
Question: What needs to happen between now and a decision, and when shall we next speak?
Seller by seller
| Seller | Calls | Coverage | Strongest | Coaching focus |
|---|---|---|---|---|
| Ellie Ward | 2 | 72% | Situation | Decision: ask how contracts get signed |
| Marcus Adeyemi | 2 | 66% | Pain | Critical Event: ask what happens if nothing changes |
| Hannah Price | 2 | 56% | Pain | Impact: size the pain before demoing |
| Ben Carter | 2 | 52% | Situation | Impact: size the pain before demoing |
| Sofia Lind | 2 | 44% | Pain | Decision: close with a dated next step |
Coaching plan for the next fortnight
Size the impact
Without a figure, the customer can’t make the case internally.
Practice: In pairs, take three pains from last week’s calls and turn each into a cost in time or money.
Question: What does that cost you each month?
Find the critical event
Without a reason to act now, deals drift.
Practice: Role-play uncovering a deadline the customer hasn’t mentioned.
Question: What happens if nothing changes by the end of the quarter?
Map the decision
Six of ten calls ended with no agreed next step.
Practice: Each seller writes their closing two minutes before their next three calls.
Question: Who else is involved, and when would you want this in place?
Calls reviewed
| Ref | Date | Seller | Customer | Length | Coverage |
|---|---|---|---|---|---|
| C1 | 22 Sep | Ellie Ward | Brightwater Foods | 42 min | 72%80% |
| C2 | 24 Sep | Hannah Price | Corvan Engineering | 38 min | 50%56% |
| C3 | 25 Sep | Marcus Adeyemi | Linwood Estates | 45 min | 60%64% |
| C4 | 29 Sep | Ben Carter | Ardent Logistics | 36 min | 44%48% |
| C5 | 1 Oct | Sofia Lind | Penhallow Group | 33 min | 40%44% |
| C6 | 3 Oct | Ellie Ward | Kestrel Retail | 47 min | 64%64% |
| C7 | 7 Oct | Sofia Lind | Greystone Health | 41 min | 42%44% |
| C8 | 9 Oct | Hannah Price | Marlow Print | 39 min | 54%56% |
| C9 | 13 Oct | Marcus Adeyemi | Tideway Insurance | 40 min | 62%68% |
| C10 | 15 Oct | Ben Carter | Oakridge Care | 39 min | 50%56% |
This is an example produced for the Amplify website. Northbeam, its sellers, its customers and all figures are fictional.
Summary
The team builds a useful view of the customer’s problem and usually establishes clear decision criteria. The weaker part is what happens after a positive conversation. Only three calls explore the contract and procurement steps, and six end without a dated next step. Overall MEDDPICC coverage is 63%. The next coaching cycle should make the path from agreement to signature much more explicit.
Coverage by element
| Element | Covered on | Coverage | Status |
|---|---|---|---|
| Metrics | 7 of 12 calls | 58% | Partial |
| Economic Buyer | 5 of 12 calls | 42% | Partial |
| Decision Criteria | 9 of 12 calls | 75% | Solid |
| Decision Process | 7 of 12 calls | 58% | Partial |
| Paper Process | 3 of 12 calls | 25% | Gap |
| Identify Pain | 11 of 12 calls | 92% | Strong |
| Champion | 9 of 12 calls | 75% | Solid |
| Competition | 9 of 12 calls | 75% | Solid |
Patterns across the team
Contract steps arrive too late.
Only three calls explore procurement or signature steps. Sellers are treating a positive response as if the route to a contract is already clear.
Pain is not always quantified.
Seven calls put a number on the problem. The others leave the seller without a clear commercial case to carry into the next conversation.
Next steps need a date.
Six calls finish without a dated next step. A warmer conversation is not yet an agreed route to a decision.
Summary
The team understands the customer’s situation on every call and usually uncovers real pain. The missing piece is urgency. Only three calls find a deadline or event that makes a decision necessary. Overall SPICED coverage is 68%. Coaching should connect the impact to a real date, then agree the next step with the people involved.
Coverage by element
| Element | Covered on | Coverage | Status |
|---|---|---|---|
| Situation | 12 of 12 calls | 100% | Strong |
| Pain | 11 of 12 calls | 92% | Strong |
| Impact | 8 of 12 calls | 67% | Partial |
| Critical Event | 3 of 12 calls | 25% | Gap |
| Decision | 7 of 12 calls | 58% | Partial |
Patterns across the team
Urgency is left unexplored.
Only three calls identify a critical event. Without a date that matters to the customer, the opportunity can drift.
Impact is stronger than the plan to act.
Eight calls explore business impact, but fewer connect it to a specific decision. Coaching should join those two parts of the conversation.
The next conversation is not secured.
Six calls end without a dated next step. Sellers need to agree who will do what and when.
Example moments
Call C4, Freya Collins with Dunmere Logistics, 18:20
Customer: “If the team likes it, I imagine we can get something signed.”
Freya: “Great, I’ll put a proposal together.”
What was missed: Paper Process. The seller has not checked procurement, legal review or who can sign.
What was missed: Decision. The route from interest to a signed agreement is still unknown.
A better question: How does an agreement like this normally get approved and signed?
Call C7, Isla Morris with Greenbank Care, 29:10
Customer: “We would like to improve this, but there’s a lot on.”
Isla: “No problem, I’ll check in next month.”
What was missed: Decision Process. There is no agreed route or date for the next decision.
What was missed: Critical Event. The seller has not found a date that would make this important now.
A better question: Is there an event or deadline that makes it important to change this?
Seller by seller
| Seller | Calls | Coverage | Strongest | Coaching focus |
|---|---|---|---|---|
| Isla Morris | 2 | 63% | Identify Pain | Paper Process: map procurement before the proposal |
| Daniel Reed | 2 | 67% | Identify Pain | Paper Process: map procurement before the proposal |
| Amir Khan | 2 | 62% | Identify Pain | Paper Process: map procurement before the proposal |
| Freya Collins | 2 | 53% | Identify Pain | Paper Process: map procurement before the proposal |
| Leo Grant | 2 | 63% | Identify Pain | Paper Process: map procurement before the proposal |
| Tessa Brooks | 2 | 70% | Identify Pain | Paper Process: map procurement before the proposal |
Coaching plan for the next fortnight
Map the route to signature
A positive response is not a completed buying process.
Practice: Role-play asking about procurement before discussing a proposal.
Question: What needs to happen between agreeing the solution and signing the contract?
Quantify the commercial problem
A clear figure makes the business case easier to carry internally.
Practice: Take three recent customer problems and turn each into a cost.
Question: What does that cost you each month?
Agree a dated next step
Six calls ended without a date for the next conversation.
Practice: Write the closing two minutes before the next three calls.
Question: Who needs to be involved next, and when shall we speak?
Seller by seller
| Seller | Calls | Coverage | Strongest | Coaching focus |
|---|---|---|---|---|
| Isla Morris | 2 | 67% | Situation | Critical Event: find the date that matters |
| Daniel Reed | 2 | 71% | Situation | Critical Event: find the date that matters |
| Amir Khan | 2 | 68% | Situation | Critical Event: find the date that matters |
| Freya Collins | 2 | 59% | Situation | Critical Event: find the date that matters |
| Leo Grant | 2 | 68% | Situation | Critical Event: find the date that matters |
| Tessa Brooks | 2 | 75% | Situation | Critical Event: find the date that matters |
Coaching plan for the next fortnight
Find the critical event
Only three calls uncover a deadline that makes action necessary.
Practice: Role-play a customer who likes the idea but sees no urgency.
Question: What happens if nothing changes by the end of the quarter?
Connect the impact to a decision
A useful discussion needs a route into action.
Practice: Take two recent calls and map who needs to decide what.
Question: Who will use this information to make the decision?
Secure the next conversation
Six calls ended without a dated next step.
Practice: Write the closing two minutes before the next three calls.
Question: What do we need to agree before we speak again?
Calls reviewed
| Ref | Date | Seller | Customer | Length | Coverage |
|---|---|---|---|---|---|
| C1 | 22 Sep | Isla Morris | Ashcombe Foods | 42 min | 76%80% |
| C2 | 24 Sep | Daniel Reed | Baytree Engineering | 38 min | 66%70% |
| C3 | 25 Sep | Amir Khan | Cromwell Estates | 45 min | 60%68% |
| C4 | 29 Sep | Freya Collins | Dunmere Logistics | 36 min | 52%58% |
| C5 | 1 Oct | Leo Grant | Elmfield Health | 33 min | 56%60% |
| C6 | 3 Oct | Tessa Brooks | Fairwater Retail | 47 min | 78%82% |
| C7 | 7 Oct | Isla Morris | Greenbank Care | 41 min | 50%54% |
| C8 | 9 Oct | Daniel Reed | Hollis Print | 39 min | 68%72% |
| C9 | 13 Oct | Amir Khan | Iverton Insurance | 40 min | 64%68% |
| C10 | 15 Oct | Freya Collins | Juniper Services | 39 min | 54%60% |
| C11 | 16 Oct | Leo Grant | Kingswell Manufacturing | 46 min | 70%76% |
| C12 | 16 Oct | Tessa Brooks | Larchwood Group | 44 min | 62%68% |
This is an example produced for the Amplify website. Crestpoint, its sellers, its customers and all figures are fictional.
Summary
The team gets customers talking and finds pain on seven of eight calls. It rarely turns that pain into a measurable cost. Metrics appear on only one call, and the economic buyer is explored on two. Overall MEDDPICC coverage is 47%. The first improvement is to slow down before the demo and put a number on what the customer wants to change.
Coverage by element
| Element | Covered on | Coverage | Status |
|---|---|---|---|
| Metrics | 1 of 8 calls | 13% | Gap |
| Economic Buyer | 2 of 8 calls | 25% | Gap |
| Decision Criteria | 5 of 8 calls | 63% | Partial |
| Decision Process | 3 of 8 calls | 38% | Gap |
| Paper Process | 2 of 8 calls | 25% | Gap |
| Identify Pain | 7 of 8 calls | 88% | Strong |
| Champion | 5 of 8 calls | 63% | Partial |
| Competition | 5 of 8 calls | 63% | Partial |
Patterns across the team
Pain rarely gets a number.
Seven calls uncover pain, but only one quantifies it. The team needs a cost in time or money before it moves into a solution.
The buyer is assumed.
Only two calls explore the economic buyer. Sellers are relying on people whose sign-off authority has not been checked.
Deals lack a clear next step.
Five calls end without an agreed date. The seller leaves the customer to work out what happens next.
Summary
The team covers the situation on every call and hears about pain on seven of eight. Only one conversation turns that pain into a measurable impact. Critical events and decision steps are also left unclear, and five calls end without a dated next step. Overall SPICED coverage is 50%. The next fortnight should focus on impact, urgency and a clear path forwards.
Coverage by element
| Element | Covered on | Coverage | Status |
|---|---|---|---|
| Situation | 8 of 8 calls | 100% | Strong |
| Pain | 7 of 8 calls | 88% | Strong |
| Impact | 1 of 8 calls | 13% | Gap |
| Critical Event | 2 of 8 calls | 25% | Gap |
| Decision | 2 of 8 calls | 25% | Gap |
Patterns across the team
Impact stays descriptive.
Only one call turns the problem into a measurable business impact. Without a number, the customer has little to take into an internal conversation.
There is no clear reason to act now.
Only two calls explore a critical event. The team needs to ask what changes if the customer waits.
Decisions remain vague.
Two calls explore the decision. Five finish without a dated next step, making the opportunity harder to progress.
Example moments
Call C4, Jude Parker with Pinebrook Logistics, 16:40
Customer: “We spend most of Friday chasing the latest numbers.”
Jude: “That sounds frustrating. Let me show you how the reporting works.”
What was missed: Metrics. The seller moves to the product before finding the cost of the problem.
What was missed: Impact. The time spent has not been translated into a business impact.
A better question: How many people are involved, and what would they do with that Friday back?
Call C7, Aisha Lane with Stonegate Care, 27:30
Customer: “I’ll need to talk to a couple of people before we do anything.”
Aisha: “Of course, let me know how you get on.”
What was missed: Economic Buyer and Decision Process. The seller does not know who decides or what happens next.
What was missed: Decision. The people, criteria and timing remain unclear.
A better question: Who else needs to be involved, and when could we bring them into a conversation?
Seller by seller
| Seller | Calls | Coverage | Strongest | Coaching focus |
|---|---|---|---|---|
| Rosa Field | 2 | 60% | Identify Pain | Metrics: size the pain before demoing |
| Theo Mercer | 2 | 37% | Identify Pain | Metrics: size the pain before demoing |
| Aisha Lane | 2 | 53% | Identify Pain | Metrics: size the pain before demoing |
| Jude Parker | 2 | 38% | Identify Pain | Metrics: size the pain before demoing |
Coaching plan for the next fortnight
Put a number on the pain
Only one call establishes a measurable cost.
Practice: In pairs, practise turning a customer problem into time or money.
Question: What does that cost you each month?
Find who signs off
The economic buyer is explored on only two calls.
Practice: Role-play a customer who needs to check with someone else.
Question: Besides you, who needs to be comfortable with this?
Close with a dated next step
Five calls ended without an agreed date.
Practice: Practise closing with an owner, action and date.
Question: What needs to happen next, and when shall we speak?
Seller by seller
| Seller | Calls | Coverage | Strongest | Coaching focus |
|---|---|---|---|---|
| Rosa Field | 2 | 64% | Situation | Impact: quantify the cost of the problem |
| Theo Mercer | 2 | 41% | Situation | Impact: quantify the cost of the problem |
| Aisha Lane | 2 | 55% | Situation | Impact: quantify the cost of the problem |
| Jude Parker | 2 | 40% | Situation | Impact: quantify the cost of the problem |
Coaching plan for the next fortnight
Size the impact
Only one call gives the problem a measurable business impact.
Practice: Turn three examples of pain into a cost in time or money.
Question: What would your team do with that time back?
Find a reason to act now
Only two calls uncover a critical event.
Practice: Practise asking what changes if a decision slips.
Question: What happens if nothing changes this quarter?
Map the decision
Five calls ended without an agreed next step.
Practice: Practise closing with the people, action and date.
Question: Who else is involved, and when would you want this in place?
Calls reviewed
| Ref | Date | Seller | Customer | Length | Coverage |
|---|---|---|---|---|---|
| C1 | 22 Sep | Rosa Field | Merewood Foods | 40 min | 62%66% |
| C2 | 24 Sep | Theo Mercer | Norfield Engineering | 40 min | 38%42% |
| C3 | 25 Sep | Aisha Lane | Orchard Estates | 40 min | 50%54% |
| C4 | 29 Sep | Jude Parker | Pinebrook Logistics | 40 min | 30%34% |
| C5 | 1 Oct | Rosa Field | Queensmere Health | 40 min | 58%62% |
| C6 | 3 Oct | Theo Mercer | Riverside Retail | 40 min | 36%40% |
| C7 | 7 Oct | Aisha Lane | Stonegate Care | 40 min | 56%56% |
| C8 | 9 Oct | Jude Parker | Trentvale Group | 40 min | 46%46% |
This is an example produced for the Amplify website. Kindred Works, its sellers, its customers and all figures are fictional.
