Use Decision process to improve forecast accuracy

The second D (Dp) in MEDDPICC stands for Decision process. Coupled with Paper process, this D defines the roadmap to the customer outcomes – which drives implementation and contract signature.

Ultimately, it’s the roadmap of processes, procedures, hurdles and formalities which can be obstacles to any sign off process and forecast predictability.

By working with your Champion—someone with a proven track record of making a case for change—you can map out the process in advance. This helps anticipate potential blockers or obstacles, keeping the deal moving with strong momentum and consistency through to close.

In this blog, we'll map out the key things to consider, how to uncover the Decision process, and techniques to define a critical Mutual Success Plan (close plan) to drive revenue with control.

Jump to section:

• What is the Decision process in MEDDPICC?
• How do you uncover the steps in your buyer’s internal process?
• Download your Mutual Success Plan Template
• Top tips and questioning techniques
• Decision process = revenue with control

What is the Decision process in MEDDPICC?

The Decision process refers to the series of internal steps, procedures, and approvals a customer needs to go through to make a buying decision and complete a purchase.

This includes:

• Procurement procedures
• Legal reviews and contract redlines
• Budget/finance approvals
• Economic buyer sign-off
• Compliance or IT security checks
• Vendor onboarding.

These steps can involve many departments and easily stretch over several months. Without understanding these crucial steps, GTM teams risk unwanted surprises or delays at the end of the cycle or – worse – perhaps forecasting a deal that's never likely to close.

Whilst the focus is primarily on the customer side, as this is more of a mystery, ensure when you're considering Dp you also consider what you need to close a deal. Are there key contracts, approvals or cycles which need to be checked off before presenting something to the customer?

Too often, deals are marked as “commit” or “best case” in the forecast based on verbal signals like “the client loves us” or “we’ve been selected” - or my personal favourite - "my Champion told me this is definitely happening". But in enterprise sales, those signals rarely reflect the full level of internal effort and approvals still required on the customer’s side to get a deal over the line.

Documenting the Decision process provides:

• An opportunity to collaborate and test your Champion.
• A chance to identify any missed steps.
• Anticipation of any obstacles prior to them happening.
• Visibility for forecast confidence in your own organisation.
• A blueprint for any future upsell or cross sell opportunity.

Customer’s processes are a mystery to anyone outside of the organisation. Frankly, they're often a mystery inside an organisation too!

Our job is to try to gain some level of control within this mysterious situation. Qualifying the process and documenting the Dp is one of the best ways to do this.

Qualification and forecasting without this information is like trying to drive to a destination with only half a map.

How do you uncover the steps in your buyer’s internal process?

The key is curiosity and structure.

If you've qualified your Champion correctly, you'll have established they have a track record for a case for change and therefore will have much of the information you need.

Your Champion will also rely on key individuals within the organisation to help with some of the technicalities – like vendor onboarding or legal.

Start by scheduling a meeting with your Champion to talk through collaborating on a Mutual Success Plan (MSP) – using a reverse timeline which maps to their wins, outcomes and go-live.

Use open-ended, qualification questions such as:

• “What are the internal steps from approval to contract to project go-live?”
• “Can you describe the interlock with different departments and the hand offs? Who will need to be involved?”
• “When you purchased something like this before what were the biggest obstacles?”
• “What does procurement typically need from vendors to get started?”
• “Are there any compliance or infosec steps we should prepare for?”
• “Do we need to go through legal? If so, how long does that usually take?”

Then, capture their responses in a simple, shareable document – ideally a Mutual Success Plan (MSP), Mutual Action Plan (MAP) or close plan. This helps both sides visualise what needs to happen, and by when.

Top tips and questioning techniques

The best way to qualify the Decision process is by combining effective questioning techniques with collaborative tools. Here are some practical tips:

1. Use “When” and “Who” questions. Instead of asking if something needs to happen, assume it does and get clarity on timing and ownership.

• “When will legal get involved and who triggers this process?”
• “Can you describe the typical contract flow and signature process with owners?”

This uncovers the real influencers and approvers – and surfaces blockers early.

2. Build a Mutual Success Plan (MSP). MSPs turn verbal conversations into a shared, trackable plan.

Key components include:

• Milestones (e.g., complete legal review, submit budget request).
• Owners (who’s responsible on the buyer’s side).
• Deadlines (with built-in buffer time).
• Vendor actions (e.g. provide security questionnaire, final pricing).

An MSP helps you keep track of the actions, helps qualify your Champion and keeps the customer side accountable to the timeline.

If any actions then slip, you have information to help you accurately forecast and communicate with your leadership if help is needed when risks are identified.

3. Validate with multiple stakeholders – Draw the Org Chart!

Don’t rely on one person to know the whole process. In large deals, different teams own different steps. Those steps don't have to be linear. Work multiple teams and steps to get actions delivered in parallel to accelerate the timeline.

You’ll build credibility and favour with your Champion by proactively helping them manage internal alignment.

Common mistakes to avoid

While working through the Decision process, many sellers fall into these traps:

❌ Confusing Decision Criteria with Decision process

Decision criteria = Why they’ll choose you (and why they choose to buy at all).
Decision process = How they’ll buy once they’ve chosen to buy.
You need both – but they serve different purposes.

❌ Avoiding the elephant in the room

If you only start asking about approvals, procurement, and redlines after verbal selection, you’ve lost valuable time. In enterprise purchases there's always a lot to do. Don’t assume it’s an easy/quick process.

Decision process = revenue with control

In complex B2B sales, no deal closes itself. The Decision process gives you a realistic picture of where you stand and what still needs to happen – internally and externally – before signature.

By actively managing this process, you:

• ✔ Increase sales forecasting accuracy.
• ✔ Reduce close date slippage.
• ✔ Align your resources (legal, finance, etc.) ahead of time.
• ✔ Reduce buyer friction by guiding them through their own process.
• ✔ Build trust with your champion through proactive planning.

This level of control is what separates good reps from great reps – especially in enterprise deal closure.

Final Thought

Every customer has a documented buying journey - however this is confidential to the company and rarely fully understood by external vendors. As the seller, your role is to uncover that process through qualification and Champion building. Then ensure the actions are executed within the timeline you expect.

MEDDPICC was designed as a compass and safety net. As humans, we forget things. Using Decision process and Mutual Success Plans helps us to identify and mitigate risk faster.

You’ll win more, close faster, and deliver customer outcomes to build customers for life.

This blog is the first in our Decision process series. These blogs are accompanied by our newsletter, and a member-only live webinar.

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