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From YouTube: Identified Pain
Description
(I) Identify Pain: the problems created by the customer's current state (nobody buys until there is pain!)
Handbook: MEDDPPICC
https://about.gitlab.com/handbook/sales/meddppicc/#identify-pain
Handbook: Sales Operating Procedures
https://about.gitlab.com/handbook/sales/sales-operating-procedures/facilitate-the-opportunity/#step-1-discovery-questioning
A
In
this
video
we're
going
to
talk
about
identifying
pain
or
the
discovery
questioning
process,
so
I
think
about
identifying
pain
if
you
think
back
to
seller
deficit
disorder.
This
is
all
about
really
listening
to
your
customer
and
really
trying
to
understand
their
business.
This
is
where
great
discovery
starts
and
it's
really
going
to
help
us
to
negotiate
on
value
instead
of
price.
A
So
some
questions
to
ask
yourself
here:
what's
the
actual
business
pain
or
was
there
some
kind
of
event,
that's
happened
that
has
got
them
to
speak
with
you.
How
long
have
they
been
dealing
with
these
issues
and
who's
impacted
the
most
or
who
is
in
charge
of
fixing
it?
So
we
think
about
discovery.
Questions
here
in
the
context
of
med
pick
and
command
to
the
message.
A
Remember
command
of
the
message.
Your
value-based
selling
is
really
all
about
comparing
the
cost
of
the
problem
to
the
value
of
the
solution.
So
when
we
look
at
a
value
driver,
let's
say
the
value
driver
is
delivering
better
products
faster
and
we
think
about
some
before
scenarios
so
qualitative
issues
that
are
going
wrong
in
the
business.
Let's
say
in
this
case
it
is
a
fragmented
process
and
tools
or
frustrated
teams.
A
Those
are
all
examples
of
before
scenarios.
Now.
The
negative
consequence
is
the
actual
impact
of
these
scenarios
to
the
business
that
can
be
measured
typically
in
dollars.
So
if
we
think
about
fragmented
tools
and
processes,
maybe
we're
having
poor
velocity
or
infrequent
deployments
losing
market
share,
because
of
that
or
if
we're
thinking
about
frustrated
teams,
maybe
the
negative
consequence
is
that
the
business
is
unable
to
recruit
and
retain
top
talent
in
engineering
and
maybe
security
or
ops
teams
as
well,
which
can
definitely
also
slow
down
the
whole
process.
A
So
we
want
to
try
to
understand
what's
going
on
and
what
the
impact
of
the
business
is
now
I'd
like
to
pivot
back
to
our
sales
operating
procedures,
handbook
page.
So
when
you
talk
about
facilitating
the
opportunity
in
terms
of
discovery,
questioning
discovery,
questioning
is
not
something
that
we
just
hop
on
a
call
and
do
it
requires
a
little
bit
of
forethought
and
pre-call
planning.
A
So
one
thing
we
want
to
try
to
do
is
understand
our
buyer
persona.
Who
are
we
talking
to
if
we're
talking
to
a
software
developer
versus
a
c-level
executive
versus
a
director?
Let's
say
they're
all
going
to
have
a
different
view
of
the
business
they're
going
to
have
different
goals,
they're
going
to
have
different
needs,
so
we
want
to
try
to
understand
these
personas
that
we're
going
to
be
talking
to.
A
We
also
want
to
research
the
buyers
so
checking
on
linkedin,
for
example,
or
the
company's
website.
As
far
as
the
company's
website
goes,
you
really
want
to
try
to
understand
their
business
and
you
know
their
industry
their
business
model
as
far
as
linkedin
goes
other
than
maybe
looking
at
the
person's
profile.
A
I
would
always
like
to
look
at
job
offerings
from
that
company,
because
a
job
posting
for
a
developer,
for
example,
could
reveal
a
lot
about
what
tools
they're,
using
what
processes
they're
using
and
kind
of
what
to
expect.
The
next
thing
you
want
to
do
is
create
discovery.
Questions
so
doing
so
involves
developing
a
persona
based
call
plan
so
having
some
good
open-ended
discovery.