A reason behind the recommendation.

Who is involved, what matters to them and how they will decide.

BANT

Budget, Authority, Need, Timeline

Clarify the need, budget, timing and who can approve the purchase.

MEDDIC

Metrics, Economic Buyer, Decision criteria, Decision process, Identify pain, Champion

Explore measurable value, the decision process and the people involved in a more complex deal.

MEDDPICC

MEDDIC + Paper process + Competition

Bring procurement, legal steps and competing options into the conversation.

BEBEDC

Need, Stakes, Budget, Timeline, Decision-makers, Competition

Separate the business need from what is at stake, then clarify budget, timing, decision-makers and alternatives.

SPICED

Situation, Pain, Impact, Critical event, Decision

Connect the problem and its impact to an event that makes timing matter.

CHAMP

Challenges, Authority, Money, Prioritization

Start with the customer’s challenge, then explore authority, budget and priority.

GPCT

Goals, Plans, Challenges, Timeline

Understand what the buyer wants to achieve, what they have planned and what stands in the way.

ANUM

Authority, Need, Urgency, Money

Clarify decision authority alongside the need, urgency and funding.

NEAT

Need, Economic impact, Access to authority, Timeline

Explore the economic impact and how to reach the people involved in the decision.

Strategic Selling

Buying influences - economic, user, technical, coach

Map the different people who influence a purchase and the role each plays.

Look for the priorities expressed by this buyer.

SONCAS

Sécurité, Orgueil, Nouveauté, Confort, Argent, Sympathie

Explore what matters to this person using what they say, rather than assumptions about their job title.

SONCASE

SONCAS + Environnement

Include environmental concerns when the buyer identifies them as a priority.

Connect the problem to an impact the buyer can recognize.

Cost of inaction

Time, risk, downtime, missed revenue - in a number they own

Work with the buyer to quantify the time, cost or risk of leaving the problem unresolved.

Help the buyer explore the problem and the outcome they want.

SPIN

Situation, Problem, Implication, Need-payoff

Move from understanding the situation to exploring the problem, its consequences and the value of solving it.

Gap Selling

Current state vs future state

Clarify the distance between the current situation and the outcome the buyer wants.

Make the value clear and work through concerns with the buyer.

CAB

Characteristic → Advantage → Benefit

Connect a feature to an advantage and a benefit that is relevant to the buyer.

BAC

Benefit → Advantage → Characteristic

Start with the buyer’s benefit, then explain the advantage and the feature behind it.

CRAC

Creuser, Reformuler, Argumenter, Contrôler

Explore the objection, check your understanding, respond and verify whether the concern is resolved.

Points brûlés

A locked agreement you don't reopen

Build on agreements already reached while staying open to genuinely new information.

SNAP

Simple, iNvaluable, Aligned, Priority

Keep the next step simple, useful, aligned with the buyer’s needs and worth their attention.

Make the terms and the exchange clear to both sides.

Contreparties

Nothing for nothing

Make the exchange behind a concession explicit, whether it concerns price, scope or timing.

4C

Contexte, Critères, Compromis, Contrôle

Clarify the context and criteria before agreeing on a compromise and checking the outcome.

Match the approach to the stage and the people involved.

SPANCO

Suspect, Prospect, Approach, Negotiation, Closing, Order

Use the sales stage as a starting point, then check whether the deal’s evidence supports it.

Challenger

Teach, Tailor, Take control

Offer a relevant perspective, adapt it to the buyer and help the conversation move toward a decision.

Sandler

Pain, budget, decision - equal business stature

Discuss the problem, budget and decision process openly, with a balanced working relationship.