MEDDPICC

APPLIED BY VERTICAL

Hospitality

Metrics

  • Guest Satisfaction Scores (GSS) tied directly to franchise compliance and renewal risk

  • Tickets per occupied room (network issues = measurable OPEX increase)

  • Conference/event revenue loss tied to poor connectivity (high-margin impact)

  • Increasing focus: digital engagement (mobile check-in, app usage, loyalty systems)

Economic Buyer

  • CIO at brand level often influences but does not control budget

  • Ownership groups (REITs, PE firms) control capital → misalignment risk between brand standard vs ROI

  • In casino/resort environments, CFO may be directly involved due to revenue linkage

Decision Criteria

  • In-room experience (not hallway coverage) is the #1 hidden requirement

  • Ability to support multiple network personas: guest, staff, IoT, conference

  • Brand certification + proven deployments in similar properties

  • Minimal disruption during install (hotels cannot “go offline”)

Decision Process

  • Brand standard validation → ownership ROI approval → pilot property → phased rollout

  • Deals often stall when ownership cannot justify capital vs perceived guest impact

  • Conference-heavy properties accelerate faster due to revenue dependency

Paper Process

  • Dual approval layers (brand + ownership)

  • Vendor must often already be in approved ecosystem

  • Contracts may vary property-to-property even within same brand

Identify Pain

  • Guest complaints are lagging indicators; root issues are RF design, cabling, and density

  • High-value pain: conference failure → immediate executive escalation

  • Aging infrastructure unable to support streaming/device density

Champion

  • Regional IT leader managing multiple properties

  • Needs both technical credibility AND influence with ownership

Competition

  • Incumbents win due to fear of disruption

  • Managed service providers bundling network + support

  • “Do nothing” until brand forces upgrade

Case Insight

  • Large hotel groups often upgrade not due to IT initiative, but because GSS drops below brand thresholds, triggering mandatory refresh cycles across portfolios.

MDU

Metrics

  • Net Operating Income (NOI) improvement via rent premiums (5–10% in competitive markets)

  • Reduced vacancy duration (faster lease-up)

  • Cost per unit vs incremental revenue per unit

  • Tenant retention tied to connectivity experience

Economic Buyer

  • COO or Head of Asset Management

  • Decision framed as real estate investment, not IT purchase

  • IT rarely owns final decision authority

Decision Criteria

  • Bulk internet vs managed Wi-Fi (strategic fork in deal)

  • Deployment feasibility without rewiring (critical in older buildings)

  • Seamless tenant onboarding (“Wi-Fi is just there”)

  • Ability to scale across portfolio

Decision Process

  • Portfolio strategy decision → pilot property → phased rollout tied to renovations/refinancing

  • Often bundled into broader “smart building” initiatives

Paper Process

  • Portfolio-level contracts

  • Often intertwined with ISP agreements or revenue-sharing models

Identify Pain

  • Competitive disadvantage vs newer “connected buildings”

  • Operational complexity managing multiple ISPs

  • Tenant churn driven by poor connectivity

Champion

  • Head of property technology or innovation

  • Sometimes asset manager pushing modernization

Competition

  • ISPs offering bundled solutions

  • Status quo (tenant-managed internet)

  • Internal resistance to changing operating model

Case Insight

  • Large operators have shifted after benchmarking showed connectivity could be monetized as an amenity, reframing infrastructure from cost center to revenue driver.

LPV

Metrics

  • Peak concurrent users (often 50k+)

  • Revenue per attendee tied to mobile ordering, apps, and sponsorship

  • Engagement metrics (app usage, dwell time, digital transactions)

Economic Buyer

  • CTO owns technical decision

  • CRO increasingly involved due to monetization (sponsorship, digital revenue)

  • Ownership groups may influence for large capital projects

Decision Criteria

  • Proven high-density deployments (referenceability is critical)

  • Ability to handle burst traffic (halftime/intermissions)

  • Integration with DAS, mobile apps, analytics platforms

  • Reliability under extreme load (failure = public event impact)

Decision Process

  • Multi-year cycles tied to renovations or new builds

  • Heavy influence from third-party design consultants

  • Extensive modeling and simulation before deployment

Paper Process

  • Complex: public funding + private ownership + sponsorship deals

  • Non-traditional funding sources (marketing budgets, sponsors)

Identify Pain

  • Network failure during events = reputational damage

  • Lost revenue from underutilized digital channels

  • Inability to support fan engagement expectations

Champion

  • External consultant or lead architect often more influential than internal IT

  • Internal IT validates but may not drive

Competition

  • Small pool of top-tier vendors

  • Incumbent + consultant bias is strong

Case Insight

  • Several stadium deployments have been funded via sponsorship deals, where connectivity is branded and paid for by partners, shifting buying dynamics away from IT budgets.

K-12

Metrics

  • Student-to-device ratio (1:1 initiatives)

  • Instructional uptime (learning disruption is key metric)

  • Cost per student (budget approval driver)

Economic Buyer

  • Superintendent holds final authority

  • CTO drives evaluation and recommendation

  • School boards influence final approval

Decision Criteria

  • E-Rate eligibility (deal blocker if not compliant)

  • Simplicity and manageability (small IT teams)

  • Security and content filtering

Decision Process

  • Funding window → RFP → evaluation committee → board approval

  • Timing dictated by E-Rate cycles (miss = 12-month delay)

Paper Process

  • Highly structured RFP processes

  • Strict compliance requirements

  • Vendor must align to E-Rate rules

Identify Pain

  • Network instability disrupting digital learning

  • Inability to support standardized testing

  • Aging infrastructure

Champion

  • District IT director navigating both technical and political dynamics

Competition

  • Price-sensitive vendors

  • Vendors optimized for E-Rate procurement

Case Insight

  • Many district upgrades accelerate after testing failures linked to network outages, creating urgency that overrides typical budget constraints.

MWL

Metrics

  • Throughput per hour (orders processed)

  • Scan success rate (direct revenue accuracy impact)

  • Downtime cost per minute

Economic Buyer

  • COO or Head of Operations

  • IT influences but does not own urgency

Decision Criteria

  • Seamless roaming for mobile devices (forklifts, scanners)

  • Coverage in RF-hostile environments (metal racks, interference)

  • Reliability over feature richness

Decision Process

  • Site survey is mandatory (skipping = deal risk)

  • Pilot zone validation → full rollout

  • Operations sign-off required

Paper Process

  • Faster procurement cycles

  • Driven by operational urgency

Identify Pain

  • Dead zones interrupt workflows

  • Scan failures causing inventory errors

  • Legacy systems incompatible with modern WMS

Champion

  • Operations leader or warehouse IT lead

Competition

  • Industrial networking vendors

  • Status quo if system is “good enough”

Case Insight

  • Distribution centers often upgrade when scan failure rates exceed ~3–5%, as errors begin impacting revenue recognition and operational efficiency.

Enterprise

Metrics

  • Employee experience (measured via surveys, productivity tools)

  • Helpdesk ticket reduction

  • Cost per user/site at scale

Economic Buyer

  • CIO owns budget and strategy

  • Security leadership increasingly influential

Decision Criteria

  • Security alignment (Zero Trust, NAC, SASE integration)

  • Scalability across global footprint

  • Automation and manageability

  • Vendor standardization

Decision Process

  • Architecture review boards → lab validation → phased rollout

  • Strong internal governance slows deals but increases rigor

Paper Process

  • Predictable but thorough (procurement, legal, security review)

Identify Pain

  • Hybrid work exposing poor Wi-Fi performance

  • Operational complexity from multi-vendor environments

  • Security gaps in legacy networks

Champion

  • Senior network architect (technical authority)

Competition

  • Major enterprise vendors

  • Incumbent lock-in is significant

Case Insight

  • Post-2020 hybrid work has exposed gaps in enterprise Wi-Fi, accelerating refresh cycles as employees expect home-like connectivity in the office.

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sean@infrastructured.io