If you want to reach beyond revenue expectations and understand buyer decisions, then consider win/loss analysis as an asset for your organization. It is an essential ingredient to success in a complex marketplace. Many sales, marketing, and product management leaders recognize win/loss analysis as an important factor in fueling revenue growth and understanding buyer appeal.

Over half (57 percent) of respondents in the 2017 Primary Intelligence State of Win Loss survey said they’re Read more →

When a software client grew frustrated with their dismal results from efforts to improve sales, they knew they needed to find out exactly what their buyers wanted. They were confident their clients liked the software, and that it was superior to the competition, but they couldn’t figure out why their win rate was not higher.

The client’s top executives and sales manager told us that they wanted to learn how to improve sales practices. They just didn’t understand where they succeeded and where they failed. The sales teams blamed the pricing or missing features, but none of them requested feedback from their buyers.

Once we started discussing sales opportunities with their buyers, the sales manager realized how much more relaxed buyers are when discussing the deals and how receptive they are to offering valuable feedback. The sales manager said, “You got to the real story and shared it back with us in a language that [we] can understand…that can feed into all of our decision making.”

Because of these improvements they have been able to maintain a 100 percent annual growth rate.

You, too, can have great success in closing more sales—including pre-empting a possible “no decision”— by applying the same principles this company used to your program.

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How should sellers reply when they are not going to win a transaction but are asked for a “best and final” number? Some respond with the lowest possible price with the thought being they may be able to steal the business (unlikely) or at least make it a skinny deal for their competitors. It’s not a tactic I endorse.

I believe floating aggressive prices can come back to haunt sellers if and when the roles may be reversed in the future. It would be awkward if a seller’s customers got wind of pricing that was lower than what they paid.

My suggestion when asked for best and final pricing is to ask:

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Henry Ford is credited with creating production lines allowing cars to be built consistently regardless of the staff that assembled them. I’ve worked with consulting companies that wanted to “cookie cutter” engagements because repetition makes people more competent and efficient. It provides the added benefit of being able to identify and share best practices.

That said, many people feel sales calls are like snowflakes in that no two are identical. While calls are never identical, there are ways organizations can make them more consistent by defining parameters to provide context.

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Soon after starting my sales career I became aware there was a staggering list of things I needed to learn. The biggest challenge I faced was securing appointments with owners of small businesses. In retrospect I’m not proud to admit that my objective when making initial calls was to see if I could get a second call with prospects. My logic was that a follow-up probably meant the first call went reasonably well. I lacked the wisdom and experience to understand the difference between sales activities and progress. I had no concept or a sales process.

CRM is everywhere and yet there are some salespeople as inept as I was that are required to provide input into the system.

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Initiating opportunities at high levels offers several potential advantages to salespeople:

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