Primary Intelligence Services

The Buyer's Journey

Win Loss Analysis and Customer Experience Analysis are companion solutions, focused on delivering the “voice of your buyer”.

Win Loss Analysis explains the buyer’s journey during a purchase decision. It focuses on buyers who recently evaluated your solution to teach you how decisions are made, which alternatives are considered, and how well your solution, sales process, and brand matches up with the market.

Customer Experience Analysis explains the buyer’s journey between purchase decisions. It focuses on current customers (who will be buyers again in the future) are how well they are recognizing value in your solution. Are they likely to head down the path to a competitive renewal, or can you secure the renewal and growth you’re looking for?

Together, the solutions explain how to increase your revenue. Win Loss increases new business revenue. Customer Experience increases existing customer revenue. Both lead to a better journey for your buyers.

The Foundation of Our Solutions

When you’ve been doing Win Loss and Customer Experience Analysis as long as we have, you learn what makes a difference. At the foundation of every product, process, and model are six core beliefs.

ONE. You need to understand both the what and why to gather true insights

It’s easy to take sides on the “numbers” versus “stories” debate; one helps you pinpoint what’s going on while the other tells you why. We take a stance firmly in both camps (easy way out, we know) because you shouldn’t choose. In fact, you should look to merge the two. For example, “quantify” stories by applying classifications and other coding or “qualify” numbers with examples. You need both the what and the why to know the real answer.

TWO. Insights that are interesting but not actionable are ultimately useless

Sure, we all love a good anecdote or statistic. It’s important to surround yourself with good information. But when you’re trying to make a decision, you need practical insights that translate to strategic or tactical action you can take today. That’s what elevates data from interesting to important.

THREE. Insights become actionable when you understand the cause

Once you have an insight — a piece of information that points to an answer — fight the urge to consider the deed done. We believe this is the start of the process, the time to peel back the onion to understand what caused the end result. That’s where the action you need to take will emerge. If we are not onion peelers, we are not successful.

FOUR. Take action as soon as possible.

Just like fashion trends, insights go stale. You need to act quickly to capitalize on your intelligence advantage. That’s why we work to deliver insights real-time and serve up proactive alerts.

FIVE. Actionable insights should be broadcast

If you hide your intelligence, it gets dumber. We promise. You are in the best possible position to create change in your organization when you consistently advertise insights, action plans, and buyer intelligence. It’s through the collective intelligence of an organization that real transformation takes place.

SIX. Improvement is ongoing, not a one-time project

While a time-sensitive project can make sense occasionally, change happens with sustained programs focused toward a larger goal. Commit to improvement as a mindset. Build a culture of learning. See candid conversations as a way forward.