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Although more and more sales managers have implemented formal Win Loss programs over the last decade, at present, less than 20% have done so. Therefore, the majority of companies are missing a critical opportunity to improve their sales teams’ performance, better understand their competitive landscape, and enhance their products and services. Below are 7 reasons why every sales manager should consider implementing a formal, independent Win Loss program for their sales team: 1. Sales people often ask prospects why they lost a deal, but they don’t typically get a straight answer. According to proprietary sales research data, prospects only share the complete truth 40% of the time. This means that on average, in 60% of new business situations, sales people and sales teams do not have a complete and accurate understanding of why they lost. 2. Sales people generally do not ask prospects why they won the business; therefore, they do not fully understand why they win either. On average, sales people only conduct win reviews with new customers 36% of the time, and therefore, most sales professionals have a limited understanding of the true reasons why they win in new business situations. This negatively impacts a sales professional’s ability to leverage his or her strengths. 3. A third party interviewer can get the complete truth from prospects during post decision debriefs. Prospects are more candid when giving feedback and criticism to an independent third party because they don’t have to worry about hurting the sales person’s feelings or fearing confrontation, criticism or reselling efforts from sales reps (who often become defensive while receiving feedback). Given the option to remain anonymous, a prospect can feel at ease with a third party interviewer inviting the prospect to share any issues he or she might have had with the sales person, sales process or a company’s products or services. 4. Tailoring sales training with actual data and feedback from prospects is a huge opportunity for sales teams to improve their selling efforts. Every year, sales managers spend significant time and money training their sales people. However, most companies do little to verify that sales people are actually implementing the right tactics in their interactions with prospects. A Win Loss Analysis program ensures that sales training focuses on the most critical and actionable sales performance issues. 5. Sales people are not aware of their true impact on winning and losing new business; most overemphasize their influence on why deals are won and underemphasize their impact on why deals are lost. In a recent sales study, when sales people were asked what % of the time they believed they were at fault for losing, the average sales person believed that their personal performance was to blame only 25% of the time. In stark contrast, when sales people win, they believe that 75% of the time (on average) they are a major reason why a deal is won. However, proprietary sales data shows that in ~40% of new business situations, whether a sales person wins or loses, it is a direct result of the sales person’s own performance during the sales process. Therefore, sales people are underemphasizing how often they impact a loss and overemphasizing how often they impact a win. This data indicates that sales people’s perceptions of themselves are often not calibrated with prospect perceptions, a situation that negatively impacts a sales team’s close rate. 6. Third party Win Loss feedback can become a comprehensive senior management tool. A Win Loss program delivers a reliable, objective and consistent tool that can be used by senior management to improve its products and services, as well as provide competitive intelligence. This information transcends the sales process and can become a critical conduit for strategic decisions. 7. While companies often perform customer satisfaction analysis, most don’t analyze prospect satisfaction, limiting a company’s knowledge of market dynamics. Just as customer satisfaction analysis is intended to increase customer satisfaction and thus retention, a prospect satisfaction analysis / Win Loss Analysis can increase prospect satisfaction and thus a sales team’s close rate. The process of only surveying customers creates a “customer-focused” distortion that can make organizations conservative and can limit a company’s ability to truly understand competitive market dynamics. True market dynamics can only be gleaned from prospective customers. * * * * *
The most important long-term goal and benefit of a Win Loss Analysis program is to increase a company's new business win rate. This is achieved through an improved understanding of how a company's sales effectiveness, products and services compare with the competition. Other benefits include identifying a company's strengths and weaknesses, and formally sharing prospect perceptions across all areas of an organization. A Win Loss program also improves the effectiveness of sales presentations, determines key drivers for closing new business and can be used as a training and performance evaluation tool for sales and other presentation team personnel. There is a significant opportunity for many sales managers to improve their sales teams’ close rates by better understanding prospect perceptions. Over time, Win Loss Analysis can allow a sales team to charge ahead of its competition by continually keeping a pulse on industry trends, the competition, and needed enhancements to the sales process.
Articles by this Author:  Win/Loss Analysis: A Proven Program for Winning More BusinessThe first question a sales rep always asks a prospect... Read More >> Salesopedia Q&A with Rich Schroder1) What was the background to writing this book From... Read More >>Comments (3)
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One proven way to improve a sales team’s close rate is to implement what is popularly known as a Win Loss Analysis program, whereby an independent third party interviews prospects after buying decisions have been made. It is only through this type of process that sales teams can learn the true, candid reasons why they win and lose.
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I agree with so many of your points about conducting win/loss. I think for the time and money expended, it is the best source of customer intelligence, tactical competitive intelligence, product tweaking, product development, improving sales people's tactics/close rates and so much more. It's also another touch point with customers which lets them know your company is serious and that you care enough about the relationship to ask why and to find ways to improve their dealings with your company on these many fronts.
There is a downside of using an outside source: consultants don't know the company's products/services, culture and the ins and outs like an employee does. I find as a consultant I have to spend a while building that knowledge that someone working in the company's market research department or competitive intelligence would know.
Sales is too biased and do you really want your sales people conducting win/loss? No way, get them out to the next deal and let someone else dig into WHY wins/losses. I do like to hear WHY from them briefly and to include them in W/L to learn about their motivation and their customer personality so as to target the questions and match communication styles.
I also like your point about prospect research that is absent in customer loyalty programs, which are most valuable for retaining customers IMO.
I look forward to reading your book. If you have a mailing list, please add \n This e-mail address is being protected from spambots. You need JavaScript enabled to view it '> This e-mail address is being protected from spambots. You need JavaScript enabled to view it to your prospect list.
Thanks,
Ellen Naylor
The Business Intelligence Source
http://www.thecisource.com
http://cooperativeintelligenceblog.com