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TheWhat,Why & How ofWin Loss Analysis
Ellen Naylor
+1.720.480.9499
ellen@ellennaylor.com
©Ellen Naylor, 2022: Business Intelligence Source
Agenda
• Definition
• Process
• Why?Why not?
• Benefits
• How
• QuantitativeAnalysis
• Qualitative Results
• Best Practices/Not
• References
• Book: Win/Loss Analysis:
How to Capture and Keep the BusinessYouWant
©Ellen Naylor, 2022: Business Intelligence Source
Win/Loss Process
6. Connect with
Customers
7. Interview
Customers
8.Tally
Interview Results
11. Disseminate
1.Your
Goals?
3. Company
Culture 5. Connect
with Sales
9. Analyze
Findings
10. Make
Recommendations
12. Make
Changes
2.Which
Accounts?
4. Create
Questions
©Ellen Naylor, 2022: Business Intelligence Source
Win-Loss
Why Do It?
• HighestValue Research for Expended Effort
• Most Accurate Measurement of Positioning
• Benefits Customer
• ExaltsVendor in Customer’s Eyes
• Huge Data/Insight Mining Opportunity
©Ellen Naylor, 2022: Business Intelligence Source
Win-Loss
Why It Isn’t Done
• Not Aware
• Arrogance
• ThinkThey’re Doing It
• Politics
• Cost
• Lack Executive Sponsorship
• It’s Not for Everyone!
©Ellen Naylor, 2022: Business Intelligence Source
Win-Loss
Why It Works
• Understand Buying Process in NewWays
• Disclose Miscommunications
• Isolates SalesTeam from Knowledge Building
• Probe Actual Performance of SelectedVendor
©Ellen Naylor, 2022: Business Intelligence Source
Cognitive Dissonance
• Social Psychology
• Disconnect between
One’s Beliefs and
Actions
©Ellen Naylor, 2022: Business Intelligence Source
Strategic Benefits of Win/Loss
• Increase Profits and Revenues
• More Accurate Revenue Forecast
• Improve Product or Service Mix
• Timely Product/Service Development
• The Right Marketing Alliances
• Improved Customer Retention
• Early Warning System
• Trends Against Competitors
©Ellen Naylor, 2022: Business Intelligence Source
Tactical Benefits ofWin/Loss
• WhyYou Really Win: Keep Doing it + Build
• WhyYou Really Lose
• Isolate Results
• Product, Geography
• OverTime, By Salesperson……..
• Predict Likelihood ofWinVersus Loss
• Improve Sales Positioning + Practices
©Ellen Naylor, 2022: Business Intelligence Source
Tactical Benefits ofWin/Loss
• Improve Sales Results:
- Systematically GoAfter Losses
- KnowWhen toWalk Away from Business
- Follow-up onWins to Retain Customers
©Ellen Naylor, 2022: Business Intelligence Source
Who Benefits?
• Senior Executives
• Sales Management, Sales Reps
• Marketing
• SalesTraining
• Engineering/Manufacturing
• Product Managers/Developers
• Customer Service/Support
• Procurement
• PR + Investor Relations
• Operations, Finance
©Ellen Naylor, 2022: Business Intelligence Source
Win/Loss: How It’s Ideally Done
• Systematic, Planned Effort
• Structured Interview
• Conducted byThird Party
• Or Competitive Intelligence, Sales,
Marketing, Product Managers, Executives
©Ellen Naylor, 2022: Business Intelligence Source
Win/Loss Findings!
©Ellen Naylor, 2022: Business Intelligence Source
Win/Loss Issues:
• Frequency?
• Which Accounts?
• Strategic? $Value Political
• Interviews?
• Blind or Open?
• Culture
• Accountability - Actionable
• Advanced SalesTool
©Ellen Naylor, 2022: Business Intelligence Source
Win/Loss Analysis
How to Capture and Keep the BusinessYou Want
Published 2016
• Interested in the book? FreeWin/Loss White Paper
• Interested inWin/Loss AnalysisTraining?
• Want Help Developing aWin/Loss Program?
• ElicitationTraining to Close More Deals?
• ContactThe Business Intelligence Source
Mobile: +1.720-480-9499
Email: ellen@ellennaylor.com
• Real-time win loss
• Early warning
• By Sales
• MANY sales events
• Database development
• Smartphone APP
• http://amzn.to/1fSmywJ
©Ellen Naylor, 2022: Business Intelligence Source
• Designed by Sales for Sales
• Win/Loss:Advanced Sales Skill
• Psychological engagement
• Sales: Peer to Peer Interaction
• Part of Sales Force Automation
• Tied to Awards
• Account for Sales Bias
• Self critical culture
WhyWin/Loss ReviewWorks
©Ellen Naylor, 2022: Business Intelligence Source
Work Off Sales Process
Case 1 Case 2
Competitors ADP ADP
Mega Bank Local CPA
Customer Gates Softw are Chrystal Mfg.
Profile 1000 emps. Div.of Chrystal Inc.
$ 1.5 mil billing $200,000
Situation We're Incumbent CPA Incumbent
Merger New CFO
Est. Value 5-year deal, I-Net 3-yr term, Q audits
Proposition 25% discount New service rep.
Our VP: 10% discount Standard + ins.
Outcome Loss to Mega Win!!
©Ellen Naylor, 2022: Business Intelligence Source
Build Factual Simple Analysis
SALESPERSON COMPETITOR TOTAL
LOSSES
LOSSES DUE
TO PRICE
Johan B A 20 10
Susan D A 10 9
Pierre Q A 25 5
©Ellen Naylor, 2022: Business Intelligence Source
ResultsVersus Competitor A
#1 Reason Lost Percentage
Positioning 15
Technology 30
Pricing 10
Delivery 10
Customer Service 20
Reliability 20
©Ellen Naylor, 2022: Business Intelligence Source
Drill Down
TechnologyVersus Competitor A
#1 Reason Lost Percentage
File Retrieval 10
Internal Memory 10
Web Access 20
Software Compatibility 10
Ease of File Transfer 40
Storage 10
©Ellen Naylor, 2022: Business Intelligence Source
Trends
60%WinVs Competitor A LastYear
Us Competitor A
Pricing We average 10% higher
Features 4 4.5
Delivery 5 4.5
Positioning 4.5 4
Product Depth 4 4
Customer Service 4 4.5
5 Highest Rating
©Ellen Naylor, 2022: Business Intelligence Source
More Complex Quantitative Analysis
Analyze Decision Making Criteria vsYour Performance
Value
Parameter
Rank in Decision
Process
Evaluate Actual
Performance
Delivery 5 3
Implementation 5 2
Support 5 4
Training 4 4
Integration 5 2
5 Highest Rating
©Ellen Naylor, 2022: Business Intelligence Source
Win-Loss Longitudinal Benchmarks
Competitor A
Parameter Competitor A Factor
Weight
Pricing Consistently
6% lower
4.5
Delivery Perceived at
parity
3.9
Service Level
Agreements
Four 9’s,
about same
3.7
Feature Mix Slightly better 3.0
Positioning Lower Level 4.8
5 Highest Rating
©Ellen Naylor, 2022: Business Intelligence Source
Qualitative
• Bad Customer References
• Sales too Pushy
• Didn’t Understand Biz
• Features
• Price
• Kid Not Confident
• Tech Support Upsells
• Not Integrated
• Low Company Confidence
• No White Papers
• Great Customer Service
• Sales Professionalism
• Sales Positioning
• Team Integration
• Works as Promised
• Specific Features
• System Stability
• Easy System Interface
• Price, Not as Often
Weaknesses
Strengths
©Ellen Naylor, 2022: Business Intelligence Source
• Systematic
• Interviewers Probe
• Analysis is Consistent
• Analysis is Distributed
• Trends overTime
• Analysis Leads to Intelligent
Decisions
• Results Integrated w/other
Programs
• Event Driven
• Interviewers Survey
• AnalysisVaries
• Analysis is Guarded
• Conducted Sporadically
• Is too Political
• Analysis is Isolated
Successful Less Success
©Ellen Naylor, 2022: Business Intelligence Source
Win/Loss Articles
Ellen Naylor: +1.720.480.9499
ellen@ellennaylor.com
https://ellennaylor.com
www.linkedin.com/in/ellennaylorcolorado
SCIP’s Competitive Intelligence Magazine:
• Win/Loss Analysis: The Cooperative Angle
• Increasing Sales Through Win/Loss Analysis
• Capture Competitive Intelligence through Sales
• How to Draw Customers into the Win/Loss Process
Win/Loss Analysis
How to Capture and Keep the BusinessYou Want
Published 2016
• Interested in the book? FreeWin/Loss White Paper
• Interested inWin/Loss AnalysisTraining?
• Want Help Developing aWin/Loss Program?
• ElicitationTraining to Close More Deals?
• ContactThe Business Intelligence Source
Mobile: +1.720-480-9499
Email: ellen@ellennaylor.com

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What Why and How of Win Loss Analysis.pdf

  • 1. TheWhat,Why & How ofWin Loss Analysis Ellen Naylor +1.720.480.9499 ellen@ellennaylor.com ©Ellen Naylor, 2022: Business Intelligence Source
  • 2. Agenda • Definition • Process • Why?Why not? • Benefits • How • QuantitativeAnalysis • Qualitative Results • Best Practices/Not • References • Book: Win/Loss Analysis: How to Capture and Keep the BusinessYouWant ©Ellen Naylor, 2022: Business Intelligence Source
  • 3. Win/Loss Process 6. Connect with Customers 7. Interview Customers 8.Tally Interview Results 11. Disseminate 1.Your Goals? 3. Company Culture 5. Connect with Sales 9. Analyze Findings 10. Make Recommendations 12. Make Changes 2.Which Accounts? 4. Create Questions ©Ellen Naylor, 2022: Business Intelligence Source
  • 4. Win-Loss Why Do It? • HighestValue Research for Expended Effort • Most Accurate Measurement of Positioning • Benefits Customer • ExaltsVendor in Customer’s Eyes • Huge Data/Insight Mining Opportunity ©Ellen Naylor, 2022: Business Intelligence Source
  • 5. Win-Loss Why It Isn’t Done • Not Aware • Arrogance • ThinkThey’re Doing It • Politics • Cost • Lack Executive Sponsorship • It’s Not for Everyone! ©Ellen Naylor, 2022: Business Intelligence Source
  • 6. Win-Loss Why It Works • Understand Buying Process in NewWays • Disclose Miscommunications • Isolates SalesTeam from Knowledge Building • Probe Actual Performance of SelectedVendor ©Ellen Naylor, 2022: Business Intelligence Source
  • 7. Cognitive Dissonance • Social Psychology • Disconnect between One’s Beliefs and Actions ©Ellen Naylor, 2022: Business Intelligence Source
  • 8. Strategic Benefits of Win/Loss • Increase Profits and Revenues • More Accurate Revenue Forecast • Improve Product or Service Mix • Timely Product/Service Development • The Right Marketing Alliances • Improved Customer Retention • Early Warning System • Trends Against Competitors ©Ellen Naylor, 2022: Business Intelligence Source
  • 9. Tactical Benefits ofWin/Loss • WhyYou Really Win: Keep Doing it + Build • WhyYou Really Lose • Isolate Results • Product, Geography • OverTime, By Salesperson…….. • Predict Likelihood ofWinVersus Loss • Improve Sales Positioning + Practices ©Ellen Naylor, 2022: Business Intelligence Source
  • 10. Tactical Benefits ofWin/Loss • Improve Sales Results: - Systematically GoAfter Losses - KnowWhen toWalk Away from Business - Follow-up onWins to Retain Customers ©Ellen Naylor, 2022: Business Intelligence Source
  • 11. Who Benefits? • Senior Executives • Sales Management, Sales Reps • Marketing • SalesTraining • Engineering/Manufacturing • Product Managers/Developers • Customer Service/Support • Procurement • PR + Investor Relations • Operations, Finance ©Ellen Naylor, 2022: Business Intelligence Source
  • 12. Win/Loss: How It’s Ideally Done • Systematic, Planned Effort • Structured Interview • Conducted byThird Party • Or Competitive Intelligence, Sales, Marketing, Product Managers, Executives ©Ellen Naylor, 2022: Business Intelligence Source
  • 13. Win/Loss Findings! ©Ellen Naylor, 2022: Business Intelligence Source
  • 14. Win/Loss Issues: • Frequency? • Which Accounts? • Strategic? $Value Political • Interviews? • Blind or Open? • Culture • Accountability - Actionable • Advanced SalesTool ©Ellen Naylor, 2022: Business Intelligence Source
  • 15. Win/Loss Analysis How to Capture and Keep the BusinessYou Want Published 2016 • Interested in the book? FreeWin/Loss White Paper • Interested inWin/Loss AnalysisTraining? • Want Help Developing aWin/Loss Program? • ElicitationTraining to Close More Deals? • ContactThe Business Intelligence Source Mobile: +1.720-480-9499 Email: ellen@ellennaylor.com
  • 16. • Real-time win loss • Early warning • By Sales • MANY sales events • Database development • Smartphone APP • http://amzn.to/1fSmywJ ©Ellen Naylor, 2022: Business Intelligence Source
  • 17. • Designed by Sales for Sales • Win/Loss:Advanced Sales Skill • Psychological engagement • Sales: Peer to Peer Interaction • Part of Sales Force Automation • Tied to Awards • Account for Sales Bias • Self critical culture WhyWin/Loss ReviewWorks ©Ellen Naylor, 2022: Business Intelligence Source
  • 18. Work Off Sales Process Case 1 Case 2 Competitors ADP ADP Mega Bank Local CPA Customer Gates Softw are Chrystal Mfg. Profile 1000 emps. Div.of Chrystal Inc. $ 1.5 mil billing $200,000 Situation We're Incumbent CPA Incumbent Merger New CFO Est. Value 5-year deal, I-Net 3-yr term, Q audits Proposition 25% discount New service rep. Our VP: 10% discount Standard + ins. Outcome Loss to Mega Win!! ©Ellen Naylor, 2022: Business Intelligence Source
  • 19. Build Factual Simple Analysis SALESPERSON COMPETITOR TOTAL LOSSES LOSSES DUE TO PRICE Johan B A 20 10 Susan D A 10 9 Pierre Q A 25 5 ©Ellen Naylor, 2022: Business Intelligence Source
  • 20. ResultsVersus Competitor A #1 Reason Lost Percentage Positioning 15 Technology 30 Pricing 10 Delivery 10 Customer Service 20 Reliability 20 ©Ellen Naylor, 2022: Business Intelligence Source
  • 21. Drill Down TechnologyVersus Competitor A #1 Reason Lost Percentage File Retrieval 10 Internal Memory 10 Web Access 20 Software Compatibility 10 Ease of File Transfer 40 Storage 10 ©Ellen Naylor, 2022: Business Intelligence Source
  • 22. Trends 60%WinVs Competitor A LastYear Us Competitor A Pricing We average 10% higher Features 4 4.5 Delivery 5 4.5 Positioning 4.5 4 Product Depth 4 4 Customer Service 4 4.5 5 Highest Rating ©Ellen Naylor, 2022: Business Intelligence Source
  • 23. More Complex Quantitative Analysis Analyze Decision Making Criteria vsYour Performance Value Parameter Rank in Decision Process Evaluate Actual Performance Delivery 5 3 Implementation 5 2 Support 5 4 Training 4 4 Integration 5 2 5 Highest Rating ©Ellen Naylor, 2022: Business Intelligence Source
  • 24. Win-Loss Longitudinal Benchmarks Competitor A Parameter Competitor A Factor Weight Pricing Consistently 6% lower 4.5 Delivery Perceived at parity 3.9 Service Level Agreements Four 9’s, about same 3.7 Feature Mix Slightly better 3.0 Positioning Lower Level 4.8 5 Highest Rating ©Ellen Naylor, 2022: Business Intelligence Source
  • 25. Qualitative • Bad Customer References • Sales too Pushy • Didn’t Understand Biz • Features • Price • Kid Not Confident • Tech Support Upsells • Not Integrated • Low Company Confidence • No White Papers • Great Customer Service • Sales Professionalism • Sales Positioning • Team Integration • Works as Promised • Specific Features • System Stability • Easy System Interface • Price, Not as Often Weaknesses Strengths ©Ellen Naylor, 2022: Business Intelligence Source
  • 26. • Systematic • Interviewers Probe • Analysis is Consistent • Analysis is Distributed • Trends overTime • Analysis Leads to Intelligent Decisions • Results Integrated w/other Programs • Event Driven • Interviewers Survey • AnalysisVaries • Analysis is Guarded • Conducted Sporadically • Is too Political • Analysis is Isolated Successful Less Success ©Ellen Naylor, 2022: Business Intelligence Source
  • 27. Win/Loss Articles Ellen Naylor: +1.720.480.9499 ellen@ellennaylor.com https://ellennaylor.com www.linkedin.com/in/ellennaylorcolorado SCIP’s Competitive Intelligence Magazine: • Win/Loss Analysis: The Cooperative Angle • Increasing Sales Through Win/Loss Analysis • Capture Competitive Intelligence through Sales • How to Draw Customers into the Win/Loss Process
  • 28. Win/Loss Analysis How to Capture and Keep the BusinessYou Want Published 2016 • Interested in the book? FreeWin/Loss White Paper • Interested inWin/Loss AnalysisTraining? • Want Help Developing aWin/Loss Program? • ElicitationTraining to Close More Deals? • ContactThe Business Intelligence Source Mobile: +1.720-480-9499 Email: ellen@ellennaylor.com