I am having a blast writing my book on how to develop and implement a sustainable win loss program. I am 2/3 done with my rough draft: no writer’s cramp yet. Here are some tidbits for you to noodle on as you think about your win loss efforts.
Win Loss is a Cooperative Relationship Business: You need to treat people the way they like to be treated throughout the process.
It starts with soliciting feedback for the win loss questions from multiple people in relevant departments such as sales, marketing, product management, PR and executives. The next touch point is the internal interviews you conduct before reaching out to customers. Treat sales people with respect. They are the gateway to the customer.
Be sensitive especially around losses as it’s easy for account reps to lose face in this process. You want them to realize how much they can learn for future deals by interviewing their customers, and that their customer isn’t the only one you’re reaching out to interview. Sales managers usually get this, but they aren’t the one who just lost the deal and the commission check that went along with it. This is one reason you also include win interviews, to keep sales uplifted about the process. Of course you learn things from win interviews that you don’t from losses.
With the customer, you want to engage early and frequently throughout the sales process. Relationships can make or break deals, especially when there is little differentiation among competitor’s products or services. You need to be respectful and polite when conducting these interviews as you represent your company (or the hiring company if you’re a consultant). Sales works hard to develop customer relationships. You don’t want to upset these relationships. That’s why I like to get plenty of information on each account before I even reach out to schedule a business to business win loss interview.
Rather than conducting a witch hunt on sales people in win loss interviews, go for a more holistic approach such as:
- Why did we win or lose the business?
- What are the gaps in our proposal?
- What did we do well that they appreciate?
- Where can we make improvements?
- What did the competition do well that they appreciate?
- Where can the competition make improvements?
Remember that the recommendations you make at the conclusion of your win loss report can impact people’s jobs. Be sensitive to company politics and face saving in your loss reports. Don’t assume a trend or fully believe everything customers tell you. Find several examples of the same trend before reporting it as such. If there is a complaint against a certain person, crosscheck and give that person a chance to tell their side of the story. Sometimes the customer really didn’t get along with an account rep, and they can’t say anything good about him or her. You need to dig deep enough to get the full scoop as to what happened. You will get a more balanced perspective, make the accused employee feel better and feel better about what you’re writing in your win loss report. This is so important for a sustainable win loss analysis program.
In closing, one key to your program’s success is consistency. If you have the same person or couple of people conduct win loss interviews (both internally and to customers and prospects), you gain progressively more insight. In the first year, you will learn the issues. By the third year, the interviewer(s) has a solid relationship with sales teams, management and has an incredible grasp of the issues, which gives them the ability to know when and how to probe to gain maximum information from each win loss interview.