The impact of intelligent Win-Loss processes
4th April 2016 | John Sharples
You may have lost the bid but taking the trouble to find out why helps build trust.
There’s a growing interest in the value to be gained by conducting detailed Win-Loss analyses: the statistics we shared in the October 2015 edition of the Journal (see page 58) caught the attention of readers and when they were later shared online. However, Win-Loss is a much-misunderstood concept and often misused, which presents a real opportunity for those who take the trouble to get it right.
Differentiating through listening
We know the best salespeople keenly exhibit acute listening skills – no one wants to buy from “deaf” ears – but some companies have gone beyond this to clearly differentiate themselves as “listeners”: they have put high-profile “listening” processes at the core of their sales model. Win-Loss feedback and executive customer satisfaction interviews are two examples of this approach that are attracting increasing interest as differentiators in B2B markets, where offerings and prices are much of a kind.
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