WHY DO WE LOSE DEALS?
Sales Coach Graham French looks at some of the reasons
why we lose business to competitors… and why we win….
Why do we win business?…. why do we lose deals?
Is it price? Superior product or service features? Are we kidding ourselves as
to the real reasons? Does it matter if we don’t really know?
Let’s not suppose that we do know exactly why we win and why we lose.
We’ll see later that the perceived reasons are contradictory and riddled with
assumptions and in house “tribal wisdom”.
Of course, sales people always have an opinion about the reason and many
firms ask for a win/loss form from the salesperson after the event. One
Some companies request a formal interview to see ask the customer why
they bought from another vendor. This is
Customers don’t always tell the truth. If the salesperson has a
All significant forecasted opportunities should be subject to a win/loss
analysis – ideally conducted by an external, objective agency to eliminate
sales spin, any bias and self-serving. Failing that, have an executive
unconnected with the account make the call. Management needs feedback which is
objective.
Some interesting light on why firms think they got the outcomes they did
is shed by CSO Insights, the
The results give some fascinating clues as to why firms perceive that
they are successful and why they don’t win. Of course, all of this is based on
the company’s own perceptions and, as we will see, there are contradictions in
these perceptions that point up the fact that people tend to lay the blame for
losing deals on convenient factors.
Before we get into this, let’s just face a fact of life that outcomes
don’t always divide into two clear cut categories – wins and losses. There is a
third category, we need to examine closely if we want to improve our sales
success - opportunities that have not been closed as per forecast, stalled
deals. Let’s call them “no decisions”.
These, according to CSO Insights, represented 21% of all respondents’
forecast opportunities. In my experience this percentage is often
higher.) Adding stalled deals to the deals which were lost to competitors (30%
of all forecast deals according to CSO Insights) we see that over half of forecast deals, didn’t
materialise as expected.
The knock on effect of this is huge - on revenue and profit forecasts
and cash planning, to say nothing of the reputation of the management team as
far as their understanding of what is going on in their business is concerned.
But let’s leave ‘no decisions’ for the moment.
CSO Insights’ respondents rated the top three reasons why they won deals
and the top three reasons why they lost deals. The results are instructive but
contradictory.
Why did we win? The highest percentage (56%) believed that existing
relationship was one of the top reasons for winning.
The next were:
·
level of support/service ( 42%)
·
product superiority
(35%)
·
brand/reputation (35%)
It is interesting that the next reason firms believe that they won
business is the quality of their support or service with, in joint second
place, product superiority and brand or reputation.
Price was thought by only 22% to be one of main reasons why they won
with, more surprisingly to my mind, return on investment justification coming
in at 19%. (I personally expect this last selling tactic to become more
important as the economic crisis deepens)
OK, so it’s clear why people think they win. Let’s now have a look at the top three
reasons these same respondents said they lost deals.
Bearing in mind that only 22% firms think that price is a key reason for
winning, in a surprising contradiction, 63% (the highest percentage) see
competitor’s price – presumably lower than theirs – to be one of the top
reasons they lost! So price is not a reason for winning but it is the main
reason for losing?
Expect consistency? Think again! Perversely, only 11% of firms rated
competitors’ product superiority as one the main reasons for losing whereas 35%
rated their own product superiority as a key winning factor.
Other areas of apparent contradiction surround support and service which
42% said was a prime reason for winning. Yet this is also thought by just 10%
to be one of the top three reasons for losing.
Competitor’s marketing message was thought by 23% to be a top three
reason for losing but just 10% thought their own marketing message was a strong factor in winning.
Consistency comes to the rescue, however, with relationships. This figures highly among the reasons for both winning and
losing. 60% of firms (the second highest percentage – just below “price”) rated
their competitor’s existing relationship as being one of the top reasons for
losing deals whilst 56% (highest again)
believe it to be a key reason for why they won.
One conclusion, therefore, is that firms should spend time, resources
and money building and enhancing their relationships. This is going to be
easier for established companies. But there are implications for start- ups
which won’t have strong relationships in place.
The relationships that win are not the simple relationship of the
account manager with an individual in the prospect’s organisation. Deeper, broader relationships involving
trusted partnership are what drive winning performance.
The second conclusion that I draw from this part of the report is that
companies need to really understand
the reason they win and lose business and make changes to improve their selling
effectiveness based on solid evidence rather than tribal wisdom. Lastly, find
out why that fifth of all forecast deals – the ‘no decisions’ - don’t close as
forecast. Do these things better and you can expect to improve selling
performance.
Graham French of gfa Sales Improvement is a specialist b2b sales and
sales management coach www.sellingcoach.co.uk
CSO Insights www.csoinsights.com