In my day-to-day activities, I spend an inordinate amount of time talking to customers and C-suite decision makers on behalf of technology vendors. I’m usually there after the dust has settled on the deal and the scars have begun to heal. My role as an independent 3rd party is to debrief with the customer, understand the causal link between the performance of the sales team and the decision they have just made. At the same time, I can ensure that the sales team is able to extract some tangible value in return for the time, effort and cost of sales they put into the sales pursuit, win, lose or draw.
The trickiest part of Win Loss Analysis is often sitting down with the sales team after the fact and explaining to them why they won or lost a particular piece of business. I know what it’s like to put your heart and soul into a deal, to commit months of your life responding to RFPs, preparing for demos and proof of concepts, only to see the deal slip away at the very last second. During my time carrying a sales quota I used to hate all of the unknown factors that accompany so many purchasing decisions, and so that was the problem I set out to solve when I founded Trinity almost 5 years ago.
In this short video, I talk a little more about the how and the why of our Win Loss Analysis process and the buzz I get from helping a salesperson learn from their mistakes.
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