Video 10 - Win Loss Analysis

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From the course by Fundação Instituto de Administração

Sales Strategy

18 ratings

Fundação Instituto de Administração

Sales Strategy

18 ratings

Course 2 of 5 in the Specialization Strategic Sales Management

Welcome to Course 2 - Sales Strategy - This course is designed to discuss the application of intelligence analysis in the sales planning process. And this approach contributes to integrating the sales planning process into the corporate strategy of the company because, in the strategy analysis and formulation process, we apply models, frameworks, tools, and techniques that also apply to the sales planning and management process. Therefore, the expected outcomes of this course focus on the transition from traditional to strategic sales planning, by discussing and applying the concepts recommended to support the development of the strategic guidelines. The concepts, models, tools, and techniques discussed and practiced during the course focus on the improvement of value creation from the sales function empowered by intelligence analysis, a process which typically applies in the strategy analysis front. The discussions go through how intelligence analysis can support the sales function, by providing methods to connect strategy to marketing and sales planning processes. In this course, the primary learning outcome is the ability to apply intelligence analysis to support sales planning process, and by being able to do this, you’ll improve your competencies and skills to support sales planning with a strategic approach. You’ll develop a final assignment at the end of the course, and it is designed from an adapted real-life business case. The challenges of the case comprise the business context, through which you’ll apply the conceptual framework discussed during Course 2. The outcomes of your analysis on the assignment case will be evaluated through a peer-review process.

From the lesson

Module 3 - Intelligence analysis for sales: Analytical tools and techniques

Welcome to module 3 – Intelligence analytical tools and techniques to support the sales strategy. At this point of the course, we already have an awareness of the effectiveness of intelligence analysis to improve sales planning process. Also, we have a conceptual understanding of how intelligence analysis can support the external environment assessment and the connection between the external and internal environment. Now it’s time to dedicate some efforts in the analytical tools and techniques, with the recommendations on how to apply them, and the use of their outcomes in the sales planning and management processes. This module primary learning outcome is the knowledge of the different analytical tools and techniques, and how they can contribute to the sales planning and management processes. We’ll discuss the tools and techniques, the recommendations of how to apply them, and the applicability of the tools and techniques analyses outcomes in the sales planning process.

Video 1 - On the importance of analytical tools6:24

Video 2 - 5 Forces Analysis4:18

Video 3 - STEEP Analysis3:49

Video 4 - 4 Corners Analysis - Oriented to Competitors5:38

Video 5 - 4 Corners Analysis – Oriented to Clients4:10

Video 6 - Value Chain Analysis6:18

Video 7 - VRIO Analysis5:56

Video 8 - Demand estimation5:20

Video 9 - Probability of Victory Analysis3:46

Video 10 - Win Loss Analysis4:34

Meet the Instructors

Nelson Yoshida
Ph.D., MBA, B.Eng.
FIA Profuturo – Futures Studies Program
Samantha Mazzero
MSc, MBA, BS Math
FIA Profuturo – Futures Studies Program
Edson Ito
Specialist Professor

Hi. Welcome back.

Today we're going to discuss one of the most useful techniques to increase sales,

reduce costs, and recognize and fix errors that are leading you to lose sales.

Today we're going to talk about the Win Loss Analysis.

One of the main problems facing executives when working on sales strategy is

to determine the quickest ways to adjust their sales strategies and execution.

After they used the analytical techniques that I have shown so far,

they still lose some of the businesses.

They review their analysis and it all seems very sound from their perspective.

Sometimes, this is exactly the problem.

What they need is to see the problem from the client's perspective.

That is where Win Loss Analysis becomes important.

The sales team develop a strategy from the perspective of sales,

which is different from the buyer's perspective.

The only way to know what the buyers think is to ask.

The technique is relatively simple,

but requires the commitment of top management and

their real interest in perfecting the operations of the company.

It is an exercise in empathy and humility,

but has generated spectacular results.

The main input for this analysis is

the perception of the clients involved in the campaigns to be analyzed.

It is important to have a sample that has both positive and negative results.

Whenever possible, the interviewer should not be a part of the sales effort.

People involved in the campaign may become emotionally involved,

and most clients will not give

a complete and objective answer on why

the company lost on one in specific sales campaign.

Someone not attached to sales or someone from the outside,

a consultant perhaps, often have better results.

The process is relatively simple.

First, we choose the segment and the customers we want to analyze.

It is important to interview a sufficient number of companies to

allow the identification of trends and patterns.

Second, organize a questionnaire that allows

the interviewee to share their experiences in an open and complete way.

Third, prepare for interviews.

It is important to study the company from

a strategic point of view and know the result of the campaign.

Some interviewers found that rehearsing the interview is helpful.

Fourth, interview the customer's representative.

Fifth, analyze and interpret the information.

After interviewing a sufficient number of companies,

you will be able to identify patterns that

indicate what the company is doing right and what the company is doing wrong.

When properly performed, the interviews clearly identify what needs to be changed.

Some changes are quick and easy,

others may require a change of strategy that affects the whole company.

The analysis include the compilation of the information collected,

and trends and patterns identified.

The interviews offer the answer to the most critical questions that need to be addressed,

allowing the identification of whether the companies loses business due to product,

features and quality, sales process or due to whatever the competitor is offering.

Sometimes, respondents provide detailed information on competitor's offerings and

help identify the incursion of other companies that you had not previously identified.

Sixth, dissemination.

If you know why you are winning some deals and losing others,

you should make sure all relevant areas should be

mobilized to perform actions that increase the firm's competitive capacity.

That must be a collective effort.

There are several ways to convey what you have learned,

like presentations to a group of decision makers or

monthly reports if your win loss efforts is a continuous activity.

What actually matters is that the company takes advantage of the results.

The multiple tools presented so far are excellent alone,

but in my experience,

they achieve the maximum effect when applied together.

See you in our next video.

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