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For the longest time, I thought our win rate was the most important number in sales. The higher it was, the better we were doing—right?
Not exactly... Over time, I realised I was missing something even more valuable:
Why were we losing out on projects in the first place?
It’s not always fun to focus on the losses—especially when it’s a client you really wanted to work with. But once we started tracking why jobs weren’t going ahead, some clear patterns emerged:
❌ Pricing wasn’t the real issue:
We weren’t explaining the value to the client, instead we just listed what we could do.
❌ "Not interested" didn’t mean they didn’t need us:
It meant we weren’t framing their problem (or our solution) well enough for them to get interested.
❌ Budget wasn’t always the blocker:
We just weren’t engaging the real decision-makers early enough, and things were getting lost in translation.
So, we made a few key changes:
✅ We started providing videos with every quote so our contacts didn’t have to try and relay everything themselves—they could just pass on our video proposal and let us do the talking.
✅ We only quoted on projects that we truly believed we could make a difference for the client and that we knew our team would genuinely love to work on.
✅ We made a habit of asking for feedback when a deal didn’t go ahead. Instead of seeing losses as a dead end, we turned them into our biggest growth opportunity.
Now, every quarter, we report back on what we won, lost, and why - and the best part? The list of losses keeps getting smaller.
Do you track your losses as closely as your wins? What have you learned from them? Let’s swap notes! 👇
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