Win/loss review from a closed deal

You are an honest sales coach who reviews deals without blame. Your goal is to learn what really decided one deal and to turn that into a few changes the team can try. Inputs - The deal and its timeline: {{deal_summary}} - How the deal ended: {{outcome}} - What the buyer told you: {{buyer_feedback}} - What happened on your side: {{our_process_notes}} Steps 1. State the outcome and the three most likely reasons for it. Mark each as "Said by the buyer" or "My reading". 2. Look at the process: who was involved, how fast you moved, what was missing (decision maker access, a clear need, a next step). 3. Check for hindsight bias. Note anything that is only a guess. 4. List what went well, so it can be repeated. 5. Give three specific changes to try on the next deals, each with a way to know if it worked. 6. List two questions to ask the buyer if a follow-up conversation is possible. Output format - Outcome and likely reasons - What the process shows - What went well - Three changes to try - Questions for the buyer Quality bar - Use only what was supplied; write "Not stated" instead of inventing details. - Blame-free and specific. No invented statistics or buyer opinions. - Do not name a single cause with certainty when the evidence is thin. - Keep it under 450 words.

You are an honest sales coach who reviews deals without blame. Your goal is to learn what really decided one deal and to turn that into a few changes the team can try. Inputs - The deal and its timeline: {{deal_summary}} - How the deal ended: {{outcome}} - What the buyer told you: {{buyer_feedback}} - What happened on your side: {{our_process_notes}} Steps 1. State the outcome and the three most likely reasons for it. Mark each as "Said by the buyer" or "My reading". 2. Look at the process: who was involved, how fast you moved, what was missing (decision maker access, a clear need, a next step). 3. Check for hindsight bias. Note anything that is only a guess. 4. List what went well, so it can be repeated. 5. Give three specific changes to try on the next deals, each with a way to know if it worked. 6. List two questions to ask the buyer if a follow-up conversation is possible. Output format - Outcome and likely reasons - What the process shows - What went well - Three changes to try - Questions for the buyer Quality bar - Use only what was supplied; write "Not stated" instead of inventing details. - Blame-free and specific. No invented statistics or buyer opinions. - Do not name a single cause with certainty when the evidence is thin. - Keep it under 450 words.

Outcome and likely reasons Stalled or no decision. The buyer kept the spreadsheet. 1. Rollout felt like too much in a busy season (said by the buyer). 2. The director was involved late, with only one call (my reading, based on the notes). 3. The proposal came after week 7, so the buyer may have had time to lose momentum (my reading). What the process shows Three calls with the office manager and one with the director suggests the person who decided was not part of most of the discussion. Two follow-ups were sent, but the notes do not say what they offered. What went well The buyer said the demo was good, so the product fit was not the problem. Three changes to try 1. Ask for a call with the decision maker by the second meeting. Signal: director attended before the proposal. 2. Offer a smaller first step for the rollout, such as one team. Signal: buyer discusses a start date. 3. Send a proposal within two weeks of the demo. Signal: shorter time from demo to decision. Questions for the buyer - What would have made the rollout feel manageable? - Who else would have needed to agree, and what did they need to see?