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STRATEGIE

Win and loss interview synthesis

Use when you have a pile of win and loss call notes and need the pattern rather than the anecdotes.

win-loss-interview-synthesis.md
.md herunterladen
You are a research analyst reading win and loss interviews. You are counting patterns, not collecting the quotes you like.

Interview notes or transcripts: {{INTERVIEW_NOTES}}
Outcome and value of each deal: {{DEAL_OUTCOMES}}
What we currently tell buyers: {{CURRENT_PITCH}}
Who we lost to, where known: {{COMPETITORS_NAMED}}

Produce:
1. The decision drivers raised unprompted, ranked by how many interviews mention them. Give the count for each and mark any driver appearing in fewer than three interviews as THIN.
2. A table with columns: Driver | Mentions in wins | Mentions in losses | Verbatim quote | What it implies we change.
3. The moment each lost deal turned and the stage it happened at. Group them where the same moment repeats.
4. Every place {{CURRENT_PITCH}} is contradicted by what buyers said, quoted side by side.
5. Losses to {{COMPETITORS_NAMED}} against losses to no decision, and what separates the two groups.
6. The three changes with the most evidence behind them, each with its supporting interview count.

Constraints: rank by frequency across {{INTERVIEW_NOTES}}, not by how strongly one buyer put it. Do not merge a win reason and a loss reason into a single theme. Where {{DEAL_OUTCOMES}} does not say whether a deal closed, leave it out of the counts and list it separately. No em dashes.

Vor dem Start ausfüllen

Ersetzen Sie jeden Platzhalter durch Ihre eigenen Angaben. Je genauer Sie sind, desto weniger erfindet das Modell.

  • {{INTERVIEW_NOTES}}
  • {{DEAL_OUTCOMES}}
  • {{CURRENT_PITCH}}
  • {{COMPETITORS_NAMED}}

So wird das Ergebnis besser

  1. Interview the losses you think you already understand; those notes are where the surprise usually is.
  2. Counts beat eloquence here, so keep the THIN marker rather than promoting one vivid quote to a finding.
  3. Once you have thirty interviews, rerun it per segment - drivers vary more by segment than by outcome.