TAP TAP GO
Ask for the deciding factor
Distinguish price, timing, product fit, trust, procurement and competing priorities. Let customers describe the issue in their own words where possible. A salesperson’s interpretation can be valuable, but label it separately from direct customer feedback.
Review patterns without overgeneralising
Group similar losses and examine the supporting notes. A handful of unusual deals should not dictate the whole product roadmap. Look for repeated issues within a defined segment or channel, and compare them with successful deals that faced similar conditions.
Choose one operational response
Translate a clear pattern into a test: stronger onboarding information, different qualification, a revised offer or better decision evidence. Assign an owner and review whether the response changes outcomes. A growing list of reasons without changes to the sales process does not create learning. Ask whether the customer chose a competitor, delayed the project or abandoned the need entirely. These are different losses. The distinction can prevent the team from building competitive features when the real issue is that the buying project never became a priority.
Illustrative operating example
A hypothetical review finds 12 lost deals: five lacked budget, four needed a feature outside the current offer and three postponed a decision. Treating all 12 as price objections would lead to a discount strategy that addresses only part of the problem.
Make it practical.
Use this checklist as you read. Checks are not stored.Published by Tap Tap Go. Product availability and eligibility vary by programme and market. About our stories.
