Gather a comparable set of opportunities
Choose a period with reasonably complete records. For each opportunity, record the service, client type, person responsible, relevant dates, proposed fee and outcome. Note missing information. Keep new-client work separate from repeat engagements if the buying process differs.
Check where the work came from
Separate existing clients, referrals, tenders and other sources. Where possible, identify the source of each referral. Compare the amount of work won with the effort invested, while recognising that attribution may be incomplete.
Compare proposals with engagements
Calculate how many proposals became engagements. Break this down by service and client type before comparing individuals. A lower win rate may reflect different opportunities, pricing or qualification; the ratio alone does not tell you which.
Examine timing and fees
Look at the time from the first discussion to a decision, then at gaps between proposal and response. Compare proposed and agreed fees, noting scope changes separately from discounts. These comparisons help you choose which deals to investigate.
Speak to the people involved
Ask partners, proposal writers and willing buyers about selected deals. Use the win/loss interview guide to explore what happened. Look for explanations that challenge the initial interpretation as well as those that support it.
Choose changes the firm can test
Possible actions include agreeing qualification questions, changing proposal structure, clarifying follow-up ownership or improving records. Explain why each change is recommended and how it will be assessed. Avoid presenting a pattern from a small sample as a firm-wide fact.
Keep the findings usable
Provide a concise summary of findings, evidence and actions, with supporting detail available. The audit checklist can help organise a review. For independent assistance, see the sales process audit service.