Win rate

Won over won plus lost, among opportunities that reached an outcome in the period. Never from open pipeline probabilities. Split by segment, source and deal size band with a minimum count per cell; no-decisions reported separately, because they are a qualification finding, not a competitive one.

DefinitionWon over won plus lost, among opportunities that reached an outcome in the period. Never from open pipeline probabilities. Split by segment, source and deal size band with a minimum count per cell; no-decisions reported separately, because they are a qualification finding, not a competitive one.

One number is the wrong number

Twenty-eight percent for the team is forty-five in one segment and twelve in another.

Minimum count

Nine outcomes and four wins is not a rate. Grey the cell and show the count.

How it is computed

Deals won divided by deals won plus lost, from a stated stage, by count and by value, with stalled deals counted as lost.

Example

From qualified: 22 won and 60 lost, 27 percent. With 18 stalled deals counted as lost, 22 percent. By value, 16 percent.

Where it goes wrong

The stage not stated, so 44 percent from proposal is compared with someone else's 22 percent from first meeting.

Articles that use this term

AI and self-service analytics

A weekly sales digest worth reading: what a good one looks like, line by line

An annotated example of a weekly sales digest built from computed tables: the header that states the period and the checks, ten movements each with the measure, the level, the change, the threshold and the citation, the three lists that follow, untouched, slipped and dormant, the line that says what did not move, and the footer with the definition version. What each element is for, and the version of the same digest that nobody reads.

16 Sept 20263 min read Coverage and territory · Asset managers

Consultant coverage: the gatekeepers of institutional flows, and whether anyone has called them

How an asset manager's institutional team measures its coverage of investment consultants from the consultant master, the ratings file and the contact log: consultants ranked by the assets they advise in the manager's strategies' classes, the manager's rating status at each, contact recency against a stated cadence, the consultants who advise the most and rate the manager least, and the mandates won and lost by consultant that say which relationships convert.

16 Sept 20263 min read Board and management reporting

Cost to serve by industry: what the account costs beyond the goods, on twelve desks

Cost to serve is what it takes to serve an account beyond the product, and what that is differs by desk: drops and returns for a distributor, adviser hours for a wealth firm, support tickets for a SaaS company, pursuit hours for a consultancy, detention charges for a forwarder. This hub gives, for twelve industries, the cost components, the rate each is stated at, the source, and the measure it feeds, with the guide for each.

16 Sept 20263 min read Board and management reporting

Count-weighted and value-weighted: why every ratio on this site says which

The difference between a ratio weighted by count, accounts, deals, inquiries, and one weighted by value, revenue, notional, premium, why the two disagree whenever the large items behave differently from the small ones, the six measures where the difference is largest, hit ratio, coverage, win rate, share of wallet, renewal rate and retention, the rule that a report shows both and ranks by value, and the case where count is the honest one.

16 Sept 20263 min read Board and management reporting

Discount approval thresholds from price realisation data, not from a round number

How a commercial team sets the discount level at which a rep needs approval from what its own invoice lines show: the distribution of discounts given, the discount at which win rate stops improving, the reps and product lines where discounts cluster just under the current threshold, the revenue given away between the effective and the agreed discount, and the threshold per product line that follows, with the approval volume it will generate.

16 Sept 20263 min read Wallet share and penetration · Trading

Hit ratio by client and product: a trading desk's guide to flow share

How a sell-side desk computes hit ratio and flow share per client and product from its own RFQ logs and blotter, why the two numbers must be read together, and the three drifts that predict a client is leaving before the revenue shows it.

16 Sept 20264 min read