The Complete Guide to Win/Loss Analysis: Process, Implementation, and FAQs
The Complete Guide to Win/Loss Analysis: Process, Implementation, and FAQs
The Complete Guide to Win/Loss Analysis: Process, Implementation, and FAQs
Establishing Your Win/Loss Program: Strategic Foundations
Establishing Your Win/Loss Program: Strategic Foundations
A successful win/loss analysis program begins with establishing clear strategic foundations. The first critical step involves defining specific objectives that align with your organization's broader business goals. Rather than simply aiming to "understand why we win or lose," develop targeted objectives such as "identify the top three competitive differentiators influencing customer decisions" or "determine how price sensitivity varies across customer segments." These specific goals provide direction for your entire program and establish clear success metrics for measuring effectiveness. Research from Crayon shows that win/loss programs with clearly defined objectives yield 54% more actionable insights than those with generalized goals.
Securing executive sponsorship proves essential for program sustainability and impact. The most successful win/loss initiatives have visible support from C-level executives who regularly review findings and champion implemented changes. This top-down commitment ensures proper resource allocation and cross-functional cooperation. Establish a dedicated cross-functional team with representatives from sales, marketing, product, and customer success to provide diverse perspectives during analysis and ensure findings translate into action across departments. This multidisciplinary approach prevents siloed thinking and enables more comprehensive interpretation of customer feedback.
Determining appropriate sample size and selection criteria requires balancing statistical significance with practical constraints. While larger sample sizes provide greater confidence, even smaller programs can deliver valuable insights if properly structured. Focus on representative sampling across key segments such as deal size, industry, geographic region, and win/loss outcome. Many organizations find that analyzing 15-25% of closed opportunities provides sufficient insights without overwhelming resources. Prioritize recent deals (closed within 1-3 months) for maximum accuracy and relevance, while ensuring balanced representation between wins and losses to understand both successful and unsuccessful customer journeys.
A successful win/loss analysis program begins with establishing clear strategic foundations. The first critical step involves defining specific objectives that align with your organization's broader business goals. Rather than simply aiming to "understand why we win or lose," develop targeted objectives such as "identify the top three competitive differentiators influencing customer decisions" or "determine how price sensitivity varies across customer segments." These specific goals provide direction for your entire program and establish clear success metrics for measuring effectiveness. Research from Crayon shows that win/loss programs with clearly defined objectives yield 54% more actionable insights than those with generalized goals.
Securing executive sponsorship proves essential for program sustainability and impact. The most successful win/loss initiatives have visible support from C-level executives who regularly review findings and champion implemented changes. This top-down commitment ensures proper resource allocation and cross-functional cooperation. Establish a dedicated cross-functional team with representatives from sales, marketing, product, and customer success to provide diverse perspectives during analysis and ensure findings translate into action across departments. This multidisciplinary approach prevents siloed thinking and enables more comprehensive interpretation of customer feedback.
Determining appropriate sample size and selection criteria requires balancing statistical significance with practical constraints. While larger sample sizes provide greater confidence, even smaller programs can deliver valuable insights if properly structured. Focus on representative sampling across key segments such as deal size, industry, geographic region, and win/loss outcome. Many organizations find that analyzing 15-25% of closed opportunities provides sufficient insights without overwhelming resources. Prioritize recent deals (closed within 1-3 months) for maximum accuracy and relevance, while ensuring balanced representation between wins and losses to understand both successful and unsuccessful customer journeys.
Image courtesy of Charlesdeluvio via Unsplash
Designing Your Win/Loss Research Methodology
Designing Your Win/Loss Research Methodology
A robust research methodology forms the foundation of effective win/loss analysis. Begin by creating a standardized interview guide that ensures consistent coverage across all conversations while allowing flexibility to explore unique aspects of each opportunity. The guide should include a mix of structured rating questions for quantitative benchmarking and open-ended questions for qualitative insights. This balanced approach enables both trend analysis and deep understanding of decision drivers. Primary Intelligence research indicates that win/loss programs combining quantitative and qualitative methods identify 40% more actionable insights than those using either approach alone.
Consider incorporating multiple data collection methods to create a more comprehensive picture. While one-on-one interviews typically provide the richest insights, supplementing these with online surveys can increase sample size and provide preliminary data to inform more targeted interview questions. Some organizations successfully implement a tiered approach—sending surveys to all closed deals and conducting in-depth interviews with a smaller, strategically selected subset. This methodology maximizes both breadth and depth of insights while efficiently using resources.
Determine appropriate frequency and timing for your research activities based on sales cycle length, deal volume, and available resources. Companies with shorter sales cycles and higher deal volumes may implement continuous programs with weekly or monthly interviews, while those with longer sales cycles might conduct quarterly analysis with larger batches of interviews. Regardless of frequency, ensure that interviews occur within the optimal window—typically 2-4 weeks after the decision—when details remain fresh but emotional reactions have stabilized. This timing strikes the ideal balance between recollection accuracy and thoughtful reflection.
A robust research methodology forms the foundation of effective win/loss analysis. Begin by creating a standardized interview guide that ensures consistent coverage across all conversations while allowing flexibility to explore unique aspects of each opportunity. The guide should include a mix of structured rating questions for quantitative benchmarking and open-ended questions for qualitative insights. This balanced approach enables both trend analysis and deep understanding of decision drivers. Primary Intelligence research indicates that win/loss programs combining quantitative and qualitative methods identify 40% more actionable insights than those using either approach alone.
Consider incorporating multiple data collection methods to create a more comprehensive picture. While one-on-one interviews typically provide the richest insights, supplementing these with online surveys can increase sample size and provide preliminary data to inform more targeted interview questions. Some organizations successfully implement a tiered approach—sending surveys to all closed deals and conducting in-depth interviews with a smaller, strategically selected subset. This methodology maximizes both breadth and depth of insights while efficiently using resources.
Determine appropriate frequency and timing for your research activities based on sales cycle length, deal volume, and available resources. Companies with shorter sales cycles and higher deal volumes may implement continuous programs with weekly or monthly interviews, while those with longer sales cycles might conduct quarterly analysis with larger batches of interviews. Regardless of frequency, ensure that interviews occur within the optimal window—typically 2-4 weeks after the decision—when details remain fresh but emotional reactions have stabilized. This timing strikes the ideal balance between recollection accuracy and thoughtful reflection.
Executing Your Win/Loss Analysis Program
Executing Your Win/Loss Analysis Program
Successful execution of a win/loss program requires careful attention to operational details. When scheduling interviews, position the conversation as an opportunity for the prospect to influence future product development and industry thinking rather than as market research. This framing significantly increases participation rates, with studies showing up to 3x higher acceptance when positioned as an opportunity to provide input versus traditional research. Personalized outreach from a senior executive further increases acceptance rates by demonstrating organizational commitment to listening and improvement.
During data collection, maintain consistent methodology while remaining flexible enough to explore unexpected insights. Record interviews (with permission) to capture exact wording and tone, which often reveal subtleties that notes alone might miss. Transcription services or AI-powered tools can convert recordings into searchable text, facilitating more thorough analysis. Structure your data collection to make information accessible and comparable across multiple interviews, using consistent categorization and tagging systems to identify patterns more easily.
Analysis requires both systematic examination of individual interviews and holistic pattern recognition across multiple conversations. Begin by coding each interview to identify key themes, pain points, decision factors, and competitive insights. This coding creates a structured dataset that can be quantitatively analyzed while preserving qualitative richness. Cross-interview analysis should identify recurring patterns, segment-specific trends, and outliers that might indicate emerging market shifts. The most sophisticated programs apply both human expertise and technology-enabled analysis, with AI tools identifying patterns and human analysts providing context and interpretation.
Successful execution of a win/loss program requires careful attention to operational details. When scheduling interviews, position the conversation as an opportunity for the prospect to influence future product development and industry thinking rather than as market research. This framing significantly increases participation rates, with studies showing up to 3x higher acceptance when positioned as an opportunity to provide input versus traditional research. Personalized outreach from a senior executive further increases acceptance rates by demonstrating organizational commitment to listening and improvement.
During data collection, maintain consistent methodology while remaining flexible enough to explore unexpected insights. Record interviews (with permission) to capture exact wording and tone, which often reveal subtleties that notes alone might miss. Transcription services or AI-powered tools can convert recordings into searchable text, facilitating more thorough analysis. Structure your data collection to make information accessible and comparable across multiple interviews, using consistent categorization and tagging systems to identify patterns more easily.
Analysis requires both systematic examination of individual interviews and holistic pattern recognition across multiple conversations. Begin by coding each interview to identify key themes, pain points, decision factors, and competitive insights. This coding creates a structured dataset that can be quantitatively analyzed while preserving qualitative richness. Cross-interview analysis should identify recurring patterns, segment-specific trends, and outliers that might indicate emerging market shifts. The most sophisticated programs apply both human expertise and technology-enabled analysis, with AI tools identifying patterns and human analysts providing context and interpretation.
From Insights to Action: Implementing Changes
From Insights to Action: Implementing Changes
The ultimate value of win/loss analysis lies in translating insights into tangible business improvements. Start by sharing results through multiple formats tailored to different stakeholders. Executive summaries highlighting key findings and strategic implications serve senior leadership, while detailed analysis with specific examples supports functional teams. Interactive workshops where sales, marketing, and product teams collaboratively review findings and develop action plans create broader ownership of resulting initiatives. Regular communication cadences—such as quarterly review meetings and monthly progress updates—maintain momentum and reinforce the program's importance.
Prioritize improvements based on frequency of mention, impact on win rate, and feasibility of implementation. Creating a structured action plan with clear ownership, timelines, and success metrics ensures accountability and facilitates progress tracking. The most effective organizations implement a tiered approach to changes: quick wins that can be implemented immediately, medium-term improvements requiring moderate resources, and longer-term strategic shifts requiring significant investment or organizational change. This approach delivers immediate value while building toward more fundamental improvements.
Measuring the impact of implemented changes closes the feedback loop and demonstrates program ROI. Track metrics directly influenced by win/loss insights, such as win rate changes in specific segments, objection reduction, or improvements in competitive positioning. Some organizations implement controlled pilots of changes in specific regions or segments before broader rollout, allowing for more precise measurement of impact. Beyond quantitative metrics, capture qualitative feedback from sales teams about how insights and resulting changes have improved their effectiveness in competitive situations. This comprehensive measurement approach builds organizational confidence in the win/loss program and secures ongoing investment.
The ultimate value of win/loss analysis lies in translating insights into tangible business improvements. Start by sharing results through multiple formats tailored to different stakeholders. Executive summaries highlighting key findings and strategic implications serve senior leadership, while detailed analysis with specific examples supports functional teams. Interactive workshops where sales, marketing, and product teams collaboratively review findings and develop action plans create broader ownership of resulting initiatives. Regular communication cadences—such as quarterly review meetings and monthly progress updates—maintain momentum and reinforce the program's importance.
Prioritize improvements based on frequency of mention, impact on win rate, and feasibility of implementation. Creating a structured action plan with clear ownership, timelines, and success metrics ensures accountability and facilitates progress tracking. The most effective organizations implement a tiered approach to changes: quick wins that can be implemented immediately, medium-term improvements requiring moderate resources, and longer-term strategic shifts requiring significant investment or organizational change. This approach delivers immediate value while building toward more fundamental improvements.
Measuring the impact of implemented changes closes the feedback loop and demonstrates program ROI. Track metrics directly influenced by win/loss insights, such as win rate changes in specific segments, objection reduction, or improvements in competitive positioning. Some organizations implement controlled pilots of changes in specific regions or segments before broader rollout, allowing for more precise measurement of impact. Beyond quantitative metrics, capture qualitative feedback from sales teams about how insights and resulting changes have improved their effectiveness in competitive situations. This comprehensive measurement approach builds organizational confidence in the win/loss program and secures ongoing investment.
Best Practices for Question Writing in Win/Loss Analysis
Best Practices for Question Writing in Win/Loss Analysis
How many interviews do we need for meaningful results?
How many interviews do we need for meaningful results?
While statistical significance might suggest large sample sizes, practical experience shows that valuable patterns typically emerge after 15-20 interviews within a specific segment. Rather than focusing solely on quantity, prioritize representativeness across key dimensions like deal size, industry, and geography. A strategic approach involves conducting 5-10 interviews initially to identify preliminary patterns, then expanding with targeted interviews to validate findings. For ongoing programs, interviewing 15-25% of closed opportunities generally provides sufficient insight without overwhelming resources. Remember that even small sample sizes can deliver actionable insights when the analysis focuses on identifying patterns rather than producing statistically perfect data.
While statistical significance might suggest large sample sizes, practical experience shows that valuable patterns typically emerge after 15-20 interviews within a specific segment. Rather than focusing solely on quantity, prioritize representativeness across key dimensions like deal size, industry, and geography. A strategic approach involves conducting 5-10 interviews initially to identify preliminary patterns, then expanding with targeted interviews to validate findings. For ongoing programs, interviewing 15-25% of closed opportunities generally provides sufficient insight without overwhelming resources. Remember that even small sample sizes can deliver actionable insights when the analysis focuses on identifying patterns rather than producing statistically perfect data.
How soon after a deal closes should interviews be conducted?
How soon after a deal closes should interviews be conducted?
The optimal window for win/loss interviews falls between 2-4 weeks after the decision. This timing balances the need for fresh recollection with allowing sufficient distance for thoughtful reflection. Conducting interviews sooner than two weeks often captures emotional reactions rather than reasoned analysis, particularly in loss situations where frustration might still be prominent. Waiting longer than 4-6 weeks significantly reduces recall accuracy, with studies showing memory degradation of specific details increasing dramatically after 60 days. For complex enterprise sales with multiple decision-makers, schedule interviews with different stakeholders throughout the 2-6 week window to capture varied perspectives while memories remain relatively fresh.
The optimal window for win/loss interviews falls between 2-4 weeks after the decision. This timing balances the need for fresh recollection with allowing sufficient distance for thoughtful reflection. Conducting interviews sooner than two weeks often captures emotional reactions rather than reasoned analysis, particularly in loss situations where frustration might still be prominent. Waiting longer than 4-6 weeks significantly reduces recall accuracy, with studies showing memory degradation of specific details increasing dramatically after 60 days. For complex enterprise sales with multiple decision-makers, schedule interviews with different stakeholders throughout the 2-6 week window to capture varied perspectives while memories remain relatively fresh.
Who should conduct the win/loss interviews?
Who should conduct the win/loss interviews?
The ideal interviewer combines neutrality with sufficient industry and product knowledge to understand context and ask relevant follow-up questions. Many organizations find that third-party interviewers yield more candid feedback, as prospects feel more comfortable sharing critical insights with someone not directly connected to the sale. Research from Anova Consulting indicates that third-party interviews generate 30-40% more constructive criticism about sales processes and product limitations. If using internal resources, select individuals without direct involvement in the sale—product marketing, customer success, or market research team members often work well. Regardless of who conducts the interview, proper training in active listening and objective questioning techniques remains essential.
The ideal interviewer combines neutrality with sufficient industry and product knowledge to understand context and ask relevant follow-up questions. Many organizations find that third-party interviewers yield more candid feedback, as prospects feel more comfortable sharing critical insights with someone not directly connected to the sale. Research from Anova Consulting indicates that third-party interviews generate 30-40% more constructive criticism about sales processes and product limitations. If using internal resources, select individuals without direct involvement in the sale—product marketing, customer success, or market research team members often work well. Regardless of who conducts the interview, proper training in active listening and objective questioning techniques remains essential.
How do we encourage participation in win/loss interviews?
How do we encourage participation in win/loss interviews?
Successful participation strategies combine multiple approaches. Position the conversation as an opportunity for the prospect to influence product direction and industry thinking rather than as market research. This framing significantly increases acceptance rates. Personalized outreach from senior leadership demonstrates organizational commitment and increases participation, particularly for enterprise deals. Consider offering appropriate incentives, such as gift cards, charitable donations in the participant's name, or exclusive access to industry research. Keep interviews concise (30-45 minutes) and offer flexible scheduling options. For losses, explicitly communicate that the purpose is improvement rather than sales recovery, and emphasize that feedback will directly influence future product development.
Successful participation strategies combine multiple approaches. Position the conversation as an opportunity for the prospect to influence product direction and industry thinking rather than as market research. This framing significantly increases acceptance rates. Personalized outreach from senior leadership demonstrates organizational commitment and increases participation, particularly for enterprise deals. Consider offering appropriate incentives, such as gift cards, charitable donations in the participant's name, or exclusive access to industry research. Keep interviews concise (30-45 minutes) and offer flexible scheduling options. For losses, explicitly communicate that the purpose is improvement rather than sales recovery, and emphasize that feedback will directly influence future product development.
How can we ensure honest feedback from participants?
How can we ensure honest feedback from participants?
Creating conditions for honest feedback requires intentional design. Guarantee confidentiality and anonymity in how feedback will be shared internally, and clearly explain these protections at the beginning of the interview. Using third-party interviewers significantly increases candor, as participants feel less concerned about hurting feelings or damaging relationships. Structure questions neutrally to avoid suggesting "right" answers, and respond non-defensively to criticism. Listen for inconsistencies or hesitations that might indicate unstated concerns, and gently probe these areas with follow-up questions. Comparing feedback across multiple stakeholders within the same organization often reveals additional insights, as different participants may feel comfortable sharing different aspects of the decision process.
Creating conditions for honest feedback requires intentional design. Guarantee confidentiality and anonymity in how feedback will be shared internally, and clearly explain these protections at the beginning of the interview. Using third-party interviewers significantly increases candor, as participants feel less concerned about hurting feelings or damaging relationships. Structure questions neutrally to avoid suggesting "right" answers, and respond non-defensively to criticism. Listen for inconsistencies or hesitations that might indicate unstated concerns, and gently probe these areas with follow-up questions. Comparing feedback across multiple stakeholders within the same organization often reveals additional insights, as different participants may feel comfortable sharing different aspects of the decision process.
How should win/loss results be shared internally?
How should win/loss results be shared internally?
Effective internal communication of win/loss insights requires tailoring formats and content to different stakeholders. Executive leadership benefits from high-level summaries highlighting key findings, trends, and strategic implications, with supporting data and specific examples available as needed. Functional teams need more detailed analysis relevant to their areas: sales teams require competitive intelligence and objection handling guidance, while product teams need feature prioritization insights and user experience feedback. Interactive formats like facilitated workshops encourage deeper engagement than passive report distribution. Regular cadences—such as quarterly review meetings with executive sponsors and monthly updates for operational teams—maintain program visibility and momentum. Throughout all communications, maintain strict confidentiality regarding specific customers and anonymize feedback to protect relationships and encourage future participation.
Effective internal communication of win/loss insights requires tailoring formats and content to different stakeholders. Executive leadership benefits from high-level summaries highlighting key findings, trends, and strategic implications, with supporting data and specific examples available as needed. Functional teams need more detailed analysis relevant to their areas: sales teams require competitive intelligence and objection handling guidance, while product teams need feature prioritization insights and user experience feedback. Interactive formats like facilitated workshops encourage deeper engagement than passive report distribution. Regular cadences—such as quarterly review meetings with executive sponsors and monthly updates for operational teams—maintain program visibility and momentum. Throughout all communications, maintain strict confidentiality regarding specific customers and anonymize feedback to protect relationships and encourage future participation.
How often should win/loss analysis be conducted?
How often should win/loss analysis be conducted?
The ideal frequency depends on your sales volume, cycle length, and market dynamics. Companies with high transaction volumes and shorter sales cycles often implement continuous programs with weekly interviews and monthly analysis. Organizations with longer enterprise sales cycles might conduct quarterly analysis with larger batches of interviews. Regardless of cadence, consistency matters more than frequency—an established rhythm creates organizational habits around reviewing and acting on insights. In rapidly evolving markets or during periods of significant change (new product launches, competitive entries, or pricing changes), temporarily increasing frequency provides more immediate feedback on market response. The most effective programs balance regular cadence with the flexibility to conduct targeted analysis when specific business questions arise.
The ideal frequency depends on your sales volume, cycle length, and market dynamics. Companies with high transaction volumes and shorter sales cycles often implement continuous programs with weekly interviews and monthly analysis. Organizations with longer enterprise sales cycles might conduct quarterly analysis with larger batches of interviews. Regardless of cadence, consistency matters more than frequency—an established rhythm creates organizational habits around reviewing and acting on insights. In rapidly evolving markets or during periods of significant change (new product launches, competitive entries, or pricing changes), temporarily increasing frequency provides more immediate feedback on market response. The most effective programs balance regular cadence with the flexibility to conduct targeted analysis when specific business questions arise.
How do we measure the ROI of our win/loss program?
How do we measure the ROI of our win/loss program?
Comprehensive ROI measurement combines direct and indirect approaches. Direct measurement tracks specific metrics influenced by win/loss insights, such as win rate improvements in targeted segments, reduced sales cycle length, increased average deal size, or improved competitive displacement rates. Attribute specific improvements to win/loss-driven changes by comparing performance before and after implementation, ideally using control groups where possible. Indirect measurement captures the strategic value of improved market understanding, including more accurate forecasting, better-informed product roadmaps, and more effective marketing messaging. Some organizations calculate ROI by quantifying the value of a single percentage point improvement in win rate and comparing this to program costs. Well-executed win/loss programs typically deliver 5-15x return on investment through improved win rates and increased deal values.
Comprehensive ROI measurement combines direct and indirect approaches. Direct measurement tracks specific metrics influenced by win/loss insights, such as win rate improvements in targeted segments, reduced sales cycle length, increased average deal size, or improved competitive displacement rates. Attribute specific improvements to win/loss-driven changes by comparing performance before and after implementation, ideally using control groups where possible. Indirect measurement captures the strategic value of improved market understanding, including more accurate forecasting, better-informed product roadmaps, and more effective marketing messaging. Some organizations calculate ROI by quantifying the value of a single percentage point improvement in win rate and comparing this to program costs. Well-executed win/loss programs typically deliver 5-15x return on investment through improved win rates and increased deal values.
How Peel Helps
How Peel Helps
Peel's comprehensive win/loss analysis platform streamlines the entire process from program design to insight implementation. Our intelligent interview scheduling integrates with your CRM to identify ideal candidates and automatically reach out at the optimal time post-decision. During data collection, Peel's conversation intelligence technology captures every detail while guiding interviewers through a flexible discussion framework that ensures consistency while allowing natural exploration of important topics. Advanced analytics capabilities combine AI-powered pattern recognition with human expertise to identify key trends, segment-specific insights, and emerging competitive threats. Customized dashboards deliver relevant insights to each stakeholder group, while our action planning tools facilitate the transformation of insights into measurable business improvements. With Peel's platform, companies typically see a 30% increase in actionable insights and a 25% faster time-to-implementation compared to traditional win/loss approaches.
Peel's comprehensive win/loss analysis platform streamlines the entire process from program design to insight implementation. Our intelligent interview scheduling integrates with your CRM to identify ideal candidates and automatically reach out at the optimal time post-decision. During data collection, Peel's conversation intelligence technology captures every detail while guiding interviewers through a flexible discussion framework that ensures consistency while allowing natural exploration of important topics. Advanced analytics capabilities combine AI-powered pattern recognition with human expertise to identify key trends, segment-specific insights, and emerging competitive threats. Customized dashboards deliver relevant insights to each stakeholder group, while our action planning tools facilitate the transformation of insights into measurable business improvements. With Peel's platform, companies typically see a 30% increase in actionable insights and a 25% faster time-to-implementation compared to traditional win/loss approaches.
Jan 26, 2024
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Called “Books-API” with the JavaScript webhook and commented.
“Books-API was readily available with proper documentation and reliability of a proper API. It was just a webhook away from application.”
Nether Stone
Called “Books-API” with the JavaScript webhook and commented.
“Books-API was readily available with proper documentation and reliability of a proper API. It was just a webhook away from application.”
Vector Sam
Called “Books-API” with the JavaScript webhook and commented.
“Books-API was readily available with proper documentation and reliability of a proper API. It was just a webhook away from application.”
James Anderson
“Common Amazon Seller Pain Points:
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2. Inventory management
3. PPC costs
4. Amazon support
5. Competition”
Integrations
Study invitations
Total Invitatitions sent: 1500
Completed
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Unfinished
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Unopened
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Incentives
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Gift card budget used
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Active studies
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Insights gathered
48
Dashboard
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Wednesday, 17 May 2024
10:30 AM
1k
5k
9k
3k
7k
12:30 AM
11:30 AM
01:30 PM
02:30 PM
03:30 PM
Insights
7546
Insight count in the past 30 days
Insights
Jeff Sussex
Called “Books-API” with the JavaScript webhook and commented.
“Books-API was readily available with proper documentation and reliability of a proper API. It was just a webhook away from application.”
Nether Stone
Called “Books-API” with the JavaScript webhook and commented.
“Books-API was readily available with proper documentation and reliability of a proper API. It was just a webhook away from application.”
Vector Sam
Called “Books-API” with the JavaScript webhook and commented.
“Books-API was readily available with proper documentation and reliability of a proper API. It was just a webhook away from application.”
James Anderson
“Common Amazon Seller Pain Points:
1.High fees
2. Inventory management
3. PPC costs
4. Amazon support
5. Competition”
Integrations
Study invitations
Total Invitatitions sent: 1500
Completed
36%
Unfinished
38%
Unopened
25%
Incentives
May 2024
$400/$1,000
Gift card budget used
410/500
Activated Participants
7.5k/10k
Unclaimed gift cards
Gift Card budget
$1000/mo
Start saving time today
Engage Smarter with AI-Powered Conversations
Try Peel for free or schedule a personalized demo to see how it can streamline your customer interactions.
Active studies
21
Invitations sent
3456
Participants
340
Insights gathered
48
Dashboard
Information about your current plan and usage
Wednesday, 17 May 2024
10:30 AM
1k
5k
9k
3k
7k
12:30 AM
11:30 AM
01:30 PM
02:30 PM
03:30 PM
Insights
7546
Insight count in the past 30 days
Insights
Jeff Sussex
Called “Books-API” with the JavaScript webhook and commented.
“Books-API was readily available with proper documentation and reliability of a proper API. It was just a webhook away from application.”
Nether Stone
Called “Books-API” with the JavaScript webhook and commented.
“Books-API was readily available with proper documentation and reliability of a proper API. It was just a webhook away from application.”
Vector Sam
Called “Books-API” with the JavaScript webhook and commented.
“Books-API was readily available with proper documentation and reliability of a proper API. It was just a webhook away from application.”
James Anderson
“Common Amazon Seller Pain Points:
1.High fees
2. Inventory management
3. PPC costs
4. Amazon support
5. Competition”
Integrations
Study invitations
Total Invitatitions sent: 1500
Completed
36%
Unfinished
38%
Unopened
25%
Incentives
May 2024
$400/$1,000
Gift card budget used
410/500
Activated Participants
7.5k/10k
Unclaimed gift cards
Gift Card budget
$1000/mo
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