Record a useful learning, its evidence and a specific improvement to test in future deals.
The situation
In this fictional brief, support requests arrive through personal messages and urgent issues lack a clear owner. The buyer wants a documented escalation path and visible ticket ownership. Your offer is a support and device-management service, but you must first establish whether its scope addresses the actual need.
A relevant delivery constraint is that business-critical systems cannot be changed during working hours. Treat that as a fact in the exercise; do not remove it to make the sale easier.
| Your counterpart | the owner of a 60-person business |
|---|---|
| Offer under discussion | a support and device-management service |
| Evidence available | an example ticket lifecycle with triage, handover and closure evidence |
| Terms to clarify | Define supported devices, service hours, exclusions and escalation contacts. |
How to approach lost-deal review
A useful question for this stage: “At what point did one option become a better fit for you?” Ask it when the conversation creates a reason for it, rather than reciting every question in order.
- Ask permission, keep the discussion short and explore the decision process. Record direct feedback separately from your interpretation.
- Ground the discussion in the buyer’s work. Ask: “Which incident last interrupted work, and how was responsibility assigned?” Listen for a concrete example before making a claim.
- Use evidence relevant to the decision: an example ticket lifecycle with triage, handover and closure evidence. Explain what it demonstrates and what remains unverified.
- Record a useful learning, its evidence and a specific improvement to test in future deals.
Example exchange
An illustrative exchange. Real conversations will take a different path.
SellerIf you are comfortable sharing, what mattered most in your decision?
BuyerOur concern is that support requests arrive through personal messages and urgent issues lack a clear owner. Also, business-critical systems cannot be changed during working hours.
SellerWhich incident last interrupted work, and how was responsibility assigned?
BuyerOur existing IT person already handles everything.
SellerWe can map the workload with them and identify gaps in cover; the conversation need not start with replacing anyone.
SellerAt what point did one option become a better fit for you?
An industry-specific concern
Buyer: “Our existing IT person already handles everything.”
Possible response: “We can map the workload with them and identify gaps in cover; the conversation need not start with replacing anyone.”
Why this response helps: it acknowledges the concern, brings the discussion back to a verifiable requirement and leaves room for a different decision. Adapt the wording to what the buyer actually said.
Run the practice
- Prepare for two minutes. One person takes the seller role and one plays the owner of a 60-person business. Read the offer and constraint separately from your preferred answer.
- Have a five-minute conversation focused on learn from a buying decision without turning the feedback conversation into another pitch. The buyer should answer consistently with the brief and ask for evidence when a claim is vague.
- Add this challenge: The buyer gives a polite, vague answer. Ask one concrete follow-up, then respect their decision to stop.
- Pause for feedback. Quote one useful question and one missed opportunity. Repeat the difficult exchange using a different response.
- Finish by writing the actual agreement. A sensible option, when it fits, is to review a limited device group and agree escalation responsibilities. A clear decision to pause is also a useful outcome.
What to avoid
| Common mistake | Arguing with feedback or asking questions designed to prove the buyer was wrong. |
|---|---|
| A stronger direction | Thank you. What would we have needed to understand earlier? |
| Scope and claim boundary | Response time is not resolution time; do not imply they are interchangeable. |
| What to measure in real work | ticket age by priority, with priority definitions agreed first. Establish a baseline and definition before interpreting a change. |
Your working sheet
Write your own version below. Notes are saved on this browser when local storage is available. Use Download to keep a separate copy; avoid adding confidential information on a shared device.
Example: support requests arrive through personal messages and urgent issues lack a clear owner; business-critical systems cannot be changed during working hours.
Example: At what point did one option become a better fit for you? Industry question: Which incident last interrupted work, and how was responsibility assigned?
Example: an example ticket lifecycle with triage, handover and closure evidence. Response time is not resolution time; do not imply they are interchangeable.
Example: Propose a clear next step, such as: review a limited device group and agree escalation responsibilities. Confirm the owner and date.
Review your work
Tick only what you can support with your answer or practice. This is a reflection checklist, not an automated assessment.
Questions about this resource
Who is this managed it services exercise for?
Founders, salespeople and account managers preparing for a conversation about a support and device-management service. Adapt the brief to your real offer and authority before using it at work.
Can I use the example as a script?
Use the questions as prompts. Listen and respond to the buyer’s actual meaning. The target is to learn from a buying decision without turning the feedback conversation into another pitch, not to deliver a memorised speech.
How should I assess the result?
Record a useful learning, its evidence and a specific improvement to test in future deals. Use the three review questions below. The checklist is for reflection; it is not a validated prediction of sales performance.
Fictional training scenario. The dialogue illustrates response choices; it is not a customer testimonial or a record of a real sale. About these resources.