Win/Loss Analysis Builder

Example output

Win/loss analysis — Ridgeline Snacks vs. Foxglove Foods, Alderwick Grocers salty snacks reset

Ranked factors, checked against what you actually know

1. Assortment breadth (high confidence)
The buyer's own feedback — "went a different direction on assortment" — directly points here, and it's corroborated by the fact that Foxglove's pitch had 2 more SKUs than yours. This is the strongest, most directly evidenced factor: buyers running a reset are often solving for a total-set story (variety, price ladder, incremental occasions covered), not just per-SKU strength. A 4-SKU pitch competing against a 6-SKU pitch may have simply looked thinner on the page, independent of any single SKU's merits.

2. Price (moderate-to-high confidence)
Foxglove's lower per-unit cost is a fact you have, and price is almost always a live factor in a reset decision even when not named explicitly in buyer feedback; buyers rarely cite price directly because it makes the conversation adversarial for next time. Treat this as a real contributing factor, but not proven as the deciding one, since the buyer's own words point to assortment first.

3. Existing velocity data (investigate further — the most important open question)
This is the piece that doesn't fit neatly: you had stronger velocity in your existing 4 stores, which should be a strong argument in your favor, yet you still lost. Two explanations are both plausible with what you have: (a) your velocity data wasn't weighted heavily in this particular buyer's decision process, which would be useful to learn directly, or (b) it was outweighed by the assortment-breadth and price factors above. This is the single most important thing to ask the buyer directly before your next pitch; don't let a strong data point go unused without understanding why it didn't move the decision this time.

4. Relationship and timing (low confidence, data not provided)
Nothing in what you've shared indicates whether this was a relationship factor (a newer or more frequent Foxglove contact) or bad timing (a category-wide push toward more SKUs this cycle across all vendors, not specific to you). Flag both as open questions rather than dismissing them.

What the feedback doesn't tell you
"Went a different direction on assortment" is buyer-diplomatic language that could mean several different things: more SKUs, a specific format Foxglove had that you didn't, or a category-wide strategic shift toward variety this cycle that would have disadvantaged any vendor pitching a tighter set, not just you specifically. Getting more specific feedback matters more here than guessing.

Open questions to ask the buyer directly
1. Was assortment breadth the primary factor, or is that shorthand for something more specific (a format gap, a flavor gap)?
2. How was our stronger existing velocity data weighted in the decision, if at all?
3. Is a broader assortment a one-cycle preference or a standing category strategy going forward?

Process changes for the next pitch
1. Bring a broader assortment option to the table next cycle, even if some SKUs are positioned as "available if needed" rather than core asks; don't let a thinner pitch be the reason you lose on a factor unrelated to product quality.
2. Lead harder with the velocity data next time; make it impossible for the buyer to overlook, since it clearly didn't carry enough weight this cycle.
3. Request a specific, structured debrief call rather than accepting the one-line email feedback; "different direction on assortment" is not specific enough to fully act on.

One-page debrief summary
Ridgeline Snacks lost the Alderwick Grocers salty snacks reset to Foxglove Foods primarily on assortment breadth, with price as a likely secondary factor; both are reasonably well-evidenced. The open question that matters most for the next 6 months is why our stronger existing velocity data didn't outweigh those factors; get a direct answer from the buyer before assuming what happened. The clearest process fix is bringing a broader SKU set to the table next cycle while leading harder with velocity data than we did this time.

Want me to draft the follow-up email requesting a more specific buyer debrief, or turn the process changes into a pre-pitch checklist for the next cycle?