Ask Aiclo where your team needs help.

I looked at the team's 14 open deals. Three deserve attention this week.

Acme Spa (Davide Conti). Last contact 18 days ago. In the last meeting the purchasing director asked for different payment terms and the request went unanswered. I suggest a call from you together with Davide: a clear proposal on terms can reopen the conversation.

Bianchi Srl (Giulia Neri). The quote was sent 9 days ago, with no reply. The owner said she had to talk to her partner and no next step was set. A three-way meeting invite will work better than another reminder.

Rossi Impianti (Luca Ferri). The deal is going well but is stuck on the integration with their management software. A technical sheet and a test date are enough.

Want me to draft a recovery message for Acme Spa, to send on your behalf or Davide's?

I analysed 10 lost and 5 won deals from the last two months. Here is what emerges.

In lost deals. In 7 out of 10, price was discussed before the customer's problem was clarified. In 6 out of 10, the meeting ended without a date for the next step. In 4 out of 10, the decision maker never took part.

In won deals. In all 5, the rep asked at least three questions about the cost of the current problem before talking about the solution. In 4 out of 5, the meeting closed with a set date. In 4 out of 5, the decision maker was involved by the second meeting.

What it means. The team sells well when it surfaces the problem and sets the next step. These are the two habits worth working on.

Want me to prepare three examples of won deals to show the team?

Here is the report for the one-to-one with Luca Ferri: the last 30 days compared with the previous 30.

Progress. He ran 22 deals, versus 17 in the previous period. His score on handling the price objection went up by more than a point: working on that topic, as you agreed, paid off.

Strengths. He listens a lot and rephrases customer problems well. He almost always closes the meeting with a next step and a date.

Area to work on. In the discovery phase he asks few questions about budget: in 5 deals out of 8 the topic never came up.

Two deals to review together. Rossi Impianti on 7 October, at minute 12, on the price objection. Studio Verdi on 9 October, as an example of a well-run close.

To open the conversation. "What felt hardest over the last two weeks?"

Over the last 30 days the team ran 96 deals and the average score rose slightly compared with the previous month.

Who needs the most support. Davide Conti: he has many new deals but few closed with an agreed next step. Coaching on closing the meeting would bring quick results. Giulia Neri, on the other hand, improved the most: worth recognising.

Topic for tomorrow's training. Handling the price objection. It is the area with the lowest scores in the team and affects 4 reps out of 6.

How to run it. A 45-minute session: 10 minutes to analyse a deal Luca won, 20 to practise answers in pairs, 15 for discussion. If you like, I will prepare the outline and pick the examples.

The last five customers won share several traits.

Who they are. Installation companies with 10 to 50 employees, with the owner among the decision makers. Four out of five described the same problem: installation times that are too long. Three out of five decided after a trial on a single job.

Message 1. "Every week less on installation is one more job won. Here is what three installation companies changed."

Message 2. "Before switching supplier, try it on a single job. That is how three of our five customers chose."

Message 3. "Your management software should not stop the work. How to integrate a new solution without upending your processes."

I removed any reference to individual customers: the messages use their language, not their names. Want an introduction email for similar companies too?