These aren't things you're expected to already know. Most businesses don't — and a CRM can't answer them on day one either. This is the mapping work that decides what any system needs to capture, and how it needs to connect to what you already run the business on, so real answers become possible later.
What actually counts as a win or a loss — a closed deal, a repeat order, a delivery that came in under budget — and is there an agreed definition, or does everyone mean something slightly different?
Where does each of those events get recorded today — one system, three that don't talk to each other, or nowhere at all?
Which parts of the business have no system behind them yet — no way to see delivery cost per client, no register of who's ordered again, no shared view of the pipeline?
What needs to pass between systems — CRM, invoicing, delivery, spreadsheets — for a number anyone hands you to actually be trustworthy?
Which decisions are currently made on gut feel that should be made on a number — and what would need to be captured, and where, to make that possible?
Map these, and you'll know exactly what a CRM needs to do — and whether CRM is even the system that's missing. Skip them, and you're choosing software to solve a problem you haven't defined yet.
A CRM isn't one decision — it's four, stacked on top of each other. Each layer is only as good as the one underneath it, which is why the order matters more than the feature list.
Each layer is designed against where the business is going, not just how it runs today — a spec built only around the current state just re-implements today's habits, and stops fitting the moment the business grows past them. But it's still anchored in what's actually happening operationally now: a target with no connection to current reality is just as unworkable as a system frozen in the present. The gap between the two — what to keep, what to add, what to deliberately not build yet — is the actual content of the Analysis.
This is also why a CRM can't just be installed and left alone — it has to keep evolving alongside the business, or the layers drift out of sync with how the business actually runs. That ongoing work sits outside the Analysis itself; the Analysis exists so that whoever does it — you, or a separate implementation engagement — is building on the right foundation from day one, instead of guessing and paying to redo it later.