A rejected quote does not automatically prove that the price was too high. The client may have modified the project, chosen a different solution or postponed the decision. Confusing possible explanations with verified reasons leads to poorly targeted commercial interventions.
I propose to distinguish information received from internal assumptions. A brief request for feedback can help, if respectful and proportionate. The customer may not respond: the absence of response must remain so, without being transformed into a judgment on price or quality.
In a hypothetical example, several quotes are not accepted because they arrive after the useful date. Reducing the price does not solve the problem. Improving response time could instead make the offer evaluable when the customer has yet to choose.
The comparison requires similar requests and consistent periods. A complex offer is not directly comparable with a standard. Recording known outcome and motivation allows to improve the preparation of quotes while keeping recognizable the part of information that remains uncertain.