Opportunities and sales pipeline
The complete sales pipeline in three views of the same information: kanban to move each opportunity from stage to stage, a list to work in volume with filters, and a calendar to see what is due this week.
Every opportunity carries its customer or prospect, its owner, its source, the amount at stake, the probability of closing and the expected date. With those figures the pipeline stops being a list of names and becomes a forecast: you know how much business is open, what stage it is in and how much is expected to close this quarter.
You define the stages for each opportunity type, because a maintenance contract is not sold the way a turnkey installation is, and prospecting is kept separate from qualified business so the pipeline figure is not inflated by what is still a list of contacts. You can also record which competitor each deal is being fought against, which is the information that later explains why deals are won or lost.
The system raises an alert when an opportunity passes its expected close date without moving, and permissions are set per profile and per opportunity: a rep works their own portfolio while the manager sees the whole pipeline.
The three views
Why the same pipeline is viewed three ways
This is not a matter of taste: each view serves a different job, and anyone who sells does all three over the course of a week.
Kanban, to move deals
Each opportunity is a card and each column a stage. Drag it and the change is recorded with its date, so the history of where it has been writes itself. This is the Monday meeting view.
List, to work in volume
Filters by owner, source, sector, amount or date, and actions across many opportunities at once. This is the view for someone with four hundred open deals who needs to narrow it down to twenty.
Calendar, so nothing slips
What is due this week and what has fallen behind. Opportunities that pass their expected date without moving raise their own alert, which is the difference between losing a sale and remembering to call.
Stages that fit you
Your way of selling decides the pipeline stages
A standard pipeline forces a company to describe its process in somebody else's words. Here stages are defined per opportunity type, so a maintenance contract runs through its own and a turnkey installation through others, with names the team recognises.
Prospecting is kept apart from qualified business. It sounds like a minor distinction and it is not: mixing them inflates the pipeline figure with what is still a list of contacts, and then the forecast stops serving the one purpose it has, which is deciding whether you need to sell more.
Each opportunity can also record which competitor the deal is being fought against. When a deal is lost, that note is what turns a defeat into usable information.
Forecasting
How much will close, with what probability and when
Every opportunity carries its amount, its probability of closing and its expected date. With those three figures the weighted forecast calculates itself, and stops depending on how optimistic the team happens to feel the week you ask.
- Open value by stage, to see where business piles up and where it stalls.
- Probability-weighted forecast, the figure you take into a board meeting.
- Time sitting in the same stage, the indicator that best predicts a lost deal.
- Permissions per profile and per opportunity: each rep works their portfolio and the manager sees the whole pipeline.
And because the CRM shares its database with invoicing, you can compare what was quoted with what was finally collected. That comparison is what tells you whether the problem is generating opportunities or closing them.
Clearing things up
Frequently asked questions
Answers to what we get asked most.
Can I define my own pipeline stages?
Yes, and per opportunity type: a maintenance contract runs through one set of stages and a turnkey installation through another, with the names your team actually uses. Prospecting is also kept separate from qualified business, so the pipeline figure is not inflated by what is still a list of contacts.
How is the closing forecast calculated?
Every opportunity carries its amount, its probability of closing and its expected date, so the weighted forecast is a calculation rather than anybody's guess. Open value can be viewed by stage, by owner and by period.
Does it warn when an opportunity stalls?
Yes. The system raises an alert when an opportunity passes its expected close date without moving, and reports show how long each one has been sitting in the same stage, the indicator that best predicts a lost deal.
Can each rep see only their own portfolio?
Yes. Permissions are set per profile and each opportunity has its own users with access, so a rep works with their own deals while the manager sees the whole pipeline.
CRM and sales management
Opportunities in kanban, list and calendar views, with email, tasks and quotes attached to every deal. Plus a mobile app that records what happens on the road by voice.
Tasks and sales activity
Every opportunity builds up its own tasks (the follow-up call, the visit, sending the proposal) assigned to a person with a deadline and a reminder.
Quotes from the opportunity
The sales quote is generated from the opportunity itself, with the customer and their commercial terms already filled in, and stays linked to it.
Integrated email and tracking
Company email is read and answered inside the CRM itself, and every message stays attached to the opportunity it belongs to.
Mobile app with voice AI
Native Android and iOS apps for reps working on the road: walking out of a meeting they say out loud how it went, and AI transcribes it and updates the opportunity.
View moduleAutomatic leads from your website and inbox
Your website contact form creates the opportunity in the CRM the moment somebody submits it, with its source tagged and its owner assigned.
View moduleHistory and change tracking
Every opportunity keeps a record of where it has been: the stage history with dates, the team's comments, attached documents and who has access to it.