Build stages around decisions

Use stages that reflect what the customer has established: need, fit, evaluation, commercial agreement and onboarding. Avoid a pipeline that simply records internal activities such as email sent or follow-up scheduled. Those activities matter, but they do not necessarily demonstrate customer progress.

Measure flow as well as stock

Track entries, exits, conversion and time in stage. A large pipeline can be healthy demand or accumulated indecision. Reviewing movement helps distinguish the two. Segment by channel or customer type when the buying processes differ substantially.

Make the next step specific

Every active opportunity should have a named owner, a customer-relevant next action and a date. If the team cannot identify the decision being advanced, the opportunity may need requalification. Use stalled stages to improve messaging, evidence and handovers rather than simply increasing follow-up frequency. Look for stages that have no clear exit criterion. If an opportunity can remain in evaluation indefinitely without a customer decision or next step, the stage may be functioning as storage for uncertainty rather than a useful description of progress.

Imagine this

Illustrative operating example

Hypothetically, 60 prospects request information, 20 complete a demonstration and two buy. The biggest volume loss occurs before demonstration, but the team should also investigate why only two of the 20 evaluators proceed. Different problems require different interventions.

Make it practical.

Use this checklist as you read. Checks are not stored.

Published by Tap Tap Go. Product availability and eligibility vary by programme and market. About our stories.