A pipeline is only useful if a stage means the same thing to everyone. Define what must be true to enter and leave each stage, and keep the number of stages small.
A simple B2B pipeline
| Stage | Entry rule | Typical probability |
|---|---|---|
| New | Lead captured | 5-10% |
| Contacted | Spoken to decision contact | 10-20% |
| Qualified | Need, budget, timeline confirmed | 25-40% |
| Demo | Demo or meeting done | 40-50% |
| Quotation | Written quote sent | 50-60% |
| Negotiation | Terms under discussion | 70-80% |
| Won | Order or payment received | 100% |
The probabilities above are examples. Set yours from your own win rates once you have a few months of data.
Weighted forecast
Multiply each deal value by its stage probability and add them up. Review it monthly and compare with actual wins to improve the percentages.
Design rules
- Five to seven stages is enough.
- Each stage has an exit condition a manager can verify.
- Deals cannot sit in a stage indefinitely; flag deals stuck beyond a set number of days.
- Lost deals need a reason.
Use a visual board
A drag-and-drop lead board makes stuck deals obvious and keeps weekly pipeline reviews short.
Pipeline review questions
- Which deals have not moved for longer than our usual cycle?
- Which deals have no next step or date?
- Where do most deals drop out, and why?
- Is there enough value in early stages to cover next month's target?
Asking the same questions every week makes the review fast and keeps the data honest.
Tip: Review the pipeline by asking "what is the next step and when?" rather than "how is it going?".
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