Define sales stages, owners and next steps around your real sales cycle, from lead qualification to quotation approval and handover. Keep delivery and payment status visible to sales.
Use cases include sales teams managing repeat quotations, approval steps and order handovers across China and international markets. Start with one team and a defined lead-to-quotation workflow; for regional teams, confirm shared customer records, local tax and currency requirements, approval responsibilities and handover rules before expanding the service scope.
Unified records of customer needs, sales stages, estimated amounts, probability of closing the deal, responsible persons, quotation versions, contract orders and next actions transform the sales process from scattered tables and personal memories into a collaborative, predictable and repeatable business process.
Applicable to Chinese and overseas business teams; it can start from a small end-to-end workflow from leads to quotations, and then connect orders, delivery and payment collection.
First define the sales stage and entry and exit conditions, and then clarify quotation, approval, contract, order and handover responsibilities. Different teams can configure their own processes, but the key data and review definition remain the same.
Centrally record the source of leads, contacts, customer needs, budget, procurement time limit and person in charge, complete qualification judgment and allocation according to unified standards, and reduce repeated follow-up and missed leads.
Organize estimated amounts, closing probabilities, key decision-makers, follow-up records, planned closing dates and next actions by sales stage to help the team advance business opportunities and identify reasons for stagnation.
Unify the management of quotation details, versions, discounts, taxes, validity periods and approval status, retain customer confirmation and contract information, and reduce misreporting, omissions and version differences.
After the transaction is completed, customer commitments, order details, delivery nodes, invoicing conditions and payment plans are passed to the execution team, and extensions or changes are reported to sales in a timely manner.
According to the real sales cycle of the enterprise, allocate leads, demand confirmation, plan, quotation, negotiation, transaction or closing, etc., and uniformly record the source of leads, allocation results, communication content, customer feedback and promotion facts.
Generate quotations based on product services, quantity, price, taxes, validity period and delivery conditions, and key discounts or special terms can enter hierarchical approval.
After the transaction is completed, customer commitments, delivery nodes, invoicing conditions and payment plans are passed to the execution team, and abnormal status is reported to sales in a timely manner.
Summarize opportunity amounts, stage probabilities, planned dates, deal and closing reasons, compare targets, forecasts and actual results to identify chronic stagnation, over-optimism or insufficient resources.
Build daily workflows in stages around roles, data, approvals and exceptions. For existing systems, assess integration and migration limits first; for new services, start with one complete workflow.
First clarify the sales stage, quotation rules, approval authority, transaction handover and current data sources, and then determine the scope of migration, reminders, predictions and interfaces.
The sales management system is used to manage leads, customer needs, business opportunity stages, quotations, contracts, orders, delivery and payment collection information, helping enterprises to clarify sales responsibilities, promotion status and next steps.
CRM usually covers a wider range of customer relationship capabilities, and sales management focuses more on the process from leads to closing and handover. Specific boundaries should be determined in conjunction with existing CRM, order and financial systems.
Yes. Stages, entry and exit conditions, required information, dead time and closure reasons can be defined based on the business cycle, but too many stages should be avoided that make it difficult for the team to execute.
The quotation version, price details, discounts, taxes, validity period and approval status can be managed according to the confirmation scope. Complex pricing or third-party pricing capabilities require separate confirmation.
Confirmed customers, product services, prices, contracts, delivery nodes and acceptance conditions can be transferred to orders or projects, and subsequent changes and responsible persons can be recorded.
Forecasts are typically formed based on opportunity amount, stage probabilities, planning dates, and historical results. The quality of forecasts depends on whether sales data are timely and complete and cannot replace management judgment.
Can. It is necessary to first confirm customer matching, stage mapping, amount, version relationship and historical attachments, and then migrate in batches after passing sample verification.
The cycle time depends on the number of stages, quote complexity, approvals, historical data, order handoffs and interface scope. Usually the lead, business opportunity and quotation end-to-end workflow is completed first, and then delivery and forecasting are expanded.
Bringing sales stages, quotation templates, approval rules and typical opportunities, together we will confirm the first batch of processes, data migration, permissions and system connection scope.
