How to design the stages of a sales pipeline
You recognise a bad pipeline by the phrase "he's somewhere around the negotiation stage". You recognise a good one by any member of staff identifying the same stage from looking at the record. The difference is whether the stage has a verifiable criterion.
A stage definition
For each stage it helps to fix six things:
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A clear name — an action or a state, not an abstraction.
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An unambiguous entry criterion.
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Required fields and the next task.
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The owner.
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The time the stage should take.
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Permitted transitions and ways of closing.
An example for B2B services
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New enquiry — it has arrived in the system.
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Contact established — a two-way conversation happened, not a message sent.
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Qualified — the task, the contact's role and the timeline are clear.
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Solution prepared — the proposal has been sent and a discussion scheduled.
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Negotiation — the participants on the client side and the next step are known.
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Won or lost — with the amount and the reason.
Sector specifics
Clinics: an enquiry, a booking and an actual visit are different things and can't be collapsed into one stage. Training centres: need a trial session, a decision, a contract, payment and renewal. For medical and children's data, access restrictions and retention periods matter additionally.
Loss reasons
The list of reasons should be short and unambiguous: wrong service or geography, no budget, chose a competitor, went unreachable, a technical record. Keep that last category separate from commercial losses — otherwise the statistics will lie.
How to maintain it
Once a quarter, remove the stages where deals accumulate and stall, and merge statuses that carry no decision. Version changes with a date — otherwise comparing periods becomes meaningless. Track deals with no owner, stages running too long, and losses recorded with no reason.
If a pipeline exists but the reports don't match reality, we can help rebuild the stages and connect them to enquiries from the site.