The tables behind B2B CRM

Companies the sales team sells to or through: prospects, customers, partners and former customers, with parent and subsidiary links and the territory and owner history a realignment leaves behind.

Physical locations of an account: headquarters, branches, plants and offices, each of which can have its own contacts and deliveries.

The people on the selling side who work an account together, with the access each one gets.

The yearly plan for a strategic or key account: objectives, whitespace, the relationship map and a review date.

The regions, segments and named-account patches that decide who owns which account and lead.

The matching rules that assign an account or lead to a territory, run in priority order. A rule is live between its effective dates, so a realignment’s rules can be drafted ahead of the day they take over.

A change to who owns which accounts, drafted with new rules and an effective date, modelled into moves, approved by the managers and applied in bulk on the day.

One account’s proposed move under a realignment: from and to territory and owner, the pipeline and contract value that moves with it, and whether a manager excepted it.

People at accounts, with their job, reporting line, consent to be contacted and current status.

The buying committee on a deal: each contact involved, the role they play and where they stand.

Physical locations of an account: headquarters, branches, plants and offices, each of which can have its own contacts and deliveries.

An unqualified expression of interest from a company and a person, worked by sales development until it is converted or disqualified.

Where leads come from, grouped by channel so conversion can be compared.

A marketing or sales campaign that leads and deals are attributed to, mirrored from the marketing platform where one is connected.

A deal at an account: what is being sold, for how much a year and in total, at which stage, closing when, with the next step and its date.

The buying committee on a deal: each contact involved, the role they play and where they stand.

What is being sold on the deal before a formal quote exists, with quantity, price and term.

Every stage change on an opportunity, with who made it, when, and what the amount and close date were at the time. Rows are written by the system on a stage change and are not editable.

The ordered stages of the sales process, each with a default probability, a forecast category and the exit criteria a deal must meet to leave it. The stage set carries a closed-won and a closed-lost stage.

The companies deals are won against and lost to.

A priced, versioned proposal to a named person at the account, with its approval state and validity.

The priced lines of a quote, each with list price, unit price, discount, term and annual value.

Each approval step a quote needed, who was asked, who decided it, when and why.

What the company sells: platforms, modules, services, support and hardware, with the unit each is priced in.

A price list in one currency for a period, of which one is the default. An account can name the book it is priced from.

The list price, floor price and maximum discount of one product in one price book. These drive quote approval.

The amounts and approver levels the quote approval rules read, so a deal size threshold or a second-line approver is data rather than a rule in code.

Every call, meeting, email, demo, task and note, tied to the account and, where it applies, the contact, opportunity or lead. An activity on a lead that is not yet an account carries the lead alone until conversion.

People at accounts, with their job, reporting line, consent to be contacted and current status.

A deal at an account: what is being sold, for how much a year and in total, at which stage, closing when, with the next step and its date.

An unqualified expression of interest from a company and a person, worked by sales development until it is converted or disqualified.

The signed agreement a won deal produces, with its term, notice deadline, renewal lead time and value. The end date is the renewal date.

The products under contract, with quantity, price, the dates each line runs and the deal and quote line it came from.

A deal at an account: what is being sold, for how much a year and in total, at which stage, closing when, with the next step and its date.

A priced, versioned proposal to a named person at the account, with its approval state and validity.

Companies the sales team sells to or through: prospects, customers, partners and former customers, with parent and subsidiary links and the territory and owner history a realignment leaves behind.

The yearly plan for a strategic or key account: objectives, whitespace, the relationship map and a review date.

A rep’s weekly forecast for the period: closed so far, commit, best case and pipeline, with the manager’s review and adjustment. Closed is recorded separately; Commit, best case and Pipeline are cumulative open-deal categories.

The deals behind a weekly submission as they stood that week: stage, category, amount, close date and probability per opportunity, so a slip is visible with the week it happened.

The target a user carries for a period, by type, published by the manager, with the value basis the forecast is measured on.

The rates that convert deal, quota and forecast amounts between the six currencies. Corporate rates convert to the reporting currency; period rates fix the conversion for a fiscal period so a forecast does not move with the market.

A deal at an account: what is being sold, for how much a year and in total, at which stage, closing when, with the next step and its date.

Everyone on the selling side who logs in: reps, managers, deal desk, customer success, operations and executives.