Opportunities

An opportunity brings the commercial discussion into one record. It has a record number, subject, healthcare account as counterparty, owner, expected close date and expected value. The team can record a probability and next step as the discussion develops. Its status moves among New, Qualified, Proposal, Negotiation, Won and Lost. A primary contact connects the deal to the person leading the conversation at the account.

• Ownership. Assign the opportunity to a team member and use the owner to manage follow-up.
• Qualification. The configured qualification action records an activity, moves the opportunity to Qualified and creates an operation receipt.
• Commercial detail. Add line items for discussed products or services, with quantity, unit price and discount where relevant.

Agree what the team means by Qualified before representatives use the qualification action. Decide who updates expected value and close date, and when a manager reviews a deal in Proposal or Negotiation. Make a simple rule for next steps: the opportunity holds the text, while an activity can hold a due date and an owner. This keeps the manager’s overdue follow-up discussion tied to dated work.

The opportunity line records item name, quantity and unit price. It can optionally link to a product. The line’s interest type includes Subscription, Implementation, Support & Maintenance, Hardware, Training and Freight. Those are the available labels even when the product discussion is in pharmaceuticals; the team should use only the labels that fit its actual items. An opportunity can also hold a loss reason and won date for the outcome.

A representative identifies a possible order at an active clinic. They open a New opportunity, choose the clinic as counterparty, set themselves as owner and add an expected value and close date. After confirming the opportunity, they use the qualification action. The deal becomes Qualified, an activity records the qualification work, and a receipt preserves the operation. The representative then adds the discussed item as a line and schedules a follow-up meeting. The manager reads the deal in the pipeline and checks that the next step and due activity match what the rep said in the team review.

Rehearse a second case that does not progress. Keep its status as New until the qualification work happens, then confirm that the receipt is associated with the right opportunity. For a lost outcome, record the loss reason on the opportunity so the result can be read later. Expected value is an estimate, so the team should compare it with actual stage and next action rather than treating every open deal as a commitment.

• My Open Opportunities — Owned deals with account, status, expected value, close date and next step.
• Opportunity Board — Open stages side by side for the weekly pipeline discussion.
• Proposals and Negotiations — Later-stage work needing an owner and a dated decision.

Start with account and opportunity work, then review qualification and follow-up.