Products

Products give the team a named item and SKU to use during a commercial discussion. Each product belongs to an organization and carries a list price in dollars, an active flag and an optional description. A category distinguishes Core Product, Device, Service, Support & Maintenance, Training and Freight. A representative can link a product to an opportunity line, while still recording the item name, quantity and unit price on the line itself.

• Product identity. Product Coordinator maintains a recognizable name and SKU for each active item.
• Opportunity detail. Pharma Representative records a line for the item under the right opportunity, with quantity and unit price.
• Review. Sales Manager inspects the line with expected deal value before discussing stage or close timing.

Agree what belongs in the product list and how the team distinguishes a product from a service. Set a rule for retiring an item with the active flag rather than reusing its SKU for a different item. Decide who sets list price and who may enter a different unit price on a specific opportunity line. The line has an optional discount percent, so the team should define when that number is entered and how it relates to the unit price. These records describe the deal; a manager should review the actual values before using them in a pipeline decision.

Opportunity lines also carry an interest type with the available labels Subscription, Implementation, Support & Maintenance, Hardware, Training and Freight. A representative should choose a label only when it describes the line. The item name remains required even if the optional product link is set, which helps another person understand the discussion when reviewing the opportunity.

A representative discusses an active item with a clinic. Product Coordinator has already recorded the item with its SKU and list price. The representative opens the clinic opportunity, adds a line with the item name, quantity and unit price, and links it to the product. The manager compares the line to the opportunity’s expected value and asks whether the quantity is still current before reviewing the close date. If a second item is discussed, it gets another line with its own line number and price.

For rehearsal, prepare one opportunity with two lines and another with an item name but no product link. Confirm that both are readable from their parent opportunity, that each linked product and opportunity belong to the intended organization and that staff understand which value is the product’s list price and which is the opportunity’s offered unit price. Keep the discussion connected to the opportunity rather than treating a product record as a sales outcome.

• Product Catalog — Active items with SKU, category and list price for the product discussion.
• Opportunity Board — Stage context for the product discussion during pipeline review.
• Proposals and Negotiations — Later-stage deals where the manager checks value and item detail.

See account and opportunity work for where lines enter the deal, and qualification and follow-up for the next activity.