ICP and Pipeline
Define ideal customers and pipeline stages that produce forecastable revenue.
The pipeline is only useful when it contains the right accounts and consistent stage rules. Weak ICP definition creates volume that looks good in CRM and fails in revenue.
ICP Dimensions
| Dimension | Questions |
|---|---|
| Firmographic | Industry, company size, region, maturity |
| Pain | Which urgent workflow or business outcome matters now? |
| Buying power | Who owns budget and decision authority? |
| Technical fit | Can the customer adopt without heavy custom work? |
| Expansion potential | Can the account grow after the first deal? |
| Risk | Support burden, churn likelihood, compliance friction |
Pipeline Stages
| Stage | Entry condition | Exit condition |
|---|---|---|
| Lead | Contact or account identified | Fit and intent reviewed |
| Qualified | ICP and problem confirmed | Discovery scheduled or rejected |
| Discovery | Problem, stakeholders, timeline explored | Demo or proposal path agreed |
| Solution Fit | Value narrative and use case aligned | Business case or procurement starts |
| Proposal | Commercial terms shared | Negotiation or close |
| Commit | Decision process and close date visible | Closed won/lost |
Pipeline Health Checks
- Stage definitions are observable.
- Every opportunity has a next action and owner.
- Close date changes are explained.
- Aging opportunities are reviewed weekly.
- Source quality is measured by downstream conversion, not lead count.