3Dolphins
3DOLPHINS PINGLEAD · REVENUE MANAGEMENT
Connect sales activity with a clearer view of revenue opportunities.
Bring opportunity progress, commercial context, and sales outcomes into a consistent review. Help teams understand where value is progressing and what needs attention.
Connect commercial review with the activity behind the numbers
Review opportunity value, stage progress, and account context using shared definitions. The goal is to help management understand where commercial work is moving, where it is blocked, and what action is needed.
Agree commercial definitions
Distinguish opportunity value, expected outcomes, and revenue recognized by Finance. Shared definitions prevent different teams from interpreting the same total differently.
Connect progress with customer evidence
Review the stage and activity behind an opportunity value. A pipeline amount becomes more useful when the team understands its current customer context.
Turn review into accountable action
Use commercial discussions to assign the next step for stalled, renewal, or expansion opportunities. Revisit the result at the next review.
Make the commercial handover clearer
Commercial numbers with context
Read opportunity value alongside stage, customer evidence, and the current blocker. Management can see what work supports the number.
Consistent planning assumptions
Use shared definitions and make uncertain assumptions explicit. Teams can discuss expected outcomes without confusing them with completed revenue.
Actionable performance reviews
Identify the decision or follow-up needed for the opportunities under review. Commercial visibility should lead to accountable action.
A clear boundary with Finance
Keep sales opportunity management separate from financial recognition and accounting. Finance remains responsible for its own revenue definitions and decisions.
Follow the work from request to result
Define the information, owner, and expected outcome at each step.
01
Definitions agreed
Capture the information relevant to this stage.
02
Context assembled
Prepare the context the receiving team needs.
03
Progress reviewed
Review the information against the agreed criteria.
04
Actions assigned
Assign the action or decision to its owner.
05
Outcomes revisited
Record what happened and continue the relationship.
Put the capability to work in a real business journey
Choose the journey that matches the work your team needs to complete.
Sales performance review
Discuss stage movement, opportunity outcomes, and the actions that supported them. Focus on evidence and decisions rather than totals alone.
- Start with the relevant customer or opportunity context
- Agree the owner and expected next action
- Keep the outcome connected with the record
What to review
Review completion of the agreed next step and the quality of the handover.
Commercial planning
Review the opportunities and account context relevant to the planning period. Keep assumptions visible when discussing expected outcomes.
- Start with the relevant customer or opportunity context
- Agree the owner and expected next action
- Keep the outcome connected with the record
What to review
Review completion of the agreed next step and the quality of the handover.
Renewal and expansion
Prepare the account relationship and open customer issues alongside the opportunity. Assign the action needed to continue the commercial conversation.
- Start with the relevant customer or opportunity context
- Agree the owner and expected next action
- Keep the outcome connected with the record
What to review
Review completion of the agreed next step and the quality of the handover.
Define success before you scale
Use your own baseline and review the results against the task your team wants to improve.
Record quality
Pipeline values use shared commercial definitions
Process continuity
Assumptions remain visible in management review
Decision ownership
Finance owns revenue-recognition decisions
Questions before you get started
No. A potential deal represents commercial work in progress. Finance determines revenue recognition using the organization’s accounting policies.
Pipeline management follows opportunity progress. Commercial review uses that progress and its context to decide where attention and action are needed.
Agree the inputs, time period, assumptions, and review responsibility. Specific forecasting functionality should be confirmed for the deployment.
Finance owns accounting and revenue-recognition decisions. Sales and management should use definitions that keep opportunity reporting distinct from those financial outcomes.
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