Content, referrals, and bid intel enter separate sheets; different BUs of the same group become new logos.
01 Industry judgment
Proposals and annual frames · Enterprise services
Enterprise-service deals die at “proposal sent”: diagnosis, objections, and annual-frame start must be traceable
If diagnosis attendees, proposal objections, and annual-frame cycles live only in personal notes, renewal cannot check the person-days once promised. Group and BU become multiple new logos; win rate and renewal risk never reach ops meetings.
Consulting, outsourcing, implementation, and annual-frame service orgs with diagnosis, proposal review, and renewal. This solution manages customers and opportunities — it does not replace project tools.
Enterprise services · How the business hangs together
Into leads
- Needs form
- Referral
- Bid intel
Account ledger
- Group / BU
- Decision committee
- Incumbent vendors
Follow-up actions
- Proposal-version email
- Review date
- Usage and renewal
Manager board
- Duplicate follow-up
- Demoed without review date
- Pre-renewal without revisit
02 Process diagnosis
After the proposal–annual-frame judgment, split service deals into six process checks. Group and BU join one account; decision committee and proposal versions write to the opportunity; before renewal read usage and service issues; scope changes record first, then upsell. Demos without a review date are not valid progress.
Multi-round proposal walks enter competitive review. Missing committee roster and next review date parks the opp at Waiting reply.
Hard to convert
Delivery advisors and sales manage in separate groups. Two months before renewal, usage drop is discovered late.
Hard to manage
Person-days written into the pre-sales proposal overrun at delivery; the customer only recognizes the demo pack of that day.
Hard to trust
Monthly meetings only watch new contract value. Bid win rate, renewal risk, and referral sources never reach standup.
Hard to decide
Decision-chain negotiation and proposal-version control must coexist. More pre-sales alone or a system alone cannot align annual frames.
Hard to solve
03 Matching management actions
01 · Hard to acquire
Group and BU join one account
Forms capture budget cycle and incumbent vendors. Referral and bid sources listed apart. Card revisits write back to the owner.
02 · Hard to convert
Write decision committee and proposal versions on the opportunity
Each proposal version emails named people. Missing next review date must not be marked Demoed.
03 · Hard to manage
Surface usage signals two months before renewal
Delivery and sales read the same company. Promised person-days write to the opportunity for delivery checks.
04 · Hard to trust
Match scope changes from opportunity to contract
Calls and email stay on that company. Out-of-scope is recorded as change first, then enters upsell.
05 · Hard to decide
Evaluate spend from bid stalls and renewal gaps
Win rate by stage, renewal by due date, source by channel — replace single new-contract counts.
06 · Hard to solve
Align account and opportunity before screening
Forms, email, and cards close the decision chain. Enable outbound once silent-opportunity screening demand is clear.
Business architecture
Enterprise services as account plus opportunity. Group, decision committee, proposal versions, and renewal sit on one company.
Into leads
Needs form
Referral
Bid intel
Account ledger
Group / BU
Decision committee
Incumbent vendors
Follow-up actions
Proposal-version email
Review date
Usage and renewal
Manager board
Duplicate follow-up
Demoed without review date
Pre-renewal without revisit
Product role on this path
solutions.capabilitiesLead
Three questions before go-live
Sales will not fill forms, it fights the current stack, data will not migrate — almost every team asks these three.
Why CRM for project-based services?
Because renewal and upsell still need people. Proposal versions, decision makers, and renewal dates must sit on the customer.
Will it duplicate project tools?
Project tools manage tasks. CRM manages who the customer is, which scope version, and who contacts next.
Partners own clients and will not share?
Without sharing there is no handoff. The system records the current owner — not who first added WeChat.