Why a product CRM does not fit a consulting sale
A CRM built for product sales assumes a catalogue, a price and a close date. A consulting sale has none of those in a stable form: the deliverable is defined during the conversation, the price depends on which people would be assigned, and the close date depends on a client budget cycle nobody in the pipeline controls.
The consequence is that the standard fields end up holding approximations, and the forecast built on them is decorative. What a consulting pipeline actually needs to record is the shape of the demand — which roles, how many, starting when — because that is what has to be reconciled against the bench.
- Required roles and volume recorded on the opportunity
- Expected start date, separate from the close date
- Probability tied to the client's decision stage
- Link between the opportunity and the capacity it would consume