Define stages before calculating rates
Start with a unique inquiry, then define what qualifies it for your business. Separate an inspection request from a confirmed appointment, and a draft proposal from one actually delivered. Define “won” using the acceptance evidence your company requires.
Keep spam, supplier calls and existing-customer updates outside the new-opportunity count. They may still matter operationally, but mixing them into sales denominators makes conversion rates difficult to interpret.
Link events to one opportunity
Keep the contact, property and opportunity connected. A homeowner who calls twice, receives one estimate and accepts it represents one opportunity with several events. A separate property may need a separate opportunity even when the contact is the same.
Record source, stage dates, assigned owner, current proposal version and outcome reason. An opportunity marked lost should distinguish a customer decision from an unreachable contact or a job outside your scope.
Use explicit denominators
| Measure | Calculation for the same inquiry group |
|---|---|
| Qualification rate | Qualified opportunities ÷ unique new inquiries |
| Proposal rate | Opportunities with a delivered proposal ÷ qualified opportunities |
| Proposal win rate | Won opportunities ÷ opportunities with a delivered proposal |
Illustrative numbers: 40 unique inquiries, 20 qualified opportunities, 10 delivered proposals and 3 won jobs produce 50%, 50% and 30% respectively. These are fictional calculations, not LeanLine results. Count each opportunity once per stage, even if it has several proposal revisions.
Compare a consistent group over time
Choose inquiries received during a defined period and follow that group as it progresses. Do not divide jobs won this week by calls received this week if those jobs began months earlier. Report how many opportunities remain open alongside the current rates.
Also watch time in stage and missing next actions. A low proposal count may reflect unfinished inspection work rather than poor phone handling. Check the underlying records before assigning a cause to the percentage.
Turn the review into one operational action
Review one stuck stage each week. Assign an owner to unresolved callbacks, missing estimate inputs or approved proposals awaiting delivery. The goal is a usable next action, not a dashboard full of unconnected totals.
Explore LeanLine's call, proposal and follow-up support with these stage definitions in hand. Agree which tasks the team will handle and what evidence will show they were completed.
