Sales stages
Pipeline stages reflect what really happens with a client: from enquiry through quotation and negotiation to a signed contract. A separate pipeline for trade customers if their process differs.
We start from the process, not a feature checklist. Switching everything on at once is the quickest route to a system nobody opens.
Pipeline stages reflect what really happens with a client: from enquiry through quotation and negotiation to a signed contract. A separate pipeline for trade customers if their process differs.
Only the fields somebody actually uses. Every unnecessary mandatory field lowers the chance that the rest are filled in honestly.
Mailboxes from Microsoft 365, Google Workspace or IMAP, plus website forms, feed straight into the CRM and are assigned by rule rather than by whoever spots them first.
Via API we connect the CRM with wFirma, Fakturownia, iFirma or Optima. A won deal produces an invoice that goes to KSeF, and the payment status flows back to the client.
Tasks with deadlines and owners, templates for recurring jobs and a Kanban view for teams who like boards.
Company news, an org chart, leave requests with approval and a library of procedures. One place instead of five folders on a shared drive.
Who sees which clients, who may export data and how long we keep contacts once the purpose for processing them has lapsed.
Timing depends on scope: a basic CRM for one department is a smaller job than a CRM with an invoicing link, intranet and automation. We agree the schedule after the workshop and put it in the contract.
Two or three video sessions with the people who sell and look after clients. We finish with a process map and a list of tasks still done by hand.
Stages, fields, permissions, email and forms. First whatever the team cannot work without, with extensions in later phases.
Separate sessions for salespeople, managers and back office, using your company's own data instead of a made-up example.
For an agreed period after launch we answer questions and adjust the configuration based on what users tell us.
If management never looks at the CRM, nobody else will either. Salespeople quickly learn what they are measured on, and that is what they keep up to date. As long as the weekly sales report is still assembled from a spreadsheet sent round by email, any Bitrix24 setup stays decoration. The best moment for change is the first team meeting where results are shown straight from the system.
One person with authority, most often the sales manager or the owner. They settle disputes, enforce the rules and pass change requests to us. Without that role the configuration slowly drifts, and within six months everyone is back to their own way of working.
With one pipeline and a short list of mandatory fields. Companies that try to launch CRM, tasks, document workflow and HR processes simultaneously generally end up with none of them. We only switch on the next module once the previous one has become a habit.
We bring it across, but tidy it first: duplicates, outdated contacts and rows with neither an email nor a phone number just get in the way. Data on people you no longer have a lawful purpose for is better deleted than imported. GDPR requires it, and you get a cleaner CRM as a bonus.
If your VoIP provider supports SIP or offers a Bitrix24 app, calls can appear on the client record and missed calls can create a call-back task. We check this remotely using details from your provider. We do not configure hardware on site.
It depends on the team and the scope. First come questions and resistance, then adjustments, and in time the system becomes an ordinary tool. That is why we measure post-launch support in weeks, not hours.
Tell us how sales and client service are organised, how many people will use the system and which invoicing software you run. We will propose a first phase.
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