Sales
Contacts, deals and campaigns — with a forecast that shows its working.
Sales CRM and Pipeline is crm software for small business for teams that want the reasoning shown, not hidden. Plans start at $29 a month with a 14-day free trial.
Most CRMs ask a rep to pick a win probability from a dropdown, or assign a fixed percentage to each stage when the pipeline is first set up and never revisit it. Deals get multiplied by that number and the total is presented as a forecast. It is not a forecast — it is an assumption with arithmetic on top, and it is wrong in a predictable direction. This CRM derives the probability from your own closed deals and adjusts it for how each deal is actually behaving, then shows you the whole derivation.
Per-user pricing is the thing that makes CRM expensive faster than anyone budgets for. HubSpot Sales Hub Professional is $90 per user per month, so a team of fifteen is $1,350 before anyone has looked at a report. The predictable response is to buy fewer seats than you need and share logins, which quietly destroys the activity data the forecast depends on.
Every plan here includes seats. Adding a finance lead who only needs to see the pipeline once a month does not change the bill, so the people who should be in the system are in it.
Summing deal value times probability gives you an expected value. On its own that single number implies a precision nobody has. Because each deal is an independent bet, the variance of the total is the sum of p(1-p)v² across the pipeline, and the square root of that is how far the outcome can reasonably land from the expectation.
So the forecast is reported as a range. A pipeline of ten coin-flip deals and a pipeline of ten near-certainties can share an expected value while being completely different bets, and the range is what tells them apart.
The rep commit is reported next to it rather than instead of it. When the commit sits well above the model, that is the most useful conversation available in a pipeline review: either the reps know something the history does not, or the number is optimism. Most CRMs never put the two side by side, so the question never gets asked.
Every pipeline has deals that are technically open and practically dead. Finding them by sorting on age surfaces trivial deals that have been parked for a year; sorting on value surfaces big deals that are progressing perfectly well.
A deal is flagged when it has been in its stage materially longer than that stage's own measured norm — not a global threshold, because discovery and negotiation take different amounts of time in every business. The ranking is days overdue multiplied by deal value, which is the order a sales manager should actually work through on a Monday morning.
First-touch attribution flatters awareness channels. Last-touch flatters closing channels. Linear splits the difference without resolving anything. Every vendor picks one, presents it as the truth, and marketing and sales end up with numbers that cannot be reconciled.
All three are reported side by side. Where they agree, you can act with confidence. Where they disagree sharply — a trade show that dominates first touch and vanishes from last touch — that disagreement is itself the finding, and it usually means the channel creates demand it does not close.
Won revenue with no campaign touch recorded is reported separately rather than being quietly excluded, because in most companies it is the largest single category and pretending otherwise makes every ROI figure look better than it is.
The starting point is measured, not assumed, and every adjustment after it is reported with its multiplier and a sentence explaining what triggered it.
None of this is machine learning, and that is deliberate. Every step is arithmetic a sales manager can check by hand, which means the forecast can be defended in a board meeting rather than merely cited.
One or two people selling alongside everything else. The value is the stalled-deal list and a forecast that does not require maintaining a probability field by hand.
The point at which pipeline reviews start happening and optimism needs a counterweight. Commit versus model is that counterweight.
Fifteen people on a per-user plan is over a thousand a month. Seats included means the whole revenue team can be in the system, which is what makes the data usable.
Three attribution models reported side by side, so the two functions argue about what the disagreement means rather than about whose number is correct.
Accounts, contacts, deals and marketing campaigns in one place, priced by the team rather than by the head. Win probability is derived from your own pipeline history and adjusted for how each deal is actually behaving, so the forecast is something you can argue with rather than a percentage somebody typed into a stage once.
Sales CRM and Pipeline starts at $29 a month with a 14-day free trial. HubSpot Sales Hub Professional is $90 per user, per month per user.
From the proportion of your own closed deals that were won after reaching each stage, then adjusted for time in stage against that stage's measured norm, how recently anyone spoke to the buyer, deal size relative to your median won deal, and whether the close date has already slipped. Every factor is shown with its multiplier.
No. Each plan includes a number of seats and you pay for the plan. Adding someone who only needs to read a report does not change the bill, which is the main reason per-user CRMs get expensive faster than teams expect.
All three. First touch, last touch and linear are reported side by side rather than one being picked and presented as the truth. Where they disagree sharply is usually the most useful thing on the page, and revenue with no campaign touch at all is reported separately instead of being quietly dropped.
Yes — every rule has a dry run that evaluates it against your live records and lists which ones would fire and why, without writing anything. Rules that change records in bulk should never be armed unseen.
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