Sales Pipeline Management 4

Question 1

What is the primary risk of having too many pipeline stages?

Accepted Answer

Reps spend more time updating records than selling

Answer

Overly complex pipelines create administrative burden that reduces selling time and leads to inconsistent CRM updates.

Question 2

A deal originally valued at $100K is now being negotiated down to $60K. How should a rep evaluate whether to continue pursuing it?

Accepted Answer

Compare the revised ROI, resource cost, and strategic value against the reduced deal size

Answer

A 40% price reduction changes the deal's economics; reps must weigh whether it still justifies the time and resources invested.

Question 3

Which of the following is an example of a LAGGING pipeline indicator?

Accepted Answer

Revenue closed in the previous quarter

Answer

Lagging indicators reflect past results; revenue already closed cannot be influenced, only analyzed for patterns.

Question 4

A deal is stuck because the champion lacks internal authority to approve the purchase. What is the BEST next step?

Accepted Answer

Help the champion build an internal business case to present to the economic buyer

Answer

Empowering your champion with tools, data, and talking points gives them the best chance of securing internal approval.

Question 5

When should a sales rep use 'deal scoring' in pipeline management?

Accepted Answer

Continuously, to prioritize effort toward deals with the highest likelihood of closing

Answer

Continuous deal scoring helps reps allocate limited time to the highest-probability opportunities throughout the sales cycle.

Sales Practice Test