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A single pipeline forced to serve several motions ends up with stages that mean different things to different teams. Renewals do not have a discovery stage. Partner deals do not qualify the same way. Bending one pipeline to fit all of them is how stage names stop meaning anything.
Separate pipelines for separate sales motions — new business, renewals, partner-sourced — each with its own stages, probabilities and required fields, all reading the same customer records underneath.
Each pipeline defines its own stages, entry criteria and probability weighting. A customer can have deals in more than one at once — a renewal and an expansion — without either being duplicated, because both point at the same company record.
A company runs three: new business with a six-stage qualification path, renewals with three stages and no discovery, and partner-sourced deals that enter already qualified. Kanaka Foods has a deal in two of them at once. Both point at the same company record, so the renewal knows about the expansion and support load is visible to whoever is working either.
Separate pipelines will not fix a team that disagrees about what a stage means — they will localise the disagreement, which is usually enough to resolve it. Splitting a pipeline for every product line tends to produce forecasts nobody can combine; two or three motions is the range most companies actually need.
Forecasts can be read per pipeline or combined. Because the underlying customer is shared, a renewal deal knows the support load and open invoices on that account without anyone joining two reports.
Unlimited per account, with up to twenty stages each.
Yes, and the move is recorded. Stage mapping is chosen at the point of the move rather than guessed.
It can have one, and they roll up. Reading them separately is usually more useful because the motions convert at different rates.
Fourteen days, every module, no card. Or half an hour with someone who will run it on your own records and tell you where it does not help.