Manage your deals on a visual pipeline with customizable stages. Attach products to each deal, track forecasted revenue and win rates, and see at a glance where your team should focus.
Track deals through custom stages, attach products, monitor revenue and win rates.
A deal in SaleInline is a qualified opportunity with a value, a close date and products attached to it. Deals sit on their own pipelines with stages you define, move by drag and drop on a kanban board, and drive the numbers the rest of the system depends on: forecast revenue, win rate, commission and — on the Business plan and above — profitability per deal, calculated from the cost prices of the products attached. Marking a deal won deducts stock, records the cost of goods as an expense and updates the funnel report automatically.
The two words get used interchangeably in a lot of CRM marketing, which is unhelpful, because they answer different questions.
A lead answers "is this person interested?". A deal answers "how much, and when?". The practical test is whether you can put a number and a date on it. If you can, it is a deal; if you are still finding out, it is a lead.
That boundary matters more than it sounds, because your revenue forecast is built from deals. Convert too early and the deal pipeline fills with records that will never close, and the forecast stops meaning anything. Convert too late and the forecast lags behind the business you are actually doing. Most teams settle on a simple rule — a deal is created when a quote goes out, or when a budget is confirmed — and then stick to it.
Leads and deals live on separate pipelines with separate stages, and a lead converts to a deal carrying its contact, history and custom fields with it. Nothing is retyped and nothing is lost.
A deal is deliberately a small record with a few fields that carry a lot of weight:
Everything else — messages, calls, notes, appointments, tasks — hangs off the contact and appears in the deal's activity timeline, so opening a deal shows you the whole relationship rather than just the transaction.
Stages are the part teams most often get wrong, and the failure mode is predictable. Stages named after feelings — "warm", "interested", "very likely" — stop meaning anything within weeks, because two salespeople will never agree on the definitions and nobody can audit a feeling.
Stages named after events survive: "quote sent", "demo done", "contract out for signature". They are verifiable, everyone agrees when they happened, and the board keeps matching reality.
Three mechanics help keep it that way:
Six to eight is usually right. Fifteen stages feel thorough and produce a board nobody updates. A useful test: if two stages always change on the same day, they are one stage.
Attaching products to a deal is optional, but it is what separates a CRM that tracks revenue from one that tracks profit.
Each product in the catalog carries both a sale price and a cost price. When you attach products to a deal, the deal value is calculated from the sale prices, and the cost of those goods is known at the same time. On the Business plan and above, deal profitability shows the difference — per deal, per salesperson, per product, per month.
This matters because revenue and margin often disagree about who your best salesperson is. The person with the highest turnover is frequently the one discounting hardest, and without cost prices in the system that is invisible until the accountant finds it months later.
Products also carry custom fields of their own and can be imported and updated in bulk from CSV, including percentage or fixed price adjustments across a whole category — useful when a supplier raises prices and you need the quotes you send tomorrow to reflect it.
Marking a deal won is the moment several modules act at once, and it is worth knowing exactly what fires:
| What happens | Where it lands | Plan |
|---|---|---|
| Attached products are deducted from stock | Products & inventory | Starter |
| Cost of goods is written as an expense | Finance | Starter |
| Salesperson commission is calculated (flat or percentage) | Finance & commissions | Starter |
| Funnel and revenue reports update | Reports | Starter |
| Deal profitability is computed | Finance | Business |
| Any won-stage automations run | Automations | Growth |
The practical effect is that the sales team's ordinary action — dragging a card to "won" — is also the bookkeeping action, the inventory action and the commission action. Nobody has to remember to tell anyone, which is where most of the discrepancy between sales numbers and finance numbers comes from in the first place.
Deals are a dataset in the pivot report builder, so forecasting is something you build rather than something you request. The reports teams rely on most:
All of them export to CSV, and any report can be saved and reopened rather than rebuilt.
A deal is rarely useful on its own. Most of its value comes from what it is wired to, and those wires are already in place rather than something you configure:
A pipeline that cannot answer these three questions is decoration. If yours cannot, the fix is almost always in the stages or the required fields rather than in the tool.
All three are saved reports you build once. The discipline they require is not analytical, it is procedural: the board only answers them if the team moves cards when things happen, which is why stage-triggered automations matter more than they first appear — they make moving the card the easiest way to get the follow-up work done.
The deal module — pipelines, stages, kanban, products on deals, custom fields and standard reports — is in every plan from Starter upward. Two things scale:
| Plan | Deal pipelines | Deal records | Notable additions |
|---|---|---|---|
| Starter | 2 | 2,000 | Full deal module, products, stock deduction, commissions, standard reports |
| Growth | 5 | 10,000 | Stage automations, pivot report builder |
| Business | 10 | 50,000 | Deal profitability (income and expense per deal), projects |
| Enterprise | Unlimited | Unlimited | API access |
See the pricing page for the full matrix, and products and inventory for how cost prices and stock movements are set up.
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