Count generator estimates and sales apart: a Permapower lesson

Anthony reports about 40 estimates over roughly six weeks. Four had closed when he spoke. Other quotes were still open. His view of what might close later was a forecast.

Those figures describe that early point in time. They are not a final close rate, a cash total or a claim that all estimates became installs.

Start with a short list your team can use. Give each stage one clear meaning. For example, a held visit means the estimator actually went, not that a slot was booked.

Use the date each step happened. If a visit was canceled, keep that fact. Do not count it as held or quietly delete it from the story.

• New lead received.
• Visit booked.
• Visit held.
• Quote sent.
• Quote accepted.
• Install finished.
• Payment received.

Pick one week or month of new leads. Follow that group as it moves. This lets you see late sales without mixing them with a new batch of leads.

A quote may stay open across more than one month. Keep its first lead date and its latest status. Do not call it lost just because the month ended.

Give each open step a person and a date. Use your own agreed sales and payment rules. These stages help show the gap. They do not replace your job records or accounts.

1. Which booked visits have not happened?
2. Which held visits still need a quote?
3. Which open quotes need an answer or a next date?
4. Which accepted jobs still need to be done?
5. Which finished jobs still have an open payment?

A held visit may still need a supplier price before the quote can be sent. If you merge those stages, the office cannot see that missing task.

Count each real job once within each stage. The same job can reach several stages over time. Do not add all stage counts and call the sum new leads.