Illustrative material · budgeting and the sales funnel
How I support budgeting and sales-funnel management
A planning tool built on a database of investment leads. Leads are scored and classified (A–D), and the model converts market potential into expected revenue, comparing the top-down budget plan (market shares) against the bottom-up view (funnel conversion). Move the sliders to see how sales decisions change the forecast.
Funnel conversion
Win probability by lead class
Budget plan
Top-down plan parameters
Leads in database
projects
Market potential
PLN m
Expected revenue
PLN m · horizon
A+B coverage
resources / need
ABCDLight = potential · dark = expected revenue after conversion
The funnel shows how market potential turns into expected revenue once win probabilities are applied. Classes A and B, though less numerous, deliver the highest conversion.
Top-down plan — market shareBottom-up view — funnel conversion
A comparison of the two budgeting methods by year (by construction-completion year). The gap between the bars is a management signal: when the top-down plan far exceeds the funnel, the assumed market share is unrealistic without more resources or higher conversion.
Management signal.
What the model does. Every lead is scored (investment status, segment, schedule, scale) and assigned to a class A–D. Potential is the investment value multiplied by an addressable-share factor; expected revenue is potential × the win probability for that class. The model gives two independent views of the same budget — market ambition and funnel realism — and the gap between them is the most important planning signal.