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Table Table 1 Revenue operations & AI

Revenue lifecycle state map

A lifecycle state needs entry evidence, an owner, an exit event, a next state, and a visible failure mode.

StateEntry evidenceOwnerExit or acceptance eventNext stateFailure mode
Unidentified demandNamed trigger, source, and eligible populationDemand ownerNeed or fit evidence acceptedQualified accountActivity is counted without an eligible unit
Qualified accountFit, need, and buying-context evidenceSDR or BDR ownerCommercial context accepted by receiving ownerActive opportunityICP label substitutes for evidence
Active opportunityAccount, problem, decision path, and current-stage evidenceSales ownerProposal, contract, or explicit no-decision eventCustomer or closed relationshipStage label moves without a transition event
Customer or implementationAccepted contract and delivery scopeCustomer or delivery ownerFirst value, activation, or implementation completionActivated or implementedHandoff accepted without an agreed scope
Activated or implementedFirst value or implementation completionCustomer or delivery ownerContinued use, renewal, or terminal-loss evidence after the declared retention horizonRetained, expanding, or closed relationshipActivation is counted as retention or expansion
Expansion or renewalUsage, value, contract, or renewal evidenceAccount ownerRenewal, expansion, contraction, or decline decision at the named horizonRetained, expanded, or lost relationshipRenewal is counted before the decision horizon
Open at observation horizonCurrent state evidence and censoring date with no terminal outcomeProcess ownerObservation window closes without an explicit closure eventRemains open or censored until new evidenceCensoring is counted as closure or loss
Closed relationshipExplicit terminal closure, loss, or cancellation evidenceProcess ownerRecord retained, reopened only after an explicit new event, or explicitly excludedDeclared re-entry onlyClosure hides an unresolved or returned case

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Reference & Evidence

Source: Author's lifecycle framework grounded in Boulding et al. (2005), Reinartz et al. (2004), Jayachandran et al. (2005), Järvinen and Taiminen (2016), Homburg et al. (2017), and Van Bruggen et al. (2010). Rows are synthetic and illustrative.

Each line is a claim from the register this journal publishes against, resolved from the register at build time.

  • B Boulding et al. present CRM as a broad customer-management concept: "creating value for the customer and, in the process, creating value for the firm" Boulding et al. (2005), full-text extract held · BSEJ05-C1
  • B Their roadmap notes the need to "attract customers and then maintain and enhance these customer relationships" as parts of the CRM problem; it is not a universal lifecycle taxonomy Boulding et al. (2005), full-text extract held · BSEJ05-C2
  • B Reinartz et al. outline a "theoretically sound CRM process measure that outlines three key stages: initiation, maintenance, and termination" Reinartz et al. (2004), full-text extract held · RKH04-C1
  • B The CRM process measurement questions are "addressed in two cross-sectional studies across four different industries and three countries" Reinartz et al. (2004), full-text extract held · RKH04-C2
  • B Jayachandran et al. conceptualize relational information processes as "organizational routines that are critical for customer relationship management" Jayachandran et al. (2005), full-text extract held · JSKR05-C1
  • B Their treatment finds that "technology used for CRM performs an important and supportive role" in moderating relational information processes Jayachandran et al. (2005), full-text extract held · JSKR05-C2
  • A Järvinen and Taiminen study the "use of marketing automation to generate high-quality sales leads through behavioral targeting and content personalization" in a bounded B2B case Järvinen and Taiminen (2016), accepted manuscript held · JTA16-C1
  • A Homburg et al. define customer experience management: "introduces CEM as a higher-order resource of cultural mindsets toward customer experiences (CEs), strategic directions for designing CEs, and firm capabilities for continually renewing CEs" Homburg et al. (2017), full-text extract held · HJK17-C1
  • A Van Bruggen et al. describe channel multiplicity: "Channel multiplicity is characterized by the customer’s reliance on multiple sources of information from independent (and often disparate) channel organizations and increasing demand for a seamless experience" Van Bruggen et al. (2010), full-text extract held · VB10-C1
  • B A revenue lifecycle is a declared sequence of commercial states from a named entry event through a named outcome or censoring point Author framework · V05LIFE-OWN-C1
  • B A lifecycle stage is a state with entry evidence and an exit or continuation rule, not merely a position in a funnel graphic Author framework · V05LIFE-OWN-C2
  • B Stage counts are interpretable only after the unit, population, entry rule, exit rule, owner, and observation horizon are fixed Author measurement framework · V05LIFE-OWN-C3
  • B A cross-functional transition needs a sender release, receiver acceptance or non-acceptance, evidence packet, and named exception state Author handoff framework · V05LIFE-OWN-C4
  • B Returned, held, reworked, excluded, and open-at-horizon states must remain visible beside the happy path Author operating framework · V05LIFE-OWN-C5
  • B Cross-channel or cross-system lifecycle records need a stable process key or documented join rule before they are treated as one instance Author data framework · V05LIFE-OWN-C6
  • B A lifecycle dashboard can describe state composition and transition timing, but it does not by itself prove that lifecycle design caused conversion, retention, or revenue Author negative boundary · V05LIFE-OWN-C7
  • B The lifecycle-stage table is synthetic and illustrative; it contains no customer, account, opportunity, contract, or product data Author synthetic object · V05LIFE-OWN-C8

Grades: A, verified against the printed page of the primary source · B, primary source, text layer only · C, authoritative secondary · D, reported.

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