Many SMEs sell two kinds of things at once: something that is paid once, such as an installation, a migration or a training day, and something that keeps coming back, such as a licence, a support contract or a monthly service. When both end up in one deal amount, the pipeline looks healthy but nobody can tell how much predictable income it really contains. Pomio CRM recommends keeping the two apart on every deal.
Why one amount is not enough
Take two deals of 12,000 each. The first is a one-off project that is invoiced next month and then ends. The second is a 1,000 per month contract that keeps paying as long as the customer stays. In one column they look identical. For cash flow, capacity planning and the value of your customer base they are not. Mixing them also makes month-on-month comparisons unreliable, because one large project can hide a month in which hardly any new recurring revenue was won.
Record both parts on the deal
Give every deal two values: the recurring value and the one-off value. A deal can have only one of them or both. Keep the rule as simple as possible, so salespeople fill it in correctly, and make it part of what every open deal needs before it counts. Enter both values without VAT, as with all CRM deal amounts.
Agree how recurring value is counted
The most common source of confusion is not the split itself but the unit. One salesperson enters the monthly fee, another the yearly value and a third the full contract over three years. Choose one rule, for example the monthly recurring value, write it down and apply it to everyone. If the total deal amount is needed, calculate it from the parts with a fixed formula, such as one-off value plus twelve months of recurring value, rather than letting people type a total by hand.
Report two numbers, not one
In the weekly pipeline review and the forecast, show new recurring revenue and one-off revenue as separate lines. This makes it visible when a good month was driven by a single project, and it lets you set targets that reward what the business really needs. It fits naturally next to tracking new and existing customer deals separately, because an upsell to an existing customer is often mostly recurring.
Compare with actual results
Once a month, compare the forecast for both parts with what was actually won and invoiced, as part of comparing the forecast with actual results. Recurring revenue usually starts later than the close date suggests, because of onboarding or notice periods. Seeing that pattern per part helps you plan more realistically.
Keep changes visible
When a customer negotiates, the split often changes: a lower setup fee in exchange for a longer contract, or the reverse. Treat a change in either part like any other amount change and add a short note, so the forecast stays explainable afterwards.
Hand over the right details when you win
When the deal is won, the people who invoice and deliver need to know what is billed once and what is billed every period, and from when. Include both values and the start date in the handoff task for won deals, so finance does not have to reconstruct it from emails.
How Pomio CRM supports it
In Pomio CRM the amounts, stage, expected close date and owner sit together on one deal record, so pipeline views and reports can use them. Roles decide who may change deal data, and the audit log shows who changed which amount and when.
In short
Record recurring and one-off value separately on every deal, agree one unit for the recurring part, calculate the total instead of typing it, report both numbers in pipeline reviews and forecasts, and pass both on to finance when the deal is won.