Your B2B CRM should model multiple decision-makers, long deal cycles, and account hierarchies that generic contact records can't represent.

Parent company, subsidiary, and site hierarchy modeled as a first-class data structure, not a workaround of custom fields and tags. Each node carries its own contracts, contacts, and deal history; the parent view rolls up totals while the site view shows local detail. Relationship mapping records who reports to and influences whom, a map that survives staff turnover.

Contact role assignment per deal, with a role taxonomy configurable to your sales methodology, MEDDIC, MEDDPICC, Challenger, or your own framework. Each contact carries a role, sentiment, and coverage status that shows where the team is blind; engagement tracking flags contacts who go quiet, and automatic risk alerts fire when a champion changes employer or no economic buyer is mapped.

An account health score built from a weighted mix of signals configured to your business, product usage, contract commercials, support volume, engagement, and relationship strength, with weights you set: a SaaS company weights usage, a services firm weights relationships. A green-to-amber crossing auto-creates a task for the CSM, and usage drops show in the score within 24 hours, not the next monthly review.

Contract records linked to the account and the deal that created them: value, dates, auto-renewal flags, and the notice-period deadline that is frequently the trigger that gets missed. Entitlement tracking compares licensed use against actual usage, both a churn signal and an expansion conversation, and a renewal pipeline with 180-to-30-day views sorts accounts by urgency and ARR at stake.

Executive sponsor and contact mapping per account, tracked as a distinct layer from the operational contact list, showing the counterpart executive, the internal owner, the last senior touchpoint, and the next planned interaction. Executive relationship health is scored separately, so an account that is operationally healthy but executively dark is visible before it turns a renewal painful, and EBR briefings compile automatically from the live record.

Revenue analytics at account, segment, and portfolio level, new, expansion, contraction, and churned ARR broken out so net and gross revenue retention are distinct metrics, not one number that masks composition. Expansion pipeline is measured separately from new business, an at-risk report sorts renewal-window accounts by ARR at stake, and churn reasons are recorded and aggregated to feed product decisions.