B2B services
11 released templates. Each passed a check on test data; it is switched on in the panel by the director, and a person decides on every proposal. Example results are illustrative: the names and companies in them are made up.
Client document intake
The problem it removes: Clients send documents in bits and pieces.
More detail
What it does: A checklist and reminders about missing items.
What a person decides: The final decision on the outcome.
For whom: Customer.
How to measure: Document collection time.
Example result: “Situation: for the September report, Bereke LLP still hasn't sent 2 bank statements and the reconciliation statement with Medtech; the filing deadline is October 15. Key point: the report can't be done without the statements, and 6 business days are left. Options: 1) a reminder to the client's accountant today — gentle; 2) a call to the director — faster, but strains the relationship. Recommendation: 1, and 2 if there's no reply by Thursday. Today: send the reminder: ‘For the September report we're still missing the Halyk and Kaspi statements and the reconciliation statement with Medtech — please send them by Thursday.’”
Client deadlines
The problem it removes: Client filing deadlines get missed.
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What it does: A deadline calendar for each client.
What a person decides: Actions.
For whom: Staff member, manager.
How to measure: Missed client deadlines.
Example result: “Situation: 5 clients have filings due by October 15; two of them — sole proprietor Saparova and Nur Stroy LLP — are missing data: their tasks have been waiting on the client for 6 and 9 days. Key point: Nur Stroy has 4 business days left and hasn't sent anything yet. Options: 1) call Nur Stroy's director today — a chance to make it; 2) warn the client in writing about the risk of missing the deadline — honest, but doesn't solve the problem. Recommendation: 1 plus the written warning. Today: call Nur Stroy and remind Saparova.”
Client report under the contract
The problem it removes: The client can't see what's been done for their money.
More detail
What it does: A monthly report on work done under the contract.
What a person decides: Sending.
For whom: Customer.
How to measure: Contract renewals.
Time tracking and invoicing
The problem it removes: Hours worked for clients aren't tracked.
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What it does: Collects hours by task and prepares an invoice.
What a person decides: Issuing the invoice.
For whom: Staff member, accountant.
How to measure: Hours left off invoices.
Price list for wholesalers
The problem it removes: A wholesaler asks the price for their volume, and the manager hunts for the right column and replies an hour later.
More detail
What it does: Answers a wholesale buyer from the supplier’s price list: unit price at their volume, the volume discount, stock availability, and how to order — per the company’s answers.
What a person decides: Prices below the list and special terms.
For whom: Wholesale buyer.
How to measure: Price inquiries that become orders.
Minimum order and delivery
The problem it removes: New shops write to the supplier and get lost: what’s the minimum order, do you deliver to the regions, what’s needed for a contract.
More detail
What it does: Answers a new wholesale client: the minimum order, how we deliver in the city and to the regions, how long it takes, how to pay, and which documents the contract needs — per the company’s answers.
What a person decides: Orders below the minimum and delivery terms beyond the rules.
For whom: New wholesale client.
How to measure: New wholesale clients.
Deferred payment: who is overdue
The problem it removes: Goods ship on deferred terms, and who should already have paid only shows up at month-end reconciliation.
More detail
What it does: From the export of deferred-payment shipments, shows which wholesale clients are already past the contract payment date, whose date falls this week, and what to write to each — without new terms.
What a person decides: New deferral terms and stopping shipments.
For whom: Sales head, accountant.
How to measure: Overdue receivables.
Event proposal
The problem it removes: A company asks for a proposal for a corporate party by tomorrow, and the agency manager stitches it together from three old ones.
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What it does: From the client’s brief and the agency’s packages, writes a commercial proposal for a corporate party, conference, or team building: format, venue, program, what the package includes, price, and what to clarify.
What a person decides: Price and contents of the proposal.
For whom: Agency client.
How to measure: Proposals that become contracts.
Banquet and corporate party estimate
The problem it removes: The client gets a twenty-line spreadsheet estimate and calls to ask what’s included.
More detail
What it does: From the manager’s calculation, puts together a clear estimate for a banquet or corporate party: menu per guest, venue, host and music, decor, service — and flags items without a price that need clarifying.
What a person decides: Final amount and discount.
For whom: Client.
How to measure: Client questions about the estimate.
Venue for a date
The problem it removes: In December everyone asks the same thing — “is the hall free on the 26th?” — and the answer is buried in the calendar and chats.
More detail
What it does: Tells an agency or banquet hall client whether a venue is free on their date, how many guests it holds, what the rental includes, and how to hold the date — per the company’s answers.
What a person decides: Booking the date and rental prices beyond the rules.
For whom: Client.
How to measure: Dates booked.
Wholesale orders for shipment
The problem it removes: Tomorrow’s shipments are assembled in the evening, and only then does it turn out there isn’t enough sugar for everyone.
More detail
What it does: From wholesale clients’ orders and warehouse stock, shows which orders ship in full, where stock falls short, whom to warn about a partial shipment, and what to reorder.
What a person decides: Partial shipments and product substitutions.
For whom: Warehouse head, sales manager.
How to measure: Shipments without shortfalls.
Example result: “Situation: 11 orders for tomorrow. Key point: there are 40 bags of 50 kg sugar in stock, while Bereke Market LLP and sole proprietor Alma ordered 30 each. Options: 1) ship 20 to each and warn them; 2) ship Bereke Market in full — they ordered first — and Alma on Thursday. Recommendation: 2. Today: call Alma and reorder sugar.”
Basis: product documentation; the platform code. This page describes what exists in this build, not what is planned.