Problem 2: Dealer websites should function as online stores, but this is not always possible

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Sales should be made on the websites of regional dealers, but creating and maintaining your own website is expensive, time-consuming and difficult. And attracting traffic comparable to the manufacturer's website is almost impossible for a regional company.

In the client’s situation, dealers’ websites were either missing, not updated, poorly made, or did not provide the ability to order goods online.

The task: to organize the purchasing process so that it does not depend on dealer websites. To do this, it was necessary to transfer all operations to one platform that would be convenient for the manufacturer, its partners (dealers), and buyers.


Problem 3. Suboptimal sales system through the manufacturer's website
Since dealer websites did not function as full-fledged e-commerce sites, all orders were processed through the manufacturer’s website according to the following scheme:

The buyer left a request on the manufacturer's website.
The manager received the application and manually called all dealers in the region to find out information about the availability of the required goods and services.
The manager passed the order on to the dealers.
The dealer called the buyer.

Along the way, customers were lost due to waiting times and confusion, because there was no unified ordering system, and the entire order history and control over their execution was kept in the heads of managers.

Due to the lack of a unified system of data on product range and prices, the time between receiving an application and its processing could drag on forever. And if the client changed the order (for example, bosnia and herzegovina consumer email list simply chose a different color of the product), the manager had to call dealers in the region again and find out whether the desired product was available.

With each order, the manager had a question about which dealer to assign it to. The problem was that in one region there could be several dealers who could provide the product to the client. Prices for services, addresses and quality of service could be completely different. It is difficult to compare this data, especially if the manager is not familiar with the infrastructure of the region.

In order to speed up the distribution of orders and make it more objective, it was necessary to develop a strategy that would take into account not only the dealer’s location and product availability, but also the quality of the services provided by the dealer.

Task: The main problem with the order acceptance system that was in place on the site was that too much data was processed manually. Firstly, this was a heavy load on the call centre, and secondly, it meant long waits for orders and unstable quality of service for customers. Our task in this case was to automate the order processing process: