Sales and CRM Module
Quoting from a spreadsheet, promising a date nobody checked, discounting without approval: these are database problems. One shared database stops the mistake when it is made.
Why It Matters
It rarely shows up as one bad deal. It shows up as two points given away on four hundred lines by six reps who were all trying to help, and it only becomes visible when someone finally runs margin by customer at year end. The fix is structural.
Margin at quote time: the rep sees valuation or standard cost, margin value and margin percentage on the line as they build the quote, so the decision to discount is made with the number in front of them rather than discovered at month-end.
Requirement captured against the customer or a new account, with owner, source and expected value. Existing history and open balances are visible from the start.
Priced from the customer price list with breaks and contract rates applied, cost and margin shown per line, a validity date set, and any discount above threshold routed for approval.
Converted from the quotation without rekeying. Credit exposure is checked and availability is confirmed against free stock, incoming POs and the production plan before a date is promised.
The order drives picking and delivery. Short shipments leave a backorder open on the same order, and drop-ship lines go straight to the supplier with the customer address.
Invoices raised from what shipped, posted to the ledger, and tracked against terms. Returns raise credit notes, and commission is calculated on revenue actually collected.
Price lists by customer, group, region and currency, with volume breaks, contract rates and dated promotional pricing that expires on its own.
Thresholds by role and by product group, the approval route above each one, and a hard block so an order cannot confirm while an approval is outstanding.
Cost source chosen and agreed, line and document margin on quotes and orders, and permissions set so the right roles see value and the rest see percentage only.
Limits and terms on the customer master, the exposure calculation defined, the hold behaviour configured, and a named release path with the override logged.
Availability to promise logic, part shipment and backorder policy, drop-ship routing, return authorisation and the credit note path back to the ledger.
Branded quotation, acknowledgement, delivery note and invoice layouts, plus commission on invoiced and collected revenue, not booked orders.
If your team runs campaigns and long nurture cycles, the dedicated CRM stays and we integrate at the qualified opportunity. We say that before you buy anything.
We sit with commercial and work out the real price list structure, because a messy pricing model copied into a new system stays a messy pricing model.
Who can discount how much, on what, and who signs above it. Agreed with the sales director and finance before configuration, not discovered during go-live.
The controller decides the limits, the hold behaviour and the release path.
Part shipments, drop-ship, mixed currency, a return against a promotional price. We run your real edge cases in acceptance testing, not a clean demo order.
We build this module on ERPNext, Odoo and SAP, so the recommendation follows your pricing complexity and order volume rather than our licence margin.
It depends on what your sales team does all day. If they quote real products, against real stock, with real margin, and the hard part is pricing, availability and credit, then the ERP module is the better home and a separate CRM only adds a sync to maintain. If your team lives in marketing campaigns, lead scoring, long nurture sequences and web behaviour tracking, keep the dedicated CRM. ERP pipeline tools are deliberately plain and they will feel thin next to a proper marketing automation suite.
You define price lists and attach them to customers, customer groups, regions or currencies, so the right price is picked automatically rather than typed in. On top of that sit volume breaks by quantity or value, contract prices agreed with a named account for a fixed period, and promotional prices with start and end dates that expire on their own. Discounts are governed by thresholds: a rep can give away so much on their own, a manager signs above that, and a director signs above the next line. The order will not confirm until the approval exists.
Yes, and that is the single biggest reason to put sales on the same database as stock and accounting. Each quotation line can show the current valuation or standard cost, the margin in value and the margin as a percentage, with a line and a document total. You can hide cost from reps who should not see it and show margin percentage only, which is the usual compromise.
The customer master carries a credit limit and payment terms. When an order is saved, the system totals the outstanding invoice balance, unpaid overdue amounts and orders already confirmed but not yet invoiced, and compares that exposure against the limit. If the order breaches the limit or the customer has invoices past due, the order is held rather than confirmed, and it goes to a named credit controller for release. You define the override path in advance: who can release, whether a partial release is allowed, and whether a proforma or an advance payment clears the block.
Yes. An order line tracks ordered quantity, delivered quantity and remaining quantity independently, so you can ship what is available today and keep the balance open as a backorder against the same order rather than raising a new one. Availability is checked against free stock, incoming purchase orders and production plans, so the promised date reflects what can actually arrive. Drop-ship lines are flagged on the order and turn into a purchase order to the supplier with the customer address on it, and the goods never touch your warehouse while the margin still lands on your sales record.
Draw the boundary at the qualified opportunity and integrate at that point. The CRM stays the system of record for campaigns, lead scoring and early pipeline. Once an opportunity is qualified, it passes to the ERP with the account, contact and requirement, and the ERP owns the quotation, the order, the delivery and the invoice from there. Won and lost outcomes, invoiced values and payment status flow back so the CRM reporting stays honest. Keep the sync one-directional per field wherever you can.
Related
The other services in this section, and related pages from TCB Infotech.
No commitment. A practical look at your pricing, credit and fulfilment rules, whichever ERP you end up on.
