An integrated solution proposal for organisations

CERP comprehensive enterprise proposal

The public 63-page edition, with the complete customer club guide, enterprise scenarios, an economic assessment and a feature comparison of the 250 and 600 million toman editions.

Download the 63-page proposal PDF (Persian)Complete customer club guide

CERP

An integrated platform for managing sales and the organisation

Sales, financial operations and customer club

Presented to the requesting organisation

One shared path from recording a sale to understanding customers and making management decisions

A cloud deployment proposal together with the comprehensive customer club guide

Prepared by Yasna System Pasargad

Date of presentation: 13 October 2026 | Revision 1

cerp.ir | info@cerp.ir | +98 21 75424

01 Introduction and scope of the solution

Executive proposal for the organisation

Following the introduction meeting and demo, our main proposal is the CERP enterprise edition together with the customer club: a shared platform for sales, operations, customer information and process management. Recording information in one place lets sales, inventory, finance and the club work from shared data, and lets managers follow business performance from the web and mobile.

The detailed plan in this document rests on using workflow, human resources, AI and the development of organisational processes. The order of execution is to stabilise core operations, activate the club on the basis of real sales, and then expand the management tools. Choosing the enterprise edition makes it possible to carry out this comprehensive map on one platform; the scope of each phase is finalised with the organisation.

Expected outcomes

• Integrated sales, item, stock and customer data to reduce repeated data entry.

• Control of prices, discounts, payment methods and user access in day-to-day operations.

• Turning purchase history into target audiences, scheduled communication and measurable incentives.

• Visibility of sales, stock, satisfaction and customer return for management decisions.

Scope of this proposal

This document covers the solution's capabilities, the deployment path, the complete customer club guide, the cloud model and a commercial comparison of the 250 and 600 million toman editions. Specialist modules and add-ons are chosen according to the organisation's needs, and their costs are listed separately in the final section.

Reading path

1 Sales and financial operations and enterprise modules

2 The proposed customer loyalty programme

3 The comprehensive customer club guide in 21 topics and 90 sub-sections

4 Deployment and delivery assessment

5 Cloud service specifications and commercial proposal

02 Operational capabilities

Sales and supply chain

Point of sale and orders

Invoices and quotations, sales orders, register shifts, holding and recalling receipts, returns, split payments, credit and instalment sales, quickpads and daily reports. Sales can be recorded against a customer so their purchase history can be analysed in the club.

Items and pricing

Item definitions, departments, groups, units of measure, attributes and item matrices such as colour and size; price-level and discount management. The selling price comes from the store's latest effective price announcement, and the item's base price is the fallback when no announced value exists.

Inventory and stock control

Receipts and issues, transfers between warehouses, internal consumption, waste, stocktaking, item ledgers and reports on stock and stock value. Advanced capabilities such as serial tracking, shelf locations and weighing equipment are chosen to fit the operating model.

Purchasing and trade

Supplier definitions, purchase orders, goods receipt, purchase returns, quotations and supplier price history. Price history makes it possible to review changes in supply and choose suppliers more deliberately.

Production and cost of goods

Production formulas, recording production operations, material consumption and sales linked to production formulas; stock and cost-of-goods reports for cost control. The scope of calculations and formulas is aligned with the organisation during the initial analysis.

03 Financial integration and the buying experience

Finance and sales channels

Accounting and treasury

Sales accounting, financial documents, chart of accounts, detail ledgers, account review, balance sheet, and opening and closing the fiscal year according to the chosen module. Treasury covers receipts and payments, fund transfers, received and issued cheques, petty cash, and settling customers and suppliers. Advanced accounting and advanced treasury are priced as separate add-ons.

Tax e-invoicing (Moadian)

Sending electronic invoices, managing templates and submission status, and daily consolidated submission in the relevant module. Setup depends on the organisation's tax identifiers, settings and access.

Digital sales and integrations

A visual online menu, your own domain, online ordering, API and webhooks, and connections to WooCommerce and ordering services. Each integration requires access to and a contract with the external service, plus a data-exchange test.

Restaurants and service operations

Floor plans and tables, order taking, sides and add-ons, separate kitchen printing, a KDS kitchen display, couriers and delivery, QR menus, live table bills and bill splitting. These features are chosen for organisations with restaurant or catering processes.

Operational hardware

Connections to printers, card terminals, cash drawers, caller ID, scales and store equipment; kiosks and POS tablets in the relevant scenarios. The device model, communication protocol and operating system are checked before delivery.

04 Control and analysis

Management and organisational development

Report builder and business intelligence

Sales and stock dashboards, customer and unit performance analysis, and custom report design. Indicators are defined against the organisation's goals so that reports lead to specific decisions such as correcting prices, sourcing items or following up customers.

Security and organisational structure

Users, roles and access permissions, companies and stores, administrative settings and backups. The enterprise edition covers organisational structure and broader controls. The number of users and billable registers is set in the contract.

Workflow and form builder

In the enterprise edition, custom forms, workflows, the task inbox, Kanban, correspondence, meetings, projects and Gantt charts can cover the organisation's operations from submitting a request to following up the result.

Human resources and payroll

Time and attendance, attendance device integration, employee contracts, payslips and payroll settings within the scope of the enterprise edition. Advanced payroll features are assessed according to the add-on price list and the project's needs.

AI and MCP

The enterprise edition provides an analytical assistant and controlled access for AI tools to permitted data and operations. An AI suggestion should only become a decision or an executed action with the user's permission and the approval of the responsible person.

Selectable specialist modules

Vehicles and vehicle services, hotels and reservations, building management, clinics and HIS, session packages and court booking, fixed assets, sending accounting documents, international accounting and importing data from external systems are part of the product. The choice and scope of each module are set in the tailored proposal. Sports clubs and court booking are different from the customer club and loyalty.

05 Operational proposal for the club

Customer loyalty programme

We propose the customer club as an operating cycle: sales are recorded against customers, purchase behaviour is analysed, customers are placed in the right group, matching communication and incentives are run, and the results are reviewed in reports. The club is offered as an annual add-on and can be chosen with either of the two editions in this proposal.

Suggested starting scenarios

• First purchase: a welcome message, then a second-purchase offer after a set delay.

• Birthday: a personal message and a discount code or credit with an expiry and a cost cap.

• Negative feedback: a follow-up message and action by the customer-relations owner, with a compensating incentive if approved.

• Declining activity: a come-back invitation to a limited target group, with a time-limited code.

• Loyal customers: achievable points and prizes, without untargeted general discounts.

Amounts and timings for each scenario are set after reviewing profit margin, average basket and purchase interval. Sales growth or customer return is a measurable goal, and its result will depend on data quality and how the organisation's team carries it out.

Detailed value plan for the enterprise edition | Part 1 of 26

Why an organisation needs a shared platform

Each unit of an organisation sees part of the business reality. Sales knows about orders, the warehouse about stock, finance about payments and the manager about the final result. When this information is kept in scattered files and tools, answering a simple question such as “how much profit did this sale make, and did the customer come back?” depends on manual collection.

The management problem

The difference with the enterprise edition is that it makes it possible to manage the processes between these units. Operational software records the sale; enterprise workflow identifies who owns the next action, the status of the request and how it is followed up. Managers can define an output and an owner for each process and reduce reliance on people's memory for follow-up.

Implementation proposal

At the start of the project, five frequent processes are chosen: purchase requests, expense approval, handling customer complaints, price changes and performance reporting. For each process, the input data, the responsible role, the decision criteria and the expected output are recorded. Implementation starts in a limited area and is then expanded.

Value for the CEO

Choosing the 600 million edition is worthwhile when the enterprise tools are used in daily work. Our proposal is not just to switch on a few menus; it is to define the path of decisions and follow-up on shared data. This moves the CEO from receiving inconsistent reports towards examining the problem and the next decision.

Detailed value plan for the enterprise edition | Part 2 of 26

The enterprise edition from the board's perspective

For an investment decision, the number of features alone is not enough. The board needs to know which of the organisation's problems this investment brings under better control, who owns its use and how the result will be reviewed. The enterprise edition is proposed to cover operations, processes, people and analysis at the same time.

Decision areas

Three themes are proposed for the decision meeting: transparency of operations and financial information, the ability to follow up cross-unit work, and capacity for organisational growth. AI and MCP tools should also serve these clear themes — for example examining why sales of an item group fell, not just adding a chat interface.

Owner of operations

A business owner should be named for each area. The sales owner follows up the quality of transaction records, the finance owner approves document and settlement rules, the club owner manages the incentive policy and the process owner maintains the workflows. These responsibilities should be clear before the system is expanded.

Approval criteria

It is best to tie the purchase decision to a list of first-phase outputs: reliable sales and stock, a defined management report, at least one real workflow and a measurable customer-club cycle. The test results for these outputs will be the basis for operational acceptance.

Detailed value plan for the enterprise edition | Part 3 of 26

Advanced versus enterprise investment

The advanced edition focuses on integrating sales, inventory, purchasing, reporting and connections. The enterprise edition completes that same foundation with AI and MCP, workflow and the form builder, human resources and a broader management structure. This difference is not essential for an organisation that only needs a register; for an organisation with cross-unit processes it can be decisive.

Basis for choosing

To choose, link each need to a capability and an owner in the organisation. If requests are followed up through messaging apps and phone calls, workflow matters. If attendance and payroll are recorded through separate entries, human resources matters. If decisions depend on extracting data by hand, controlled analytical access matters.

How to assess the price difference

The annual price difference between the two editions is 350 million tomans. The organisation should compare this amount with the expected benefit of the additional capabilities, not with the whole benefit of sales and inventory, which both editions include. The economic calculation pages explain how to measure that additional benefit.

Recommendation for a growing organisation

If the organisation's plan includes standardising processes, growing units, rolling out human resources or intelligent management access, choosing the enterprise edition from the start can produce a more integrated design. The scope of implementation and custom development must still be clear in the contract; choosing the edition does not mean unlimited delivery of every new request.

Detailed value plan for the enterprise edition | Part 4 of 26

Operational architecture map

In the proposed architecture, sales devices and the organisation's users reach shared data through the CERP service. Customer, item, price and transaction data are managed on this same platform. Reporting, club and workflow tools use permitted data, and external connections are defined through the API and webhooks.

Operations layer

Registers, the warehouse and purchasing record the real events of the business. The quality of this data determines the quality of reports and customer analysis. Recording the customer correctly on each sale, using valid item codes and the effective announced price are basic setup rules.

Management layer

Reports and dashboards make the data reviewable for different roles. Workflow structures the information needed for decisions and the duties of the people responsible. AI access must follow the same permission rules, and its reading or acting scope is limited to the responsible person.

Integration layer

Connecting the online store, messaging services, the Moadian tax system and other tools depends on the settings and access of those services themselves. For each connection, the data path, error status and follow-up owner are defined. A new connection goes into production after a data-exchange test.

Detailed value plan for the enterprise edition | Part 5 of 26

Purchase request workflow

A purchase request usually starts from an operational need, but its decision depends on stock, supplier prices and budget. If a request is spread across several messages and files, the latest status is hard to see. In the enterprise edition, the proposed request and approval path can be designed with the form builder and workflow.

Request form

The form can include the requesting unit, the item or description of the need, quantity, required date, reason for purchase and attachments. Fields are chosen according to the organisation's process, so that the information needed for a decision is collected without lengthening the form with unnecessary questions.

Decision path

In the proposed design, the unit supervisor checks whether the need is genuine, the purchasing owner sets the supply terms and the authorised person records the final decision. The approved output is the basis for the purchase. Any automatic creation of documents from the form must be defined and tested within the integration or development scope of the project.

Acceptance test

One test request is run from submission through approval and return for correction. The authorised people, the request status and the information needed for the next action are checked. Success means each stage has a clear owner and decision; the target turnaround time for requests is set after measuring the current situation.

Detailed value plan for the enterprise edition | Part 6 of 26

Expense and payment workflow

Payment requests, expense documents and treasury operations are related, but each has a different owner and control. The enterprise edition makes it possible to design the request and approval process alongside treasury capabilities. The aim is to prevent requests from getting lost and to make the basis for each payment clear.

Request information

The expense description, beneficiary, amount, related unit, deadline, payment type and required attachments are recorded in the proposed form. Account details and sensitive documents are available only to authorised roles. The list of required documents is set according to the organisation's financial policy.

Separation of duties

Submitting a request, approving an expense and making a payment are different roles. In the proposed configuration, the requester does not make the final payment decision alone. Amount limits and approvers are defined according to the organisation's regulations and must be checked in the role tests.

Management output

A report of open requests and recorded decisions can help follow up commitments. Actual payments are recorded in treasury. Automatic integration between the form and the financial document will, if the organisation needs it, be included as a specific integration within the implementation scope.

Detailed value plan for the enterprise edition | Part 7 of 26

Price and discount change workflow

Changing a price or a discount directly affects profit and the customer experience. Pricing rules must turn from a management decision into a setting the register can apply. CERP uses the store's effective price announcement and price levels in sales operations; the enterprise edition also makes it possible to design the path for requesting and approving these changes.

Proposing a change

The proposed form records the item or group, current and proposed prices, effective date, reason for the change and supporting supply-price documents. The reviewer must be able to assess the effect of the decision on margin and customers before it is applied. This assessment depends on the quality of cost data and the organisation's rules.

Applying the approved price

After the decision, the authorised person records the price announcement for the relevant store. The register must read prices from the latest effective announcement. The item's base price is the fallback for values that were not announced and must not be treated as a final price independent of the announcement.

Discount control

General discounts, discount codes and club incentives should each have their own policy. The cap, minimum purchase, deadline and permitted branches are specified. The acceptance test includes sales before and after the effective date and a check of how prices and incentives combine.

Detailed value plan for the enterprise edition | Part 8 of 26

Customer complaint handling workflow

A survey is valuable when the customer's answer turns into action. The CERP club can show negative feedback and define a matching scenario. In the enterprise edition, the human follow-up process can be designed with forms and the task inbox so that contact with the customer does not stop after their feedback arrives.

Logging the issue

The customer's details, the related invoice, the type of problem, the feedback and the initial action are recorded in the handling form. One named person reviews the issue. Automatically creating a case from a survey answer, if needed, depends on a defined connection between modules and is decided in the project analysis.

Response path

In the proposed design, the customer-relations owner calls the customer, the relevant unit investigates the cause and an authorised person decides on compensation. Compensating gift credit or discount codes must have a cap and a deadline. The aim is to solve the customer's problem; incentives must not replace fixing the cause.

Evaluating the result

The handling status and the customer's response are recorded. The result is reviewed periodically against satisfaction trends and later purchases. A statistical link between a later purchase and the compensating action is not proof of cause on its own; for better decisions, compare similar groups and periods.

Detailed value plan for the enterprise edition | Part 9 of 26

Task inbox and projects for carrying out decisions

A management report shows the problem, but solving it takes operational work. In the enterprise edition, the task inbox, Kanban and projects can turn a meeting's decision into a task that can be followed up. The organisation should define a clear path from seeing an indicator to taking corrective action.

From meeting to task

For each decision, the owner, output, deadline and dependencies are specified. For example, falling stock in an item group may need a supply review, a price correction or a sales campaign. These actions are defined in a project or the task inbox so that the next meeting is not just a repeat of the same discussion.

Project structure

In the proposed design, rollout, sales development or operational improvement projects are divided into small packages. Kanban is used for work status, and Gantt charts for scheduling and dependencies. The tool is chosen according to project size; not every routine task needs a separate project.

Management criterion

Managers should be able to review open work, owners and items awaiting a decision. Suggested measures are the number of tasks without an owner or a clear output, the rate at which work is closed and the causes of delay. The goal is transparency of work, and the result will depend on the team's discipline in using it.

Detailed value plan for the enterprise edition | Part 10 of 26

Human resources and time and attendance

People are an important part of operational capacity. When attendance schedules, contracts and employee data are kept in separate tools, controlling changes and preparing payroll information depends on manual work. The enterprise edition includes human resources, time and attendance, and payroll within its scope.

Preparing the data

Employee details, contracts, work locations and attendance devices are prepared. Each person's ID in human resources and on the device must be matched so that clock-ins and clock-outs are attributed to the right person. Sample data and common errors are reviewed before large-scale migration.

Configuring the rules

Contract types, payroll rules and the information needed for payslips are set with the HR and finance owners. Advanced payroll features have a separate add-on price and should be considered in the commercial choice. The organisation's specific rules are reviewed in the scope analysis.

Operational test

For a few sample employees, attendance recording, ID matching, contracts and payslip output are checked. Access to personal and payroll data is restricted. The acceptance criterion is that the output matches the organisation's approved rules; simply connecting the device is not enough to complete this part.

Detailed value plan for the enterprise edition | Part 11 of 26

Designing the management dashboard

A dashboard must answer a management question. Showing many charts without making the next decision clear reduces how much managers use it. CERP has a report builder and dashboards, and in the enterprise edition these reports can be defined alongside the action process and analytical access.

Priority questions

The CEO needs the sales trend and operational results, the purchasing manager needs stock and supply, the finance manager needs receipts and payments, and the club manager needs customer return and incentive costs. Each dashboard focuses on these specific questions and avoids repeating unrelated indicators for every role.

Defining indicators

For each indicator, the formula, data source, time period and owner are specified. For example, club sales are based only on invoices with a customer and are not the same as total sales. A change of definition mid-period must be recorded so trend comparisons keep their meaning.

Review meeting

In the periodic meeting, the indicator's deviation is reviewed first and then the action. The meeting's output can become a task or a project. The refresh time and data scope of each report are set in the design; expectations of real-time reporting for every indicator must be matched to how each is calculated.

Detailed value plan for the enterprise edition | Part 12 of 26

AI for management questions

AI has organisational value when it is connected to reliable data and a clear question. The AI and MCP capability in the enterprise edition provides controlled access for tools to permitted information and operations. The suggested use is to help examine a problem and prepare a proposal that can be evaluated.

Example use

A manager can ask about changes in a group's sales, customer behaviour or supplier prices and check the output against the reference report. For each use, the accessible data and the tools required are defined. An analytical answer must state its period, assumptions and basis of calculation.

Suggestion and action

Suggesting an RFM threshold or a price review does not mean it is approved automatically. The responsible person must assess the suggestion's effect and make the change through the authorised path. For sensitive actions such as prices or customer credit, human approval is built into the implementation design.

Measuring value

Measure the time taken to prepare an answer, whether the result can be checked and how much managers actually use it. The number of conversations alone is not a measure of benefit. If an external model or tool is used, its cost is set by that service's contract and the scope of the connection.

Detailed value plan for the enterprise edition | Part 13 of 26

MCP and controlled access to data

MCP is a way of connecting intelligent tools to the system's capabilities. Its value to the organisation is the ability to use information and operations through controllable tools. In the enterprise edition, this path must be configured according to the organisation's access policy and operational responsibilities.

Setting the scope

Before activation, a list of the tools needed is prepared. Tools that read data, report and change data carry different risks and levels of authority. Only the capabilities needed are defined for each role, and broad access to data without a clear purpose is avoided.

Permission test

A low-privilege user and an authorised user are tested with a few sample requests. Data outside the scope must not be usable in the answer. The behaviour of sensitive operations and errors must be clear. Connecting an external tool must not allow the core rules on prices, credit or access to be bypassed.

Preserving decision quality

Intelligent output is checked against data and the reference report. The owner of the final action remains clear. The implementation annex specifies the services used, data limits, usage costs and data retention rules; these are part of the operational design, not just setting a connection key.

Detailed value plan for the enterprise edition | Part 14 of 26

Security and separation of duties

As users increase, an organisation needs clear access rules. The enterprise edition provides broader security and roles alongside organisational structure. Roles should match each person's real responsibility, so that work is easy to do and sensitive authority is not handed out without reason.

Role matrix

Cashiers, operations managers, warehouse, purchasing, finance and club staff, and system administrators have different needs. For each role, the list of what they can view, create, change and decide on sensitive matters is configured. Access is not set by general job title alone; each person's actual work is reviewed.

Controlling sensitive changes

Prices, incentives, credit limits, payroll and integration settings are limited to authorised owners. The proposed approval process for changes is defined in a form or workflow. Deleting or deactivating records must also be consistent with role responsibility and data dependencies.

Periodic review

Access is reviewed when staff change jobs or leave. Role tests are repeated at initial delivery and after significant changes. Organisational security comes from configuration, maintenance and access discipline; no single tool replaces that combination.

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Data quality and data migration

A successful rollout depends on accurate master data. Moving messy data quickly can carry errors into every process. CERP has data entry and import paths; the migration scope, source format and matching rules must be set before running them.

Basic clean-up

Item codes, barcodes, units, groups, customers, mobile numbers and selected balances are reviewed. Duplicate records, invalid numbers and ambiguous units are corrected before migration. A small sample is imported first so that mapping problems surface before the main volume.

Reconciliation after migration

Record counts, totals of financial balances and samples of prices and stock are reconciled with the source. Migrating sales history for the club depends on the quality of customer identifiers and the old data. Starting rules for points and customer tiers must be consistent with the scope of the migrated history.

Data owner

A data owner is named for each area. Items are defined through one approved path, and correcting customer details is assigned to the relevant owner. Data quality is an ongoing activity and still needs control after the system goes live.

Detailed value plan for the enterprise edition | Part 16 of 26

Prices and stock for profitable decisions

Growing sales without controlling supply prices, discounts and stock may not increase profit. CERP puts sales data, announced prices and inventory operations on one shared path. This lets managers look at the profit question alongside the sales question.

Operational questions

Which item sells but is short of stock, which stock moves slowly, and which discount has created a high cost? The answers depend on correct reporting and cost rules. The profit and cost-of-goods formulas must be approved by the finance owner.

Decision and follow-up

A report's output can become a supply request, a price change or a targeted campaign. The enterprise edition makes it possible to design the decision follow-up process alongside the report. Automatically creating documents from an analysis, if needed, must be explicitly defined in the development scope.

Club rule

The size of an incentive is chosen according to profit margin and purchase behaviour. Untargeted discounts for every customer may create costs without changing purchase behaviour. A limited target audience and an incentive cap make a better economic assessment possible.

Detailed value plan for the enterprise edition | Part 17 of 26

The customer club as an organisational process

The comprehensive club in CERP is a separate add-on and can be chosen with either edition. The value of the enterprise edition alongside the club is the ability to connect loyalty activity with team processes, human resources and management analysis. Buying the enterprise edition does not replace the cost of the club add-on.

Team responsibility

The cashier records the customer correctly, the club owner sets the target audience and incentives, and the manager reviews the budget and results. The survey section brings the customer's voice into the cycle. These roles must be specified separately in implementation and training.

Link with workflow

In the proposed design, campaign approval, reviewing gift costs and following up complaints can sit in a workflow. Club operations run from the club's own pages. If an automatic link between a process and the club module is needed, it is defined in the project scope.

Managing results

Usage of credit, codes or prizes, repeat purchases and the quality of survey answers are reviewed. Sales attributed to the club are not the same as proven additional sales. To measure the effect, comparing with a similar period or group is recommended.

Detailed value plan for the enterprise edition | Part 18 of 26

Second-purchase and win-back campaigns

In many businesses, recording a first purchase is not the end of acquisition. The club's proposed goal is to turn a first purchase into an ongoing relationship. CERP scenarios can link first-purchase behaviour and customer status to a message or an incentive.

Designing the second purchase

The welcome message, the right moment for the offer and the usage condition are specified. The code's amount or percentage has a minimum purchase and a discount cap. The interval is chosen according to the type of goods and the natural purchase cycle; one fixed interval does not suit every business.

Designing win-back

A target audience of customers who need attention or are dormant, with a specific value level, is built. A limited offer runs for this group only. Message caps and send intervals are set so customers do not receive overlapping messages. The blacklist and test numbers are excluded from the evaluation.

Reading the report

Incentive usage, related sales and discount cost are reviewed. Where possible, a similar group without the incentive is defined for comparison. If customers only come back with a discount, the policy should be revisited; the goal is a sustainable economic relationship.

Detailed value plan for the enterprise edition | Part 19 of 26

Loyalty and referring new customers

Points, dynamic tiers, prizes and referral codes can make a customer's relationship with the organisation visible and rewardable. These tools must be simple for customers and clear for the operations team. Overly complex rules make it hard for cashiers to explain them and for finance to control them.

Tiers and points

Dynamic tiers are based on purchases and chosen thresholds, and can be linked to price levels and tier-specific cashback. Points have their own rule and are calculated by amount or number of orders. The purpose and value of each point must be approved before public launch.

Achievable prizes

Several prizes with different thresholds are defined, so customers have both a near-term experience and a long-term goal. The real cost of each prize is entered in the settings. Fulfilling a chosen prize involves a named owner and recording its redemption status.

Referral codes

The referral code is based on the customer's mobile number. When the referred customer reaches the set number of purchases, both sides receive a reward. The amount or points, cap and usage deadline are configured. Correct referrer data and testing the reward are essential before announcing the campaign.

Detailed value plan for the enterprise edition | Part 20 of 26

The economics of incentives

Cashback, gifts and discounts create financial commitments. We propose defining an incentive policy before public launch. For each incentive, the club should have a target audience, budget, conditions and an approver, so its cost can be reviewed in reports.

Committed budget and actual cost

Credit issued is different from credit used. For a group gift, the amount per customer multiplied by the number of recipients gives the initial commitment cap. For cashback, the rate and the per-invoice cap affect the commitment. Expiry and usage are taken into account when assessing the real cost.

Controlling usage

The wallet can be limited to branches, a per-transaction cap and a credit limit. Discount codes have a minimum purchase, a percentage cap, a deadline and a number of uses. A code's target audience sets who it is sent to and must not be confused with exclusive permission to use it.

Approval and review

The finance owner reviews the incentive's effect and the club owner reports the operational result. In the enterprise edition, the approval process for a policy or campaign can be designed. Changing a rule midway must be done with the team informed and after assessing its effect on existing customers.

Detailed value plan for the enterprise edition | Part 21 of 26

Calculating the organisation's return on investment

An economic calculation must start from the organisation's own data. For this proposal we do not offer a guaranteed return on investment or invented growth percentages. The framework below helps the organisation examine the real benefit of operations, the club and the additional enterprise capabilities separately.

Defining benefit

The benefit of additional sales is calculated on profit margin, not on the total sales amount. Time saved is measured in usable hours and the real cost of the role. Fewer errors are assessed on the documented cost of errors. The cost of incentives, messaging, external services and implementation is deducted from the benefit.

Proposed formula

Annual net benefit equals the gross profit on additional sales, plus achievable savings, minus the cost of incentives, services and operation. The ratio of this benefit to the investment cost is the basis of the economic review. The final accounting criterion is agreed with the organisation's finance owner.

Assessing the enterprise edition

To choose 600 instead of 250, only the additional benefit of the enterprise capabilities should be weighed against the 350-million-toman difference. If the benefit of workflow, human resources and intelligent analysis exceeds this difference, choosing the enterprise edition is justified from the standpoint of this estimate.

Detailed value plan for the enterprise edition | Part 22 of 26

The economic threshold for choosing the enterprise edition

The annual price difference between the two editions is 350 million tomans, equivalent to about 29.2 million tomans a month for economic comparison. This figure shows how much monthly net benefit the additional enterprise capabilities must create for the subscription difference to be covered in a simple estimate.

Worked example

If the benefit came only from additional sales and the assumed profit margin were 20 percent, covering the 350-million-toman difference would require about 1.75 billion tomans of additional annual sales. This is an illustrative example and is not a forecast of the organisation's sales.

Combining several benefits

In practice, benefit may come from several paths: less time following up requests, fewer errors in payroll data, faster decisions and more profitable sales. Only benefits that are measurable and achievable should go into the estimate. A single benefit must not be counted twice under several headings.

Deciding on the basis of a pilot

Before full rollout, one workflow and one analytical use are tested in a limited scope. Time and results are recorded before and after. If real usage is low, the design and training are corrected first; a capability being active in the menu does not mean its economic benefit has been realised.

Detailed value plan for the enterprise edition | Part 23 of 26

Enterprise pilot and success criteria

A pilot is not a small standalone project for a public demonstration; it is a limited part of real operations whose result helps the rollout decision. We recommend using selected real data, named users and a few frequent processes in this stage.

Selected scope

Choose sales operations and one inventory cycle, one purchase or expense workflow, one club scenario and one management report. The scope should match the capacity of the organisation's team. Each test must have a named owner of the result so that feedback does not remain vague.

Acceptance criteria

Check correct sales, the effective price, reconcilable stock, compliance with permissions, the allocation and use of incentives, and requests passing through the approval path. Working time and usage are also recorded. Testing errors and cancellations is as important as the successful path.

Rollout decision

The pilot results are reviewed with key users. Data, configuration and process issues are separated. The next scope and the training plan are then approved. The time and resources for the pilot are set after the needs analysis; this document makes no firm schedule commitment.

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Training and adoption in the organisation's team

Users should understand how the system makes their work easier to control. General training on every menu for everyone is not enough. We recommend training by role and real scenario, so that on go-live day each user can carry out their own duties.

Role training

Cashiers practise sales, payments and customers; warehouse staff practise receipts, issues and stock; the club owner practises target audiences and incentives; managers practise roles and reports. Process users practise submitting a request, reviewing it, returning it and making the final decision.

Practising errors and corrections

Cancelled sales, invalid codes, customers without a number, inactive message templates and incomplete requests are covered in training. Users must know where to check an error and who is responsible for fixing it. Having the full club guide in this document and in the program helps with review after the session.

Monitoring adoption

After go-live, usage and frequent issues are collected. If few customers are being recorded or requests are still handled outside the system, training and process design are reviewed. User adoption is not a stage that ends on training day.

Detailed value plan for the enterprise edition | Part 25 of 26

Cloud deployment and infrastructure readiness

The cloud model gives CERP responsibility for the central service and its maintenance. Even so, the quality of the connection and equipment inside the organisation affects the working experience. Before starting, the network, devices, printers and selected card terminals are checked so that the support scope and responsibility for each component are clear.

Environment readiness

The operating system and hardware model, network access and how devices connect are recorded. Printing and sending to the card terminal are tested in the real environment. For temporary loss of connection, the selected devices and operations are specified and their behaviour is checked in the acceptance test.

Cloud services

The subscription period, capacity, data storage, backup, recovery time objective, support channel and SLA are set in the services annex. The scope of updates and maintenance is also made clear. Dedicated server resources are not promised without load measurement and a contractual agreement.

On-premises option

If the organisation's policy requires deployment on its own infrastructure, the enterprise edition must be chosen. Responsibility for the network, server, security, backups and support access will be set in a contract specific to this model. The standalone store edition, OfflineCerp, is a different product from this decision.

Detailed value plan for the enterprise edition | Part 26 of 26

Roadmap and solution governance

After the initial rollout, the organisation will usually have new requests. A development platform in the enterprise edition becomes valuable when requests have a priority, an owner and acceptance criteria. Development without these rules can create complexity and make the system harder for the team to use.

Managing change requests

For each request, the business problem, the user, the expected benefit and dependencies are specified. First check whether an existing capability or a process adjustment answers it, or whether development is needed. The scope and cost of each custom development are agreed before work starts.

Maintaining the rules

Pricing, incentive, payroll and access policies are reviewed periodically. Changing an RFM threshold or a points rule may affect many customers; the scope of the effect is reviewed before applying it. Each setting has a named owner responsible for maintaining it.

Long-term value

The goal of the enterprise edition is to build management and development capacity on one shared platform. That capacity turns into results through continuous use, data quality and process improvement. In the purchase decision, the team's commitment to using the additional capabilities should be considered alongside the subscription price.

06 Guide to all sections

Contents of the complete customer club guide

The following pages cover every topic and subsection of the customer club guide. Besides introducing the capabilities, the guide explains how to set up each section, with examples and operational tips. Rial amounts in the training examples differ from the toman amounts in the pricing section.

01 Customer club at a glance

02 Customer club dashboard

03 Customer categories

04 Dynamic label

05 Custom tags

06 Blacklist

07 RFM settings

08 Scenarios

09 Profile completion invite

10 Sent links

11 Survey settings

12 Survey form builder

13 Evaluation and comments

14 Cashback

15 Credit wallet

16 Discount code

17 Coupon

18 Gift credit

19 Referral code

20 Points (incentive settings)

21 Special prize

Shared prerequisites

Sales must be recorded in the customer's name, the mobile number must be valid, message templates must be chosen and there must be credit for sending SMS. Templates and the sending channel are checked with a test customer before wide activation.

Customer club guide | Topic 1 of 21

Customer club at a glance

The customer club is a set of tools to know your customers, put each one in the right group, talk to them at the right time and bring them back with the right incentive.

What does the customer club do?

All club data is built from your real sales: every invoice registered for a customer at the register updates their order count, total purchases and last purchase date. The club works on those three numbers.

The club does four main things:

• Know: it classifies customers by buying behaviour (RFM business class, dynamic label, satisfaction).
• Segment: you build a "target audience" with filters, for example "gold customers who have not bought for three months".
• Communicate: you stay in touch through SMS, short links, surveys and automatic scenarios.
• Reward: cashback, discount codes, gift credit, points and prizes give the customer a reason to come back.

Prerequisites

• Sales must be registered "in the customer name". An invoice without a customer is invisible to the club, so train cashiers to ask for the mobile number.
• The customer mobile number must be correct; every SMS goes to that number.
• The SMS panel needs credit ("SMS credit" on the dashboard).
• The text of each SMS comes from the "Template settings" page. If no template is chosen for a topic, that SMS is not sent and the main operation (for example registering cashback) still happens without it.

Suggested setup path

1) "Template settings": choose a template for each topic that should send an SMS.

2) "RFM settings" and "Dynamic label": define what a good and an average customer mean for your business.

3) "Customer categories": build two or three target audiences (for example loyal, sleepy).

4) Turn on one simple incentive; "Cashback" is usually the best start.

5) Enable "Survey settings" to hear the customer voice.

6) Once it works, automate with "Scenarios" (for example a birthday greeting with a discount code).

7) Check the dashboard and reports every week and adjust.

Short glossary

• Business class (RFM): where a customer stands by recency, frequency and amount; for example champion, loyal, sleepy.
• Dynamic label: the customer level (gold, silver, bronze, normal) based on how much they buy.
• Custom tag: a tag you assign by hand (for example "colleague", "VIP").
• Customer category: a target audience built with filters that stays up to date automatically.
• Blacklist: customers who must be kept out of audiences and club messages.
• Wallet: the customer credit balance with you; cashback and gift credit are paid into it.
• Scenario: an "if this happens, do that" rule.

Customer club dashboard

The dashboard is the overall picture of your customer health: how many customers are in each class, how satisfied they are, how many come back, plus shortcuts to every club section.

Buttons at the top

The first three cards are shortcuts and show no numbers:

• "Customers and calls": customer list, call list, profile completion invite and sent links.
• "Customer survey": survey settings, form builder and scenarios.
• "Incentives": cashback, credit wallet, discount code, coupon, gift credit, referral code, special prize and their reports.

Next to each card title there is a "?" that opens the guide for that part.

Business class band (RFM)

Each coloured box is a class and the number under it is the customer count:

• Newcomer: a customer for less than 30 days with at most two purchases.
• Champion: bought recently, buys often and spends a lot; your best customers.
• Loyal: buys regularly, slightly below champion.
• Regular: bought recently but with average count or amount.
• Needs attention: was a good customer but the gap between purchases is growing; act now.
• Sleepy: has not come for a while.
• Lost: has not bought for a long time and bought little before.
• Undecided: registered but has no purchase yet.

You set the boundaries of these classes yourself in "RFM settings".

Dynamic, satisfaction and summary cards

• "Dynamic classification": the share of gold, silver, bronze and normal customers. If almost everyone is "normal", the thresholds on the "Dynamic label" page are too high for your business.
• "Satisfaction classification": the share of satisfied, neutral and dissatisfied customers based on surveys. It stays empty until surveys are enabled.
• "Number of comments": how many survey answers were recorded.
• "SMS credit": messages left in your panel. At zero, no club SMS goes out.

Purchase behaviour chart

The chart has three lines and each point is a time period:

• Retention rate: the share of earlier customers who bought again in this period. Higher is better.
• Acquisition rate: the share of buyers in this period who were new.
• Retention to acquisition ratio: if this line falls, new customers arrive but do not stay; work on cashback and a "first order" scenario.

Keeping an existing customer is usually much cheaper than winning a new one, so take the retention line seriously.

Indicators at the bottom

• Total orders and total sales: only sales registered in a customer name.
• Number of customers: active registered customers.
• Customers with repeat purchase: those who bought more than once. Its ratio to the customer count is the simplest loyalty indicator.
• Direct CERP revenue: sales attributed to club members.

To refresh the numbers, press the refresh button at the top or pull the page down.

Customer categories

A category is a "target audience" built with filters. Wherever the club asks "for whom?" (discount code, gift credit, scenario), the answer is one of these categories.

What is this section?

A category is not a fixed list; it is a "rule". You write the conditions and the system works out each time who matches. So a customer who becomes gold today enters the "gold" category automatically; you do not add them by hand.

The default "All customers" category always exists and cannot be deleted.

Filter types

Customer filters (look at the customer):

• Business class: champion, loyal, sleepy and so on.
• Dynamic label: gold, silver, bronze, normal.
• Satisfaction label: satisfied, neutral, dissatisfied.
• Custom tag and "not having a custom tag".
• Custom range of order count, customer value (total purchases) and average paid per order; you may fill only "from" or only "to".

Product filters (look at what was bought):

• Bought specific items, or bought from specific departments or subgroups.
• Did not buy specific items, departments or subgroups (to find sales opportunities).

How do filters combine?

A customer must match "all" filters (AND). So every filter you add makes the audience smaller.

Inside one filter, if you pick several values (for example champion and loyal), matching "one" of them is enough (OR).

With no filter at all, the category equals "All customers".

Category details page

Press "View" to open the details:

• Indicator cards: average customer value, average paid per order, average order count, average CLV (lifetime value), customer lifetime and average gap between orders.
• Peak order hour: the best hour to text this group.
• Member list with search by name or phone.
• "Fetch data": recalculates members and indicators.
• "Tag": assigns one custom tag to all current members at once. This is a snapshot: if someone later leaves the category, the tag stays.
• "Run a draw": picks one current member at random.

An example

Goal: win back good customers who are cooling down.

1) "Add category", title: "Good ones leaving".

2) Customer filter, business class: "Needs attention" and "Sleepy".

3) Customer filter, customer value range: set "from" to the amount that makes a customer valuable for you.

4) Save and check the member count.

5) In "Discount code", create a targeted code for this category.

Important notes

• "Blacklist" customers and inactive customers are never counted as members of any category.
• The "customer count" in the list is calculated when the page opens and changes with every sale.
• Deleting a category does not delete customers, but a discount code or scenario tied to it loses its audience. Check dependencies before deleting.

Dynamic label

The dynamic label is the customer level: gold, silver, bronze or normal. It rises with more purchases and falls with inactivity.

What is this section?

Every customer always has exactly one of the four labels. The label is also the customer "price level": if you defined level prices for items, a gold customer sees their level price at the register.

The dynamic label is also used in "per-label" cashback (a different percent per level), in category filters and in scenarios (promoted to gold, demoted to bronze and so on).

Level calculation

First choose the "calculation type":

• By amount paid: the customer total purchases count.
• By order count: the number of invoices counts.

Then enter the bronze, silver and gold thresholds. They must increase (bronze below silver below gold). A customer below the bronze threshold is "normal".

If you are unsure what to enter: pick the gold threshold so that about 5 to 10 percent of customers reach it; after saving, check the dashboard and adjust.

Inactivity time limit

For each label you set after how many months without a purchase the customer drops "one step" (gold to silver, silver to bronze, bronze to normal).

The drop is step by step, not all at once. If you leave a box empty, that label does not drop for inactivity.

The aim is that "gold" always means "a good and active customer", not someone who bought a lot years ago.

Activation and recalculation

• "Apply dynamic label automatically": until this switch is on, settings are only saved and customer labels do not change by themselves. When on, the system checks all customers periodically and promotes or demotes them.
• "Recalculate customer labels": recalculates everyone right now with the current settings and tells you how many labels changed. Always press it after changing thresholds.
• "Label counting" from a date: when on, only purchases after that date count and a customer with no activity after it becomes "normal". Useful when you want the club to start "from zero" on a given date.

Important notes

• A label change can send a promotion greeting or a demotion message, provided its template is chosen in "Template settings".
• Because the label is the price level, lowering thresholds means more people see cheaper prices; consider the financial effect first.
• The dynamic label differs from the business class (RFM): the label measures "how much they bought", RFM measures "what state they are in now".

Custom tags

A custom tag is a group you create by hand and whose members you choose yourself; for things the system cannot infer from purchases.

What is this section?

Automatic classifications only see buying behaviour. But you know things that are not on an invoice: this customer is a colleague, that one is an influencer, this group signed up at an exhibition. Custom tags hold that knowledge.

A customer can have several custom tags.

Step by step

1) "Add custom tag" and type a title. The title must be unique.

2) Press "Tag customers" to open the member list.

3) "Add customer to tag": search by name or phone and select; several customers can be added together.

4) To remove someone, press "Remove from tag" on their row.

A faster way for a large group: build a "Customer category" and press "Tag" on its details page.

Where are tags used?

• In "Customer categories" as a filter (those who have the tag or those who do not).
• In "Scenarios": as a condition (run only for holders of this tag), as a behaviour (when the tag is assigned) and as an action (assign a tag to the customer).
• In "Profile completion invite" to narrow the audience.
• In the "Coupon" condition.

Important notes

• A custom tag does not update by itself; whoever you add stays until you remove them.
• Deleting a tag does not delete customers, but memberships and filters tied to it stop working.
• For temporary work (for example a campaign) put a date in the title so you later know which tag is old.

Blacklist

The blacklist sets aside customers who must not receive club messages or incentives, without stopping them from buying.

What the blacklist does and does not do

It does:

• Remove the customer from all club "categories" and audiences, so targeted discount codes, gift credit and bulk messages do not reach them.

It does not:

• Stop the customer from buying at the register. A blacklisted customer buys as before.
• Cut service messages (one-time password, reservation, table).

About standalone club messages (invoice, cashback, gift, label): whether these stop depends on the "Blacklist also stops standalone club SMS" option under "Scenarios", "Scenario engine settings"; check it there and set it to match your policy.

Who should be added?

• A customer who asked not to receive promotional messages.
• Test numbers, staff or yourself (so club statistics stay clean).
• A customer who abused incentives.
• Wrong or duplicate numbers that are not merged yet.

Step by step

1) Press "Add to blacklist" and find the customer by name or phone.

2) To bring them back, press "Remove from blacklist" on their row; the customer is counted in categories again immediately.

The "Date added" column shows since when each person is on the list.

RFM settings

RFM gives each customer three scores from 1 to 5: how recently they bought, how often and how much. Together they produce the business class (champion, loyal, sleepy and so on).

The three letters R, F and M

• R (recency): how long since the last purchase? The shorter, the higher the score.
• F (frequency): how many orders? The more, the higher.
• M (monetary): how much was paid in total? The more, the higher.

Score 5 is best and 1 is weakest. On this page you only set the "boundaries"; the system does the scoring.

Filling the tables

1) Choose the "range type" (daily, weekly, monthly). Restaurants and supermarkets usually use week or month, durable goods use month.

2) R table: for each score say "from now back to how many units". Ranges must increase; for example 1, 3, 6 and 12 months means someone who bought in the last month gets 5 and someone absent for over 12 months gets 1.

3) F table: the minimum order count for scores 2 to 5, increasing.

4) M table: the minimum amount paid for scores 2 to 5, increasing.

5) Press "Save".

If you do not want to calculate, "Fill with AI" suggests numbers from your real sales; the suggestion only lands in the form and is not stored until you press "Save".

How do scores become a class?

The system takes the average of F and M as the customer "value" and puts it next to R:

• Champion: R is 4 or 5 and value is 4 or 5.
• Loyal: R is 3 and value is 4 or 5.
• Regular: R is 4 or 5 but value is 2 or 3.
• Needs attention: R is 3 with medium value, or low R (1 and 2) with high value. These are good customers who are leaving.
• Sleepy: R is 2 with low value.
• Lost: R is 1 and value is 1.

Two classes sit outside the tables: "Newcomer" (member for under 30 days with at most two purchases) and "Undecided" (no purchase).

If you leave the tables empty, a simple rule applies: a purchase in the last 30 days with 8 or more orders is champion, 3 or more is loyal; up to 90 days needs attention; up to 180 days sleepy and after that lost.

What to do with each class

• Champion and loyal: they do not need heavy discounts; give respect, early access and special prizes, and ask their opinion.
• Regular: use tiered cashback to encourage a bigger basket.
• Needs attention: the most important group for immediate action; send a personal time-limited discount code.
• Sleepy: a reminder with a small incentive.
• Lost: one last attempt with a strong offer; if it fails, spend SMS budget on higher groups.
• Newcomer: welcome them and motivate a second purchase.

All of this can be automated with "Scenarios".

Important notes

• All three tables must be filled for RFM scoring to apply; with only one filled, the simple rule is used.
• Customer classes are recalculated periodically in the background; after changing settings wait a little for the dashboard to update.
• After changing boundaries many customers may change class at once, and scenarios tied to "reaching a class" may run for all of them; review active scenarios first.

Scenarios

A scenario is an automatic rule: "whenever this happens to a customer, do this for them". You define it once and it keeps working.

Behaviour, condition and action

Each scenario has three parts:

• Behaviour (what happened?): joining the club, first order, membership anniversary, birthday, profile completed, invoice or order registered, buying a specific item or item group, dynamic label promotion or demotion, reaching a business class or moving up or down, becoming satisfied or dissatisfied, a positive, negative or neutral review, taking part in a survey, joining a category, receiving a custom tag, and receiving a webhook.
• Condition (for whom? optional): the customer dynamic label, business class or custom tag. All conditions must hold together; an empty condition is not checked.
• Action (what to do?): send an SMS, give a discount code, gift credit, points, a special prize, assign a custom tag, or send a webhook to another application.

Building a scenario in four steps

1) Basic information: write a clear title (for example "Birthday greeting with a 10% code") and keep "Active" on.

2) Behaviour and action: choose the behaviour and the main action and fill the combined condition if needed.

3) Action settings: depending on the action, set the SMS template, discount code, prize, credit amount, number of points, tag or webhook address.

4) Amount, duration and sending: set the "execution delay" (empty means immediately), the "run limit per customer" (empty means unlimited) and the "minimum gap per customer", then press "Save".

Chain (follow-up steps)

After the main action you can add up to 5 more steps; each step has an action and a delay.

The delay of every step is counted from "the moment the behaviour happened", not from the previous step. So if step two is 3 days and step three is 7 days, step three runs 7 days after the behaviour (not 10).

Example: first purchase, welcome SMS immediately, a discount code 3 days later, a reminder 10 days later.

Scenario engine settings (gear icon)

• "Blacklist also stops standalone club SMS": blacklisted customers also stop receiving invoice, order, membership, cashback, gift and label messages (service messages are excluded).
• "Remove the standalone SMS only when the scenario sent one": when an event has both a standalone template and a scenario, this prevents two messages without leaving the customer with none.
• "Scenario SMS limit per customer" and "Limit window (days)": the main brake against flooding a customer; for example at most 3 messages in 7 days. Zero means unlimited.
• "Fire on first calculation": when on, scenarios run the very first time business class and category membership are calculated. Warning: an SMS may go to all customers at once.
• "Always scan business class and categories": customer state stays current even with no active scenario, so a new scenario runs from the first real change.

Run log and troubleshooting

The "Scenario run log" button shows for whom, when and with what result (success or failure) each scenario ran.

If a scenario does not run, check:

• Is the scenario "Active"?
• Is the SMS template for that topic chosen in "Template settings" and does the panel have credit?
• Does the customer match the combined condition?
• Did the customer hit the "run limit" or the "minimum gap"?
• Is the customer on the blacklist?
• Did they hit the "scenario SMS limit" in the engine settings?

Important notes

• For the "bought one or more products" behaviour, use "Add item" under "Target products" to search and pick the products; if nothing is picked the scenario runs on any purchase.
• For the "webhook received" behaviour you must fill "TenancyName" and "Secret"; the external application is authenticated with these two.
• Many scenarios with similar conditions can send several messages for one event; always set the SMS limit.
• Before enabling for all customers, test the scenario with a test custom tag (only yourself).

Profile completion invite

With an SMS link you ask customers to complete their own details (name, birthday, email and so on) without taking cashier time.

Why does it matter?

At the register usually only the mobile number is recorded. But without a name you cannot send a personal message, and without a birthday the "birthday" scenario never runs. This section fills those gaps.

Step by step

1) In "Template settings" choose a template for the "Profile completion invite" topic; without it the page warns and nothing is sent.

2) In "Form and auto-send settings" decide which fields are "shown" and which are "required". Keep the form short; every extra field lowers the completion rate.

3) Choose the "target audience": all customers or only those with incomplete profiles; narrow with custom tags if needed.

4) Press "Preview count" to see how many messages will go.

5) "Send invitation" and confirm.

Sending options

• "Skip customers who already have an open invitation": prevents duplicates and wasted SMS credit; usually keep it on.
• "Send as a reminder": those who received the link but did not finish get the reminder text.
• "Auto-send for new customers": as soon as a customer is created the invitation goes out, so you need not run the campaign by hand.

Reading the campaign status

• Sent: invitations sent.
• Opened: the customer clicked the link.
• Completed: the form was filled and submitted.
• Pending: nothing done yet.
• Incomplete profiles: customers whose details are still incomplete.

If "opened" is high and "completed" is low, your form is too long or has too many required fields. If "opened" is low, the SMS text is not attractive; add a small incentive (for example a "profile completed" scenario that gives points).

In "Latest invitations" you can copy each customer link and send it another way.

Sent links

Every link the club sends by SMS (survey, profile completion, online invoice, scenario) is recorded here, and you can see who clicked it, when and on what device.

Cards at the top

• Total links: links created and sent.
• Clicked links: links opened at least once.
• Total clicks: how many times links were opened (one person may open several times).
• Unique visitors: distinct people.
• Click rate: the share of links that were opened; the key number for judging your SMS text.

Filters and details

• Search by link code, title, customer name or mobile.
• "Link type": survey, profile completion, online invoice, club scenario, promotional or other.
• "Click status": only clicked or only not clicked. The "not clicked" list is the best list for a reminder.
• "Date range" to compare campaigns.

Tap a row to see each click: time, device, operating system, browser and referrer. From there you can copy the link or open the customer page.

Important notes

• Click statistics are not live; refresh them with the "Update click statistics" button at the top.
• Clicks marked "bot" came from software (messenger previews, security scanners), not the customer; do not count them.
• An SMS template may not contain a raw link; links are converted to a short code automatically so they can be tracked.

Survey settings

Here you decide when and with which questions a customer is asked for feedback after each purchase.

How does the survey work?

After a purchase the system waits a number of hours (your choice) and then texts the customer a short link. The customer opens it, gives a score, picks strengths and weaknesses and may write a comment. Answers are collected in "Evaluation and comments", and the customer satisfaction label (satisfied, neutral, dissatisfied) is built from them.

Options on the page

• "Activation": the main switch. No automatic survey is sent until it is on.
• "Strengths" and "Weaknesses": things you think customers feel when buying from you (for example "staff attitude", "delivery speed", "price"). Write as many as you like but select only 5 of each to show.
• "Calculate the promoter score (NPS)": adds one question: "How likely are you to recommend us?".
• "Sending time": how many hours after delivery the SMS goes. For food 1 to 3 hours, for goods 1 to 3 days works well.
• "Public address of the survey page": the address the customer opens. Without it no link is built and no SMS goes.

SMS text

The survey SMS text is not written on this page; it comes from the template you chose for the survey topic in "Template settings". With no template chosen nothing is sent.

Keep the message short and personal and say how long it takes, for example "Your opinion on today's purchase? Only 30 seconds".

Important notes

• Write strengths and weaknesses in the customer language, not management language.
• Change the items every few months to measure new aspects of the business.
• For richer forms (multiple choice, free text, photo and audio) use the "Survey form builder".
• With a "negative review" scenario you can send an apology and a compensation code right away.

Survey form builder

With the form builder you create your own questionnaire: any number of questions with different answer types.

Question types

• Star rating (1 to 5): the fastest type; for overall satisfaction.
• Promoter score (NPS, 0 to 10): "How likely are you to recommend us?".
• Single choice and multiple choice: you write the options.
• Free text: the customer explains in their own words.
• Strength and weakness evaluation: the list defined in "Survey settings".

For each question you can turn on "required answer" and attach a photo or audio if needed.

Step by step

1) Press "New form" and write a title and a short description.

2) Build the questions one by one with "Add question".

3) If automatic survey messages should open this form, turn on "Organisation default form". Only one form is the default at a time.

4) Press "Save".

In the form list each form has three actions: "Edit", "Copy link" (for Instagram, your site or a QR on the table) and "Send SMS" (to one specific number).

Important notes

• A short form gets more answers: 3 to 5 questions are enough.
• Make the first question a simple star rating so the customer gets started.
• An "inactive" form takes no more answers but keeps earlier ones.
• Deleting a form also removes its answers from reports; deactivate it instead.

Evaluation and comments

Survey results are here: the average score, the promoter score, strength and weakness charts and the text of every comment.

"Evaluation" tab

• CTR: out of 100 survey messages, how many opened the link.
• The average score received and the number of comments.
• Strengths chart: what customers liked most; highlight these in your advertising.
• Weaknesses chart: what gets the most complaints; this is your improvement list.

Promoter score (NPS)

Respondents fall into three groups:

• Promoters: high scores; they recommend you.
• Passives: satisfied but not enthusiastic.
• Detractors: low scores; they may speak badly of you.

NPS equals the percent of promoters minus the percent of detractors, so it lies between minus 100 and plus 100. A positive number is acceptable, above 30 is good and above 50 is excellent. The trend over time matters more than the number itself.

"Comments list" tab

You see the full text of every comment with the customer name, the score, the NPS score and any attached photo or audio.

Read negative comments the same day and call the customer; a dissatisfied customer whose problem is solved usually becomes more loyal than before.

Very good comments can be used in advertising (with the customer permission).

Cashback

Cashback returns part of each purchase to the customer wallet to spend on the next purchase. It is the simplest and most effective incentive for bringing customers back.

How does cashback work?

1) The customer buys and the invoice is registered in their name.

2) The system calculates the cashback using the rule you define here.

3) That amount (immediately or after the delay you set) is paid into the customer "wallet" and the cashback SMS is sent.

4) On the next purchase the customer spends it with the "credit wallet" payment method.

5) If it has a validity period and is not spent, it expires and is deducted from the wallet.

A discount ends on the spot, but cashback makes the customer come back; that is the main difference.

Three calculation modes

• General: one rule for all customers. Start with this.
• Per label: a separate rule for each dynamic label (gold, silver, bronze, normal). For example gold 5% and normal 2%; this itself motivates customers to move up.
• Tiered: the cashback percent or amount grows with the basket size. You set a "price ceiling" for each tier and the last tier is "up to higher amounts". Excellent for raising the average invoice.

Fields of each rule

• Minimum amount for cashback: an invoice below this amount gets none.
• Cashback type: a "fixed amount" (for example 500,000 rials per purchase) or a "percent" of the invoice.
• Calculation range (variable mode): how much cashback per each amount purchased.
• Ceiling: the maximum cashback of one invoice; to control cost on very large invoices.
• Cashback allocation time: immediately or delayed. If your goods can be returned, set a delay so cashback from a returned invoice is not spent.

Validity and SMS text

The template topic you choose under "Cashback SMS text" decides two things at once: the SMS text and the validity period.

• "No expiry": the cashback never expires.
• "Timed, in days, weeks or months": the cashback expires after that period.

A short period (2 to 4 weeks) creates urgency and brings the customer back sooner; but not so short that the customer cannot use it and feels let down.

The SMS text itself is edited in "Template settings".

Cashback report

• Cashback issued: the total you gave customers (what you owe them).
• Cashback used: what was actually spent.
• Total number of cashbacks and number used.
• Investment: your real cost for cashback.
• Cashback success rate: the share of cashbacks that led to a repeat purchase.

If the success rate is low, either the customer does not know about the cashback (no SMS goes out) or the validity is too short.

Important notes

• The "Activation" switch at the top does not apply until you press "Save changes"; the page warns you.
• For cashback to be spent, the "credit wallet" must be on and its payment method defined at the register.
• An invoice without a customer gets no cashback.
• Cashback is a cost; consider your profit margin before choosing the percent. 2 to 5 percent is a common start.

Credit wallet

The wallet is where customer credit (cashback, gift credit, deposits) accumulates. This page decides where and how far the customer may spend it at the register.

What is this section?

Turning this on enables the "CERP credit wallet" payment method at the register. The cashier picks it when taking payment, the system checks the customer balance and the amount is deducted from the wallet.

The limits you set here are checked again on the server both at inquiry and at withdrawal, so the register cannot bypass them.

Credit spending limits

• Allowed branch: with no branch chosen, the wallet works in all branches. Choosing one branch means only there.
• Maximum amount per transaction: the most that can be taken from the wallet on one invoice. Empty or zero means no limit.
• Minimum balance after withdrawal: the balance after a withdrawal must not fall below this. Normally keep it at zero.
• Allow use of the customer credit limit: when on, the customer may go into debt (negative balance) up to the "credit limit" set on their record. Turn it on only for trusted customers.

Important notes

• This page is visible only with the "Wallet settings" permission.
• See each customer wallet transactions and balance on that customer record (customer wallet).
• A customer can spend cashback and gift credit at the register only while the wallet is on; turn it on before advertising incentives.
• Press "Save settings" after every change.

Discount code

A discount code is a phrase the customer gives when buying, and an amount or percent is taken off the invoice. It can be public or only for a target audience.

Public or targeted?

• Public discount code: one shared code that anyone who knows it can use; for advertising, Instagram and occasions.
• Targeted discount code: created for specific customer categories and sent to them by SMS; for winning back a particular group.

If you choose no category for a targeted code, "All customers" is assumed.

Four creation steps

1) Basic settings: the title (for reports; the customer does not see it), the code itself (system-generated or your own), the minimum amount paid, the validity period, the branch limit and the "limit for already discounted products".

2) Advanced settings: the discount type (fixed amount, or percent with a ceiling), single use or multiple use, the allowed number of uses per customer and, in tiered mode, the tiers.

3) Target customers: add categories to the list.

4) Notification and reminder: the SMS template, the sending date and time and, if needed, a reminder (every how many days, weeks or months, and how many times).

At the end a confirmation page shows everything; read it carefully before confirming.

What is a tiered discount?

In a "fixed amount" discount you can split the total over several "tiers"; on each use the customer gets only the share of that tier.

Example: a total of 3,000,000 rials in three tiers of 1,000,000 means the customer must buy three times to receive the whole discount.

The tiers cannot add up to more than the total, and the page shows the remaining amount. Tiers are counted separately for each customer.

Using it at the register

The cashier enters the code during the sale. The system checks that the code is active, within its period, allowed in the branch, that the invoice reaches the minimum and that the customer has not exceeded their allowed uses. If all is fine the discount is applied and a "use" is recorded when the invoice is registered. If the invoice is cancelled the use is returned.

Note: membership of the target category is not checked at the time of use. The target category only decides who receives the SMS; so do not treat a targeted code as secret, and control it with the "allowed uses" and the "minimum amount".

Report

In the list, the switch on each row activates or deactivates the code (without deleting it). Tap a row to see details and the "recorded uses".

The "Discount code report" shows how much each code was used, how much sales it generated and how much discount it cost. Deactivate a code that produced no sales and change its text or audience.

Important notes

• Always set a "minimum amount paid" so the code is not wasted on very small invoices.
• For a percent discount always set a "discount ceiling".
• "Deactivate after one use" means the whole code closes after the first use (by anyone); suitable only for a code meant for one person.
• Choose a short readable custom code and avoid look-alike characters (such as O and zero).

Coupon

A coupon is a "condition" and a "reward" in the same order: if the order meets the condition, the reward is given right there. The customer enters no code.

Coupon versus discount code

A discount code must be known and given by the customer. A coupon offers itself: while finishing the order the customer sees "if your purchase reaches this amount, delivery is free". Its effect is a bigger basket now, not a return visit later.

Two creation steps

1) Condition settings: the coupon title and one of these conditions:

• A minimum amount paid by the customer.
• The order rank (for example the customer third order).
• Having a specific custom tag.

2) Reward settings: an amount or percent discount (with a ceiling), "free delivery", or a custom prize with a title and a "prize cost" (used for cost in reports).

Finally review the confirmation page and create the coupon.

Important notes

• The coupon title is shown to the customer exactly as written; so put the condition and the reward clearly in the title, for example "Purchase above 20,000,000 rials = free delivery".
• For customers to use coupons on the shop site, login must be mandatory, because the system must recognise the customer to know their order rank and tags.
• At the register, the "Coupons & prizes" button lists the coupons whose condition holds for the current invoice; the cashier picks one and its discount is applied to the invoice (one coupon per invoice). "Free delivery" and "prize" rewards do not reduce the invoice; they are recorded and shown to the cashier. Aborting the transaction cancels the coupon too.
• The switch on each row deactivates the coupon without deleting it.

Gift credit

Gift credit means you put an amount into the customer wallet as a gift, without a purchase, so they come and spend it.

Difference from cashback

Cashback rewards a purchase already made and is calculated automatically. Gift credit is given by you, at once and by your own decision, to a group; like a holiday gift, a shop anniversary gift, an apology to an unhappy group, or waking sleepy customers.

Both are paid into the customer "wallet" and spent at the register with the "credit wallet".

Step by step

1) Press "Add credit".

2) Credit details: the amount and, if needed, the spending period (from date to date).

3) Target customers: add categories. With no category the credit is assumed for "All customers".

4) Notification: the gift credit SMS template, the sending date and time and a reminder if needed.

5) "Final confirmation". The confirmation page shows the amount and the number of target categories.

After saving you can press "Send reminder" by hand on the details page.

Calculate the cost before confirming

Gift credit is real money: the amount times the number of target customers is your maximum commitment. Before confirming, check the member count in "Customer categories".

Example: 500,000 rials for 2,000 customers is a commitment of up to 1,000,000,000 rials. In practice not everyone uses it, but you must be ready for the full case.

Control the cost with a short period and a smaller, more precise category.

Report

The "Gift credit report" shows:

• The total number of credits, the total target customers and the number who spent.
• The success rate: the share of recipients who came and spent.
• Investment in gift credits: your cost.
• Revenue from gift credits: the sales these gifts generated.

If revenue is below investment, the gift was too large or the audience was wrong.

Important notes

• Blacklisted customers do not receive gifts.
• A saved gift cannot be taken back from the wallets of those who spent it; check the amount and category again before "Final confirmation".
• For an automatic gift to one customer in a specific situation (birthday, apology after a negative review) use "Scenarios" with the "gift credit" action instead of this page.

Referral code

The referral code turns existing customers into your marketers: each customer refers others with their mobile number and is rewarded when the referred person buys.

What is this section?

Word of mouth is the strongest advertising, because people trust a friend more than your advertisement.

No separate code is generated here: "each customer referral code is their own mobile number". The new customer gives the number of the person who referred them, and after the number of purchases you set, the referral gift is granted.

Referral code settings

• Referral gift type: a "fixed amount", a "percent of the order amount" or a "number of points".
• Referral gift ceiling: the maximum gift; always fill it in percent mode.
• Purchases by the referred person before the gift: after how many purchases of the referred person the gift is given. 1 is simplest; a higher number prevents abuse (fake referrals).
• Sending time: how many hours after delivery the referral SMS goes.
• Validity: whether the gift is one-time or repeated, and without expiry or timed (days, weeks or months).

Report

The "Referral code report" shows how many referrals happened, how much gift was granted and how much the referred customers bought. Find your best referrers here and thank them with a custom tag (for example "ambassador") and a special prize.

Important notes

• The referral SMS text is not built on this page; it comes from the "Referral code" topic template in "Template settings".
• Because the referral code is the mobile number, correct customer numbers are vital.
• Enter the referrer in the customer form, in the "Referral code (referrer mobile number)" field (when creating or editing). When the referred customer reaches the configured number of purchases, the gift is given automatically to both sides (wallet credit or points) and appears in the report. Once the gift is granted the referrer cannot be changed.
• Press "Save changes" after every change.

Points (incentive settings)

Each purchase earns the customer points. Points accumulate and the customer can spend them or exchange them for a special prize.

Scoring rule

Choose one of two methods:

• By amount paid: "how many points per each amount". For example 10 points per 1,000,000 rials. A customer who spends more earns more.
• By order count: each order earns a fixed number of points whatever its amount. Good for businesses that want to encourage "number of visits" (cafe, car wash).

Points are granted as soon as each sales invoice is registered.

Other options on the page

• "Point counting is active": the main switch. No points are calculated until it is on.
• "SMS notification": after each purchase the points SMS is sent from the "points incentive" template in "Template settings".
• "Use points in purchases" and "Value of each point": when on, each point has a set money value and can be spent in a purchase. Choose this number carefully because it effectively sets your discount rate.
• "Calculation start": from the beginning of records or from a given date.

Recalculating points

The "Recalculate points" button recalculates all customer points from order history (from the start or from the "calculation start" date) with the current rule, and tells you how many customers were updated.

When is it needed? When you changed the scoring rule, or you just turned on counting and want past purchases to count.

Points granted separately by scenarios are not touched by recalculation.

Important notes

• Points only have value if customers know what they can get; be sure to define a few reachable prizes in "Special prize".
• Keep the numbers simple ("every 1,000,000 rials = 10 points") so cashiers can explain them.
• Changing the rule midway without recalculating means old and new purchases were counted with two different rules.
• Press "Save changes" after every change.

Special prize

The special prize is the "showcase" for points: you define what a customer gets for how many points.

Prize types

• Discount code: for points the customer gets an amount or percent discount (with a ceiling and a minimum purchase).
• Gift credit: an amount is added to their wallet.
• Custom special prize: anything else; a free item, a service, a ticket or an experience. For this type you enter a title, a description, the "prize cost" and optionally an image (png only, up to 1 MB).

Two creation steps

1) Prize settings: choose the prize type and fill in its fields.

2) Points settings: the "required points" (the prize price in points) and the "prize validity" (how long the customer has to use it after winning).

Finally review the confirmation page and press "Add prize".

Special prize winners

The "Special prize winners" button lists those who received a prize: the prize name, the points paid, the date and "usable until". Each row is "waiting to be used" or "delivered".

A prize reaches the customer in two ways: 1) "Redeem a prize with points" (on this page or from the register's "Coupons & prizes" button): pick the customer, the required points are deducted and the prize is recorded; a "gift credit" is added to the wallet immediately, a "discount code" prize is applied to an invoice from "Coupons & prizes" at the register, and a "custom prize" is marked delivered with the "Mark prize as delivered" button in this list. 2) "Scenarios": a scenario with the "special prize" action grants the prize without deducting points in the situation you choose (for example becoming a champion, or a birthday).

Important notes

• Arrange prizes in steps: a small prize reachable with 2 or 3 purchases (so the customer tastes winning) and a large prize as a long-term goal.
• Enter the real "prize cost" so you know what the club costs you.
• The switch on each row deactivates the prize without deleting it; earlier winners stay.
• Before defining prizes you must have turned on "points" in "Incentive settings"; otherwise customers have no points to spend.

Club messaging and connections

Automatic messages are built from the chosen topic and template. For SMS, the template must be active and have a code approved by the provider; the customer's number and SMS credit are also required. Choosing a template is enough for a Bale message, but the Bale connection and the conditions for reaching the contact must be in place.

Operational controls

One-time passwords and manual sending from SMS management have their own SMS path. Sending the invoice PDF in Bale also has a separate setting. Preventing duplicate messages, the per-customer sending cap and respecting the blacklist are controlled from the scenario engine settings. Short links for invoices, surveys and profiles can be tracked.

Profile and survey as a digital entry point

A form or survey link can be published on the website, on social media or as a QR code. The profile completion campaign shows how many were sent, opened and completed. This path reduces the need to enter additional details by hand at the register.

Live table bill

In the restaurant scenario, when a customer is recorded on an open table, a welcome message is sent with a link to the live bill. Items, the total, prepayments and each person's share are visible, and the link expires once the table is settled. The topic template and the link shortener must be active.

08 Project delivery

Rollout path and delivery assessment

The organisation's responsibilities

Naming a project manager and key users, preparing the initial data, approving financial and pricing rules, providing access to external services, setting the incentive policy and taking part in training and acceptance testing. The schedule is set after the data volume, connections and final scope are known.

Proposed acceptance test

Check sales at the effective announced price, payments and returns, stock changes, role access, cashback allocation and usage, the wallet cap, using and cancelling discount codes and coupons, points and prizes, the referral reward, surveys, a delayed scenario, the blacklist and the message sending report. Delivery approval will rest on the successful run of the agreed scenarios.

Sources and contact

Introduction and pricing https://cerp.ir/

Messaging guide https://cerp.ir/sms-messaging-guide/

Club guide The CERP in-app guide, with 21 topics and 90 subsections

Product capabilities Modules defined in the current version of the CERP solution

Issuer of the proposal Yasna System Pasargad | info@cerp.ir | 021-75424

Price basis date 13 October 2026

09 Technical and service terms

Cloud deployment specification

In the cloud model, the server and maintenance of the service are CERP's responsibility, and the organisation does not need to provide an in-house server to run the central service. Access is through the web and operational devices, and software updates are carried out centrally. Local equipment is connected where needed using compatible runtime components.

Terms set in the final contract

The base capacity of users and computing registers, storage and file volume, backup retention period, recovery time objective, SLA and the renewal cost based on the next period's prices are stated in the contract. This proposal makes no numerical commitment on these items.

Continuity when the connection is lost

The cloud model and its temporary offline mode differ from the standalone OfflineCerp model. Continuing sales and synchronising when the connection is lost is tested on the project's selected devices and processes. The standalone local service is the data source and logic inside the store and must not be treated as the same as a dedicated enterprise on-premises deployment.

10 Commercial proposal

Comparing edition features and prices

The two editions differ by level of capability. The number of branches is not the basis of this comparison. Both options are offered as an annual cloud subscription, and the customer club and other add-ons are added according to the additional-costs table.

11 Prices of additional options

Add-ons and additional costs

The per-register basis for the customer club, automotive and hotel modules follows the additional notes on the website's pricing; the number of registers covered is set in the pro forma invoice. Advanced add-ons, if chosen, are charged separately, and the enterprise edition name alone does not mean every specialist add-on is included.

Sample estimate with the customer club

This estimate covers only one register with the club add-on, with no additional users or registers and no other add-ons. The base capacity and exact items are set in the final pro forma invoice. SMS costs, external services, hardware, custom development and taxes and duties are not included in the sample total and are quoted separately where they apply.

12 Decision and next steps

Proposal summary and deployment terms

CERP's proposal for the organisation is a shared platform for operations and customer data. A phased rollout first stabilises the quality of sales and data, then activates scenarios and incentives based on real customer behaviour. The complete guide in this document will be the basis for training the team and configuring the club at go-live.

Recommended choice

To carry out the detailed plan in this document, the main recommendation is the 600-million-toman enterprise edition with the customer club add-on. This choice puts sales, finance and loyalty on one platform with workflow, human resources and intelligent management access. The advanced edition is the option with a narrower scope covering sales, inventory and reporting operations.

Next step

In the scoping meeting, the chosen edition, required add-ons, user and computing-register capacity, connections and the data to be migrated are set. A pro forma invoice, implementation plan, acceptance criteria and cloud services annex will then be provided. The proposal's validity period and payment terms are stated in the final pro forma invoice.

Summary of prices

• Advanced cloud edition 250 million tomans a year.

• Enterprise cloud edition 600 million tomans a year.

• Comprehensive customer club 45 million tomans a year per register covered.

• Other capacity and add-ons are chosen according to the additional-costs table.

Deployment on the organisation's infrastructure

In an on-premises deployment, the service is installed on infrastructure agreed with the organisation. Hardware and network specifications, administrative access, backups, security, maintenance, updates and deployment cost will be set in a dedicated contract. The additional cloud server price is not, in itself, the price of an on-premises deployment.

The on-premises edition is offered only with the 600-million-toman edition.