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Solutions

Most business problems start where one team hands work to another.

A single order can pass through sales, operations, finance and customer service before anyone is able to answer a straightforward question about it. THINKASOL organises its solutions around that work rather than around software categories.

See the six objectives Talk to Our Team

Run · Grow · Manage · Automate · Understand · Engage

S02 Where the work slows down

The same information gets re-entered, re-checked and re-explained.

Each department keeps the part of the process it owns, and that part is usually well run. The work still has to move between them, and the handoff is where information is copied by hand, waits on an approval, or stops without anyone noticing.

  1. 01

    Re-entered data

    The customer is created a second time in the next system, with a slightly different name and no link back to the first record.

  2. 02

    Email handoff

    Work moves as an attachment, so the current status of it lives in one person’s inbox.

  3. 03

    Waiting on approval

    A step sits with a single approver and nobody downstream can see whether it has moved.

  4. 04

    Missed follow-up

    No system owns the next action, so it depends on someone remembering to make it.

  5. 05

    Two versions of one status

    Two teams describe the same order differently, and each is accurate about its own record.

  6. 06

    Separate reporting

    Every report is built from a different extract, so the totals never quite agree and the meeting starts by deciding which number to trust.

None of this is unusual. It is what happens when systems are added one at a time, in the order the business happened to need them.

S03 The connection model

Connecting systems means a record keeps its context when it moves.

A connected environment does not put every team on one screen. It keeps the same customer, order and document identifiable at every stage, so the team receiving the work gets the context with it instead of a copy of it.

L1

Business functions

Sales, finance, operations, people and customer teams keep the way they already work. The objective is not to standardise how each team operates.

Sales Finance Operations People Customers
L2

Workflow and automation

Steps that are well defined and repeatable can be routed, approved and recorded without someone chasing them.

Routing Approvals Documents Records
L3

Shared information

One customer, one order, one document trail underneath all of it. This is the layer the other two depend on.

Customer Order Invoice Payment

One data language

  1. Lead
  2. Customer
  3. Order
  4. Invoice
  5. Payment
  6. Business insight

Sales sees the customer.

Operations acts on the order.

Finance issues the invoice and records the payment.

Management needs to understand the whole sequence.

The same record carries through all four rather than being recreated at each step. Illustrative — this journey explains how context moves between teams, not a specific implementation.

S04 Solution areas

Start from what the business is trying to do.

Six objectives cover most of what a growing company asks technology to help with. They are entry points into one environment rather than six separate products. Most businesses need more than one, and they overlap on purpose.

  • Coordinate core operations and transactions.

    Problem
    Orders, stock, purchasing and project work are each tracked somewhere, but confirming the current state of any one of them still takes a phone call.
    Approach
    Keep operational records in one place and connect them to the customer and financial information they belong to.
    Outcome
    The state of an order or a job can be checked without interrupting the team that owns it.

    Business areas this involves

    ERP Finance Inventory Procurement Operations Projects

On the overlap

CRM appears under both Grow and Engage. Grow covers acquisition, pipeline and revenue. Engage covers the relationship afterwards — service, support and continuity. The same customer record, used for different work.

A common place to start

  • A growing company where each department has added its own tool Run Understand
  • A sales team whose pipeline lives in more than one place Grow
  • Operations and finance losing days to approvals and reconciliation Automate
  • A management team that cannot get one version of the numbers Understand

Starting points, not a recommendation. Which area applies depends on how the business actually runs.

S05 The management view

What management can see once the record is shared.

The practical difference shows up in a review meeting. When sales, operations, finance and service are working from the same customer and order records, the summary in front of management is the information the teams are using — not a separate reconstruction of it assembled the night before.

Illustrative interface concept

Every figure stays attached to the activity that produced it, so a question about a number leads back to the order, the invoice or the conversation behind it.

S06 Before you get in touch

Do we have to take all six areas?
The six objectives are entry points, not a required sequence. Which areas apply, and in what order, depends on where the manual work is concentrated in your business.
How is this different from buying separate CRM, ERP and HR systems?
The difference is the information underneath them. The solution areas are organised so that customers, orders, documents and people stay identifiable across every area that uses them.
Which parts would apply to us?
That depends on how your business runs today and what you already have in place. It is the first thing to establish in a conversation with our team.

Tell us which part of the business is creating the most manual work.

The Platform page explains the connection model underneath these solution areas. If you would rather talk it through against your own processes, our team is the faster route.

Explore the Platform Talk to Our Team