Business Central Implementation – Sales & Marketing Deep-Dive Notes

Implementation Framework & Overall Process

  • Three execution windows have been defined
    • 11 Do-Now items (no technical blockers; immediate efficiency gains)
    • 22 Go-Live-Critical items (must coincide with BC deployment; depend on new functionality)
    • 33 Post-Go-Live backlog (important, but can safely follow after stabilization)
  • Governance chain
    • Department workshops → Strategic Leadership Team → Master Project Plan
    • Plan will set priorities, owners, budget, timing, resource availability
  • Core philosophy
    • Prefer standard features and 3rd-party add-ons over bespoke customizations ➜ cheaper upgrades, automatic vendor updates, future-proofing
    • Every new tool follows the same 5-step pipeline
    1. Requirements document (must-haves vs. nice-to-haves)
    2. Weighted priority matrix
    3. Market scan → short-list (≈ 3-5 options)
    4. Demo + fit/gap scoring (functionality & budget)
    5. Pilot / Test / Training → unanimous “ready” vote → production rollout

Communication & Training Principles

  • Single source of truth; avoid parallel systems (chat, e-mail, spreadsheets, etc.)
  • Training + sandbox testing are mandatory for each module before cut-over
  • Decision/solutions log will capture every approved configuration so future projects know “what & why”

Detailed Item-by-Item Discussion

44 Images & Artwork Files

  • Multi-department demand (Marketing, E-commerce, BC)
  • Need enterprise Digital Asset Management (DAM); must also serve website CMS
  • Decision factors ⇒ storage cost vs. BC database charges, web integration, version control
  • Next: compile departmental requirements ➜ intake during upcoming DAM workshop

47 Pop-Up Notes (critical sales comms)

  • High priority, Go-Live mandatory
  • Purpose: cross-functional alerts (shipping, logistics, sales, accounting)
  • Legacy customization will be retired; replacement must allow multi-recipient notifications
  • Requirement gathering TBD; explore ISV add-ons first, avoid code-custom

63 Product Pre-Orders

  • Current workaround: spreadsheets or keeping orders in OPEN status (credit holds)
  • Needs to trigger demand planning & purchasing without letting orders ship
  • Explored ideas
    • Sales Quotes + new “Committed” flag
    • InsightWorks or similar micro-add-on
    • Possible category-based sales order (PO_ prefix) that blocks warehouse release
  • Flagged as “Solve” (S) — solution research required

64 Free Goodies / Promotional Redemptions

  • Proposed: unique discount/QR codes redeemable only on a dedicated web page ➜ controls eligible SKUs, eliminates manual handling
  • Must also update service/warranty records; linkage still open
  • Avoid writing custom gift-card software; leverage web/CMS plugins for one-time QR codes

68 Customer E-Mail Management

  • Collision of needs: Accounting (invoice), Sales (order-related), Marketing (campaigns)
  • Only one e-mail field on customer card; ownership to Accounting recommended
  • Other addresses can reside in Contacts table, Document Layouts or e-mail add-on
  • Full e-mail strategy & governance doc required

69 New Customer Setup Speed

  • Template feature already implemented (domestic vs. international defaults)
  • Continuous improvement: audit required fields, streamline approval path
  • Rated “Own (O)” — department can optimize without outside help

70 Standard Sales Codes for Repetitive Orders

  • Blocked today by Quick-Entry mega-customization
  • Will work natively in BC ➜ tag as “Wait for BC / Train”

71 Automated Confirmations

  • Dual need: Order Confirmation and Shipment Notification w/ tracking
  • Dependent on new WMS integration; go-live critical
  • E-mail integration hinges on unified address strategy (see #68)

72 Document Mgmt. for Customer Agreements

  • Rolled into company-wide Document Management System (same project as #44)

73 Transfer Order Mgmt. for Shows & Workshops

  • Manual, multi-step, low-value process today
  • Seek lighter process or niche add-on; Carrie to design alternatives

74 / 97 Customer Pre-Payments

  • NAV/BC standard prepayment too rigid (credit-memo loops, no back-orders)
  • Business need is more like Deposits with shipment block
  • Explore vertical ISV modules; also consider deposit ledger approach

75 Multiple Invoice Formats

  • Goal: single branded template unless customs compliance demands variant
  • Gather existing foreign examples; accounting to mark mandatory fields (Country of Origin, etc.)
  • Modifiable today; low-complexity SSRS/RDLC change

76 Cash Sales Under One Master Account

  • Risks: marketing blindness, PCI exposure, reporting noise
  • Decision: abolish “catch-all” customer; create true customer record or direct end-user flow (web or POS)
  • Guest web orders already captured in BC via website account → revisit mapping

77 Pricing Complexity

  • Current pricing engine = heavy customization ("hardest they ever wrote")
  • Roadmap
    • Document every pricing scenario & exception
    • Re-evaluate BC 2023 pricing features; many new tiers & attributes
    • If gaps remain, shortlist pricing ISVs

78 Self-Service Customer Portal

  • Potential mega-win: invoices, payments, tracking, support tickets
  • Jitterbit & Tracker de-commission depend on this
  • Determine if phased activation possible (start with payments only)
  • Formal requirements project approved

79 Returns (RMA) Process

  • Pain points: multi-system (Tracker, NAV, UPS), missing data, 6-week credit memos
  • Two halves to optimize:
    1. Customer → Dock (intake form, auto-validation, shipping labels)
    2. Dock → Credit Memo (inspection, disposition, finance)
  • Explore portal intake form & barcode scanning; mark as “S” (needs redesign)

80 Service Management for Warranty/Repairs

  • Module licensed but under-used (only initial warranty registration)
  • Plan: targeted training session; map full life-cycle in BC Service Mgt.

81 Tracker Replacement

  • Universal dissatisfaction; data is trapped
  • Integrated portal + BC service tickets envisioned
  • Will follow portal requirements gathering

82 Website Architecture (BigCommerce + Jitterbit, etc.)

  • Current diagram unsustainable; Jitterbit unstable, BC link unknown
  • Need external e-commerce/DX architect; outside Carrie's scope
  • Must be solved before BC integration to prevent go-live blockers

83 Reporting & Data Strategy

  • Tool candidates: Jet (SQL), Cosmos (BC-native cloud cube), Microsoft Power BI
  • Constraints: availability of skilled report designer & maintenance cost
  • Decision factors: licensing, performance, talent market, rewrite effort
  • Dedicated report specialist role recommended (IT or Finance)

Cross-Cutting Risks & Observations

  • Shared KPI recommendation: Days-to-Ship (Item 50)
    • Every department touches it; easier to communicate company-wide goal
  • Excess manual spreadsheets across departments; each requirement aims to migrate data back into BC or portal
  • Over-customization legacy: Quick-Entry, Pricing, Prepayment, Tracker; strategic goal to sunset all

Quick Wins (Owner = Department; no external help required)

  • Optimize customer-setup templates (#69)
  • Enforce single customer record policy (#76)
  • Collect & send foreign invoice samples for layout update (#75)
  • Begin warranty module refresher (#80)

Next Actions & Timeline Highlights

  • Departments to finish requirement matrices for: DAM (#44), Pop-Up Notes (#47), Portal (#78), Returns (#79)
  • Purchasing workshop on Requisition Worksheet (includes pre-order demand)
  • Accounting to decide interim vs. future reporting stack; secure designer resource
  • Leadership Team to draft integrated project plan; confirm priorities & windows

Ethical / Practical Implications

  • PCI compliance risk if credit-card data is mishandled via generic cash account
  • Customer satisfaction hinges on transparency (portal, confirmations, RMA turnaround)
  • Data ownership: establish governance for e-mail address usage & marketing consent