Moravio
Growth and technology

We want to grow. Technology should make that possible.

We turn one ambition into a change your operation can carry.

Quotes · Orders · Pricing rules · Portal · Capacity

You know which market, channel or customer group you want to open next. What that asks of quoting, order intake and delivery is the part nobody has written down yet, and that is where we start.

Discuss your situation

The ambition is clear. The operation decides what is possible.

Growth plans meet the operation in the same three places: how a price is made, how an order arrives, and who has to touch it before it moves.

  • You want to sell directly.

    The plan is to take orders without a salesperson in the middle. Today every order passes through a person who prices it, checks what is available and confirms it.

  • Customers ask for a portal.

    They want to see their prices, their orders and their documents when it suits them. Today someone in your office looks it up and writes back by e-mail.

  • A quote waits for an engineer.

    A custom item gets a price when somebody opens the drawing and calculates it. Enquiries you would like to take are answered late, or answered by a competitor first.

  • A new market means rules nobody wrote down.

    Other prices, other documents, other delivery terms. Two people know how it was done last time, and both of them are needed elsewhere.

Growth gets decided in quoting and order intake.

An ambition the operation cannot carry turns into slow quotes and orders that arrive faster than anyone can confirm them. Margin goes out through manual pricing, where a discount is given to close the deal and the effect is visible only when the month is over. Channels stay closed because opening them would mean more people doing the same work by hand. If the growth you are planning would mainly add administration, that situation has its own page, “Administration grew with the orders”.

Take one channel and one product line first. The operation only has to change for that one.

Some of this you can buy. Some of it has to follow your own rules.

An ordering, booking or subscription product may cover the standard part of the channel you want to open. We check that first and show you what it does before anything is built.

  • A product that already sells this way

    Ordering, booking, subscriptions and payments exist as products you can buy, and part of it may be a feature in the e-shop or the system you already own, waiting to be switched on. We show you what those cover before we propose anything custom.

    Fits whenyour product configures from standard options and the price follows a simple rule.

  • A configurator or a quoting flow

    Material, size, options and margin are applied the same way every time, so sales or the customer gets a price without waiting for an engineer. The cases outside the rules still go to a person.

    Fits whenthe price comes from a drawing, a configuration or your own calculation rules.

  • A portal where customers do it themselves

    Prices, order status, documents and repeat orders move to a place where the customer serves themselves. The office keeps the cases that need a decision.

    Fits whencustomers ask your office for things they could see on their own.

  • One connection that opens a channel

    A connection takes each order in once, in the form your operation expects, and the systems behind it stay as they are. This is often the cheapest way to open a channel that already has demand.

    Fits whenthe orders already arrive, in e-mails, in files or through a marketplace.

  • Wait, and test the demand first

    A handful of orders taken by hand, a page that describes the offer, or ten calls with the customers you have in mind will tell you more than a build. If the answer comes back no, you have saved the project.

    Fits whennobody has checked yet whether the customers want it.

We start with the ambition and the rules underneath it.

If your business were simple, standard software would already fit. Your pricing, your exceptions and your approvals decide whether a new channel can work at all.

  • We learn how a price is made

    We sit with the people who quote, approve and confirm orders, and we write down the rules they apply, including the ones they apply from experience. That is what decides how much a customer can be shown directly.

  • One channel, written down

    We agree which product line, customer group or market goes first, what has to change in the operation for it, and how we will know it worked. The scope and the estimate are written before anything is built.

  • In front of real customers early

    The first version goes to a small group of real customers, or to the sales people who would use it daily. We change it with them while the change is still small.

  • We stay with it

    We take responsibility for the result in daily use, and for what happens when the volume grows. The code, the data and the pricing rules stay yours.

Work that opened a way to sell or to serve customers.

Commercial real estate, globalProspects open their own demo accountJLL wanted a potential client to see the working system before any contract was signed. Registration, the test account with real functionality, the choice of empty or filled with test data, the expiry date and the sales manager behind it now run as one automated process.A manual onboarding process that now runs on its ownRead the caseSteel fabrication, United StatesMore projects without more draftersEvery joist, every beam and every bill of materials was drawn and typed by hand, and that capped how many projects a year the company could take. The high volume drawing work is being automated first, and the judgment stays with the drafters.35 drafters instead of 60, the client's own targetRead the caseProperty rentals, under NDAA booking channel that runs without the officeGuests search, book and pay on their own, and their reviews come back to the same place. An existing reservation product carried the standard part of the work, so the first version stayed the size the new channel actually needed.The standard part came from a productRead the case

Each of these opened a way to sell or to serve customers that the operation could not have carried by hand. The order of the work repeats. Name one ambition, find what the operation has to do differently, and prove it at a small scale before it grows.

The questions we will ask in the first meeting.

  • Which product line or customer group would you open first, and what makes that one the easiest to start with?
  • Who sets the price when the configuration is not standard, and what do they look at before they decide?
  • What do customers ask your office for today that they could see for themselves?
  • If an order arrived without a salesperson touching it, which checks would still have to happen before it reaches production?

A software partner for growth that has to work in the operation

  • Build or buy advice

    We check first whether a product can open the channel you want. Custom development starts where your pricing, your exceptions or your customers require it.

  • Built around what you keep

    The ERP, the CRM, the e-shop and the tools that do their job stay in place. The new channel reads from them and writes back to them.

  • Proved at a small scale

    One product line, one customer group or one market goes first, and the result is visible before the scope grows. A channel the customers do not want is stopped while it is still cheap.

  • Yours to own

    The code, the data and the pricing rules stay with your team, and the system can run on your infrastructure.

Three people from the Moravio team in the office

One ambition, followed into the operation.

We take one thing you want to open, a market, a channel or a customer group, and we follow what it would mean from the first order to the invoice. You need nothing prepared and no specification. You talk to the people who design and build the system, so nothing is lost on the way to a delivery team.

  1. The ambition in one line

    Which market, channel or customer group, how much of it you want, and what makes this the moment for it.

  2. What the operation has to do differently

    We walk one order through as it would arrive in the new channel. Pricing, approval, availability, delivery, invoicing, and the point where a person still has to step in.

  3. The smallest version that proves it

    One product line, one customer group or one region, with the rules that group really needs. Everything that can wait, waits.

  4. How you will know it worked

    We agree what you would look at after the first weeks, which result would mean go further, and which one would mean stop.

What you bring

The ambition, one product line or customer group to start with, and the way you price today. Nothing prepared, no specification.

What you leave with

The change your operation needs for that ambition, the options for it, the smallest version that proves the benefit, and a scope and estimate for it.

Frequently asked questions

Will you understand our specific business?
That is the first part of the work. We sit with the people who quote, approve and confirm orders, and we write down the rules and the exceptions before anything is designed. We have done it in manufacturing, in commercial real estate and in property rentals, and the way a price was made was different every time.
Will we have to replace everything?
No. The ERP, the CRM, the e-shop and the tools that do their job stay where they are. The new channel reads from them and writes back, and a replacement only comes up where a tool makes the new way of selling impossible.
How do we make sure our people will use it?
The first version goes to the sales people and the customers who would really use it, while it is still small. We change it with them. The old way stays available until the new one has earned trust in daily work.
How do I defend it to management and IT?
You leave the first step with a written scope, an estimate, the options we rejected and the reason, and the risks. IT gets the technical picture in their own terms: permissions, what connects to what, and who owns the code.
Our prices are not a price list. Can a customer still get a price?
Yes, once the rules behind the price are written down. Material, size, options, volume and the discount a salesperson may give become a calculation that runs the same way every time, and the cases outside the rules go to a person.
Will a direct channel upset our dealers and our own sales people?
That is a commercial decision and it belongs in the first conversation. Different prices, different products or a separate customer group can keep the channels apart, and the system follows the rule you set.
How do we test this without building the whole thing?
Take one product line or one customer group and open it for them only. A small version with real customers answers the demand question, and it costs a fraction of the full channel.

What do you need but you can’t buy off the shelf?

Send us the messy version. We will help make the next decision clear.

Describe the situation

Prefer e-mail? jakub.bily@moravio.com · Or book a call