Current ERP — how Da Que Li runs today.
The current setup grew organically alongside the franchise program. It works because the team knows it by heart — but every step depends on a human remembering to do it, and most of the data lives outside any single system.
Today's operational flow
Where it strains
Excel-based commissions
Each franchise package (527 · 3K · 5K · 10K · 20K) has its own spreadsheet. Tier overrides for VIP合伙人 / 合伙商 / 顾问导师 are calculated by hand at the end of each cycle.
WhatsApp as workflow
New signups, payment proofs, and partner questions all arrive on phones. There is no audit trail beyond the chat scroll, and onboarding context lives with one person.
PDF franchise paperwork
Each tier of agreement (战略合伙投资协议 · 战略合伙赋能协议 · 顾问导师协议) is a separate signed PDF kept in a shared drive. Status — signed? countersigned? page 7? — is tracked manually.
No central member database
Member identity is fragmented across the salon CRM, the franchise log, and the partner ledger. Reconciling them takes hours and still misses people.
Reporting on request only
There is no dashboard. Every "how much did we pay out last month?" question becomes a 1–2 day spreadsheet exercise.
Compliance exposure
East Asia Asset Management requires defensible records. The current paper-and-Excel mix is hard to defend if a regulator asks for a clean ledger.
Nothing here is broken. It's simply outgrown — and a regulated, tiered partner business needs a system that doesn't live in someone's phone.