Every business, irrespective of size, has a optimum operational model and is usually established and managed by key personnel.

An example would be a manufacturing business where there are four key personnel responsible for the planning, daily activity, monitoring, and development of their particular tasks.


  1. Administrator looks after the day to day financial transactions including
    1. Cash Book
    2. Debtors Ledger
    3. Creditors Ledger
    4. Government requirements
    5. Paperwork management
  2. The Production Manager, in association with other parts of the management team and staff, would manage
    1. Product costing
    2. Production planning
    3. Production performance
  3. The Sales Manager would create and manage the sales and marketing activities. They would also be responsible for regularly analysing product profit and overall performance in accordance with the Sales Plan
    1. Product profitability
    2. Sales management and growth
    3. Customer retention and development
  4. The General Manager. Responsible for the establishment and review of the company plans of:
    1. Financial projections (usually summarised within a budget)
    2. The Sales Plan which is built in conjunction with the Sales Manager
    3. Governance


These four positions are crucial task specific daily responsibilities and often require the designated person to work early mornings, after hours and weekends to genuinely maintain and develop their portfolio.

It is a process of trial and error where experience and education assist in the development of the business model.

A company which has undergone solid managerial practice for a number of years, will have evolved practices that blend into a business model that is smooth and progressive. This is often the case in second generation businesses where the founder has gone through the model initiation processes (growing pains) and forged solid practices that the second generation of owners and managers use as a base on which to further develop.


For many companies though, the grown pain process is never resolved and so the smooth flowing part of the business is never reached and it is as if chaos is a constant companion.

Larger companies avoid this issue by appointing a board of directors or by engaging professional consultants who can guide a company and its staff through the process of  establishing Best Business Practices.


SoEasy plays a part in the business model. It was designed based upon the experience of working with both academic resources and interaction with lots of companies.

For the purpose of modeling a manufacturing business, the core components of SoEasy's functionality we need to look at are:


  1. Administration Practices
    1. Cash Book
    2. Debtors
    3. Creditors
  2. Budget Planning and Review for:
    1. Company Profitability
    2. Sales
  3. Job Management
    1. Product Register Management
    2. Job Scheduling
  4. Sales Management
    1. Configuration
    2. Reporting
    3. Customer Services
    4. Retention
  5. Review


These topics are covered in the pages contained within this section of the help resource.