Who it's for
Complex B2B, with a real sales channel and the ERP at the center.
CWS Platform is for mid-market and enterprise companies with a complex sales channel (reps, multi-branch, large mix, multi-line orders) and ERP dependence, where the invisible tax of the per-order transaction cost eats the margin before the product ever reaches the customer.
Priority verticals
The same structural pain, different vocabularies.
Agri distribution and input resale
Manual quoting in spreadsheets, price by region and crop, credit tied to barter, harvest cycles. Days per large quote.
Auto parts and aftermarket
Exploding SKU counts (200k or more), price by customer and region, reverse logistics, exchanges and warranty, OEM reconciliation.
Construction and materials
A project is a long quote, technical mix (the engineer specifies, the buyer executes), cubic freight, ICMS tax by state, policy by builder.
Wholesale fashion and B2B apparel
Pre-sale from the book, a collection that doesn't move becomes dead capital, invisible sell-out, the rep with a clipboard.
Adjacent verticals (opportunity, not focus): health and pharma, industrial MRO, food wholesale, and others with the same structural logic.
Who decides
Each decision-maker hears something different about the same product.
CEO, owner or president
Values: Thesis, scale, competitive protection.
The pain: I'm losing the younger buyer, and the competitor was born digital.
Commercial director and VP of sales
Values: Rep productivity, conversion, margin per customer.
The pain: The rep spends most of their time quoting, not selling.
CFO and finance director
Values: Margin, working capital, credit risk, governance.
The pain: Revenue grows, but margin disappears.
CIO, CTO and head of digital
Values: Architecture, ERP integration, governance, no lock-in.
The pain: I have digital initiatives stuck in proof of concept, and nobody uses them.
When CWS is the right choice
- Negotiation is multidimensional (price by customer, volume, region, contract).
- Credit is a means of payment, with Net Terms and special conditions.
- There's a sales force with accounts, and discount and margin governance is critical.
- The ERP is central, and what's missing is the commerce and governance layer over it.
When it isn't
- Pure B2C or DTC with no indirect channel.
- A small operation, with no complex channel, where lightweight tools already do the job.
- Anyone looking for a standalone tool, without the vision of governed-negotiation rails.
Size changes the question, not the mechanism.
The same governance serves operations of very different sizes, but what hurts in each one is not the same thing, and that is usually what decides where the rollout starts.
Large corporations
The question is coordination.
Many suppliers, many warehouses, many teams with different autonomy. The risk is not getting one price wrong, it is being unable to reconstruct who conceded what. The value here lies in thresholds by role, mandatory justification, and the rule applying equally to person and agent. It usually starts with one business unit, not the whole company.
Growing mid-sized companies
The question is proportion.
The account base grows and the team cannot grow with it. The gain comes from taking the routine order off the seller's desk without losing margin along the way, which only works when self-service carries the same rules as the desk. It is the size at which B2B Digital Selling and Assisted Selling have to coexist from day one.
Smaller operations with real complexity
The question is access.
Few people, and still pricing by customer, invoiced credit and tax by origin. The complexity does not come from the size, it comes from the sector. The path here is to enter at a low rung of the entry spectrum, with no margin risk, and climb as the operation matures.