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Multi-Market Operations
One operator across every market. One set of numbers.
Three markets and nobody can tell you the total
You run three storefronts. Perhaps a local store, an international one and a marketplace presence. Each has its own admin, its own gateway settlements, its own apps and its own half-documented routines. Individually, they work.
Together, they're unmanageable. Ask a simple question, what did we actually sell last month, across everything, at what margin, and the answer is a week of spreadsheet work that's out of date before it's finished. Stock decisions get made per store. A fix applied in one store never reaches the other two. And the person holding it all together is you, in the gaps between everything else.
Hiring one ops person per store is absurd. Hiring one person to cover all three means finding a unicorn and betting the operation on them. The third option is this: one senior operator across everything, one set of numbers, and a documented handover so you are never dependent on any one person, including me.
What you
actually get
Every line below is a deliverable, not an intention. If it's on this list it's in the proposal, and if it's not on this list it isn't included.
Everything in the Fractional retainer, across up to three stores
Catalogue, stock, suppliers, support and subscription admin, run to one standard in every storefront rather than three private variations.
Consolidated cross-store reporting
One monthly pack: revenue, margin, stock and settlements across every store, reconciled and in plain English. The question that used to cost a week is answered on page one.
An SOP library, with your team trained on it
Every routine written down once and applied everywhere. New staff learn from the library, not by shadowing someone. The operation stops living in anyone's head, including mine.
A defined escalation SLA
What counts as urgent, who gets told, and how fast, in writing. When a store goes down or a gateway fails, nobody is composing a message asking who's handling it.
A quarterly business review
Ninety minutes on the quarter's consolidated numbers, what's working, what isn't, and the operational priorities for the next one.
Continuity you can actually verify
Every routine documented in the SOP library from month one, every account in your name, and a written runbook per market. Continuity here is a structural fact you can audit, not a person you have to take on trust.
Additional marketplaces
One marketplace per market is included. Further channels run alongside from R12,000 to R20,000 a month depending on channel and volume.
How it runs
So you know what's happening and when, and so nobody has to ask for a status update.
Takeover audit
Every store inventoried: access, apps, gateways, workflows, the lot. Scoped collaborator access set up per store. You keep the audit document even if we stop there.
Standardise
The SOP library starts, the worst inconsistencies between stores get fixed, and the first consolidated reporting pack ships. Usually the first time the total has existed on one page.
First quarterly review
Ninety minutes on a full quarter of consolidated numbers, and the operational priorities agreed for the next one.
The rhythm
Routines run across all stores. The consolidated pack at month end. Flags raised early. The escalation SLA sits underneath all of it.
What I need from you
The projects that run late almost always run late for one of these reasons, so they're worth reading properly before we start.
- Collaborator access to every store, gateway and shipping account in scope, held in your accounts, not mine
- One internal point of contact with the authority to approve changes across all stores
- Answers on escalated decisions inside the agreed SLA, it binds both of us
- Willingness to standardise, this works by making three stores run one way, not by preserving three sets of habits
- Notice of launches, promotions and range changes far enough ahead to plan capacity
What's not included
On the public page rather than buried in the proposal, so there's no argument in week five.
- Physical warehousing and 3PL contracts, coordination is included
- 24/7 or out-of-hours cover
- Unlimited scope
- Paid media management
What happens if you don't do this
Do nothing. The stores keep trading and the consolidated picture stays a week of spreadsheet work, so it gets produced quarterly, then rarely, then never. Decisions default to gut feel per store, and the operation stays exactly as dependent on you as it is today.
Go cheaper. A virtual assistant per store costs less on paper. Now you have three task-doers, three ways of doing everything, and nobody accountable for the whole. You become the integration layer, which is the job you were trying to give away.
Go smaller. If you run one store, this package is simply wrong for you, it's built around the consolidation problem. Fractional Ops Manager is the same senior operations work, sized for a single storefront, from R26,000 a month.
Hire in-house. At real multi-store scale this becomes the right answer, and the SOP library is written so an internal hire can take the operation over. For some businesses this retainer is the bridge to that hire, not a permanent state, and I'll tell you when I think you've reached the crossing.
Straight
answers
From R75,000 a month is serious money. What am I comparing it to?
What if you get sick, or disappear entirely?
I'm not handing three stores' admin access to one outsider.
Are the hours capped like the Fractional tier?
Can you run our Takealot or marketplace channels too?
Why a 3-month minimum?
Sound like
your problem?
One call, no deck. If this isn't the right package I'll tell you which is.