team and client messaging in one window — next to orders and tasks
network procedures, instructions and notes — in one place and under the same sign-in
assignments by location with deadlines and control: who, what and by which day
how an order, the cash register, technician pay, team training and a franchise work — from the experience of the SneakNFresh network. we write what we've tested at our locations, with dates and no fluff.
Three pairs, each with its own job, technician and deadline, half paid at drop-off. How to manage an order in a shoe cleaning shop so it isn't lost between the counter, the workshop and the client.
I came into franchising as a partner, then bought out the trademark and rebuilt the network. Why franchises don't finish the financial model, why long-term money matters and what a business should look like.
A shared password for the shift, logins in a chat and a dismissed administrator who can still sign in. How to put access in order across a network of locations.
“Five percent of revenue” is unambiguous right up to the first month with discounts and refunds. Which number to base royalties on so there is nothing to argue about.
Orders in chats, revenue in a spreadsheet, pay in a notebook. Where to start digitizing a service business, in what order to go and where people usually stumble.
Cashback at pickup, levels, five auto-segments and mailings without repeats — how a location can remember a client before the client forgets the location.
A franchise is a way of working that can be repeated at someone else's location without you. Seven steps from a working location to the first franchise one, based on the SneakNFresh network's experience.
What should happen to a student from the first request to the certificate, and how much of that lives in the LMS. What matters when starting an online school and what can wait.
Twenty technicians, five locations, different rates everywhere, orders handed over in parts. How to set up technician pay by rates so that it adds up on its own.
Passing a test doesn't mean remembering. How to set up repeat checks after a week, a month and a quarter, and why practice matters more than a test on a screen.
A discount in the wrong unit, a lost time zone and technicians from thirteen locations at once — three places where a migration from an old CRM diverges from reality.
A certificate that sits in a folder is of no use to anyone. How to build certification levels in a service network so that each one opens new work and growth for an employee.
Badges don't teach anyone by themselves. What motivation psychology says: when progress, leaderboards and rewards help learning and when they hurt.
Why a nice turnover doesn't mean money in the account: how cash differs from turnover and receivables, and what royalties and pay should be calculated from.
The developer of ERP.Knopka on the five engineering decisions that trust in the number rests on: cash separate from turnover, location isolation, pay based on output.
An open LMS, a platform for online schools or a system built for your task: how they differ, which criteria to choose by and when each fits.
When one product is enough, when you need two and when all of them — and how to connect CRM, ERP and LMS so data isn't lost at the joints.
Where Knopka came from: ten scattered tools instead of one system — and what has changed since spring, when CRM and ERP went live on a real network.
The training is over, and a month later it's as if it never happened. The Ebbinghaus curve, spaced repetition and the testing effect: what to build into team training.
Regulations in folders and chats don't teach. How to put network training in one place: courses by role, quizzes, certification, certificates with QR, a knowledge base.
Why a margin “by eye” is higher than the real one, what the full cost of a service is made of and what to do with services that run at a loss.
Club levels, a card, the client portal and mailings — what makes clients come back and why cashback alone works as a discount.
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