Onboarding a 20-Person Sales Team to gamitrack in One Week

Rolling out a field system to twenty people can fail in a very ordinary way: the software is fine, but nobody prepared the data, half the phones had no storage left, and the team lead was on leave. A one-week plan only works if every day has a clear output. Below is a schedule you can adapt. The tasks refer to real screens in gamitrack, and the numbers (twenty people, five days) are only an example.

Before Monday: decisions

Make four decisions on paper before the week starts.

1. Who is who. List the twenty people with roles: managers, salespeople, a delivery person, accountant. Decide who reports to whom.
2. How you sell. Direct to shops, via dealers, or both. This controls whether officers book secondary orders for dealers to fulfil.
3. Which area is first. If you cover several regions, choose the cleanest one for the pilot.
4. Who owns the rollout. One person with the authority to say "from Friday, we use the app".

Also ask every salesperson to confirm they have a working smartphone, enough storage and a data plan. Fix that now.

Monday: company data

Sign in as the owner and open the Guide page, which holds the setup checklist. Work through:

• Company settings: name, address, PAN or VAT details used on invoices, work week and holidays. Attendance depends on the work week and holiday calendar, so get these right.
• Branches: at least one branch where stock is held.
• Products and SKUs, with categories, units and prices. Create the price lists that apply to dealers, retailers and special accounts; see setting different prices for dealers and retailers.
• Opening stock per branch, entered as stock movements.

Do not try to enter every product on the first day if the catalogue is huge. Enter the top 80 percent by sales volume, and add the rest as they come up.

Tuesday: parties and people

Enter or review Parties: dealers, distributors and shops, with location. Parties carry geolocation and an approval workflow, so a new shop added later by an officer can be approved by a manager. If shop data is in Excel or paper books, see migrating from Excel and paper books for a practical approach.

Then invite the Team. Assign each person a role and a branch where relevant, and set personal commission rates or salaries only if you are ready; they can be added later but before the first month-end. Make sure managers can see the field pages and the accountant can see money pages, and nobody has more access than needed.

Wednesday: routes and a pilot

Open Routes and build the beats: an ordered list of stops per route, assigned to each officer. Aim for realistic loads. If one route has forty stops a day, the data will look like cheating even when it is honest. For territory ideas see redesigning territories with geofencing.

In the afternoon, train a pilot group of three or four officers in a small room. Cover:

1. Sign in with their email code.
2. Start day and the Today tab.
3. A visit: photo, closing stock, order or no-order reason.
4. Taking an order and collecting a payment.
5. Add outlet and expense claim.
6. End day.

Let them practise on three real shops nearby, not on imaginary ones.

Thursday: pilot day and fixes

The pilot group works a real day. In the evening, the manager sits with them and reviews Daily reports, Visits & flags and Orders. Common first-day issues:

Issue	Likely cause	Fix
Visit flagged outside geofence	Shop location was entered roughly	Correct the shop location
No photo flag	Officer forgot or poor signal	Retrain, keep photo mandatory
Missing products	Catalogue not complete	Add SKUs, update price list
Late start	Day not started at the first stop	Remind to start day at home

Fix the data, not the people, on day one.

Friday: everyone live

Train the rest in groups of five or six. People learn faster when a pilot officer demonstrates, so let them. Give every person a one-page cheat sheet with the six steps above. Tell them clearly what changes from today: orders are taken in the app, not on paper, and visits are logged in the app.

Send a broadcast to all staff in the afternoon with the rules and a contact for help. Broadcasts reach people as push notifications and appear in the inbox.

The second week: supervise

Go-live is the beginning. In week two, a manager should:

• review flags daily and talk to each officer at least once,
• compare officers' day summaries (calls, productive calls, kg) with their own targets,
• ask for three complaints from the team each Friday and fix at least one.

By the end of week two, ask whether anyone is still taking orders by phone or paper. If so, find out why. By week three, set Targets for the month and tell the team how commission will be calculated, as described in the month-end closing checklist.

A handout for managers

• Be visible the first week. Officers copy the manager's attitude toward the app.
• Never punish honest mistakes in the first week.
• Praise the best-quality day, not only the highest sales.
• Escalate repeated problems to the owner, with data.

Risks to plan for

Phones. Older devices with little storage and aggressive battery savers can stop background tracking. Test on the weakest phone during the pilot and have a spare device ready. Real-device testing of background tracking is still ongoing on our side, so treat the first week as a learning period and tell the team so.

Mixed channels. The biggest cause of failure is accepting orders both ways. Decide a cut-over date, say it out loud and stick to it.

Missing owner. If the owner is travelling, name a deputy with admin rights for the week. Decisions that wait three days kill momentum.

Over-configuring. Targets, schemes and commission plans are important, but none of them is needed on day one. Switch them on in the second or third week, once the basic order and visit flow is solid.

Pricing and further help

When the rollout is done, review whether your plan matches your team size on the pricing page. The Help centre has articles for each role that you can share directly with staff.