Summary
TrainCommerce is how a provider sells training to an employer: a catalogue of what you offer, packages assembled from it, a priced proposal, and a link the client opens, reads and accepts.
It reads the CRM and the programme catalogue rather than duplicating them. What it owns is the proposal itself.
Who This Guide Is For
- Executives, owners and business development staff
- Administrators who prepare quotes
- Finance staff who need to know what was promised
Prerequisites
- Programmes captured, with real durations and delivery modes
- The employer as an account in the CRM
- A decision on your floor prices
Step 1: Build the Product Catalogue
Navigate to Training Sales → Catalogue.
A product is something you can sell: a programme delivered a particular way, an assessment service, an RPL process, a short course. Capture what it includes, what it costs you and what it sells for.
Warning: Floor prices ship empty. A product with no floor price will let anybody quote anything, including below cost. Set them before the first proposal leaves the building.
Step 2: Assemble Packages
A package bundles products for a common ask — “20 learners, one qualification, workplace component included”. Packages make quoting fast and consistent, which matters more than it sounds when three people quote the same thing in the same month.
Step 3: Draft the Proposal
Navigate to Training Sales, and create a proposal against the CRM account.
A proposal has sections — who you are, what is proposed, what it costs, what the client must provide, terms. Line items come from the catalogue. Options let the client choose between scopes without you writing three documents.
Step 4: Pass the Readiness Gate
Before a proposal can be sent, it is checked. Readiness asks whether you can actually deliver what is being proposed: accreditation scope for the qualification, capacity, facilities, staff.
This gate is the most valuable thing in the module and the most tempting to route around. Do not. A signed contract for a qualification you are not accredited for is worse than a lost deal.
Step 5: Send, and Watch It Being Read
Send to named recipients. They receive a link and verify themselves with a one-time code rather than a shared password.
You can see which sections were read and for how long. That is genuinely useful in a follow-up call: a client who spent four minutes on pricing and skipped the methodology has told you what the conversation is about.
Step 6: Acceptance and Handoff
Acceptance is recorded against the version accepted, so there is no ambiguity later about which document was agreed.
Accepted proposals hand off to delivery: the cohort, the enrolments and the invoicing follow from what was accepted rather than from somebody’s recollection of the meeting.
What Good Looks Like
- Floor prices are set on every product
- No proposal leaves without passing readiness
- Acceptance is recorded against a version
- The delivery team’s understanding of scope comes from the accepted proposal
Common Mistakes
- Quoting before setting floors. It only takes one deal to learn this expensively.
- Overriding the readiness gate. It is checking whether you can do the thing.
- Emailing a PDF instead. You lose acceptance tracking, version certainty and the read data.