One Stock Pool Behind Every Sales Channel
An online store connected to the same inventory, pricing and accounting as the rest of the business, with marketplace channels synchronised so you never sell the last unit twice.
Selling online stops being difficult at the website and starts being difficult at the second channel. One store is manageable. A store plus two marketplaces plus a Facebook page plus a Zalo shop means four places where stock is quoted and one warehouse that has to honour all of them, and the arithmetic fails quietly until a customer is told their order is cancelled.
The second difficulty is that online orders are high in volume and low in value compared with the wholesale business most Vietnamese companies grew up on. A process designed around sales staff confirming each order by telephone does not survive two hundred orders a day, and the cost of processing starts eating the margin that made the channel attractive.
iGlobal builds the online channel on top of the inventory and accounting you already run. Stock is one pool with reservations, orders flow into picking without a telephone call, and the marketplace listings are updated from the same source rather than maintained by hand.
Why multi-channel breaks
Overselling is the symptom everybody recognises. It happens because each channel holds its own stock number and they are reconciled on a schedule rather than continuously. Between two synchronisations, two channels can both sell the same last unit, and the apology costs more than the order was worth.
Price drift is the quieter version of the same problem. A promotion is applied on the website and forgotten on the marketplace, or a cost increase updates one listing and not the others. Nobody notices until a monthly margin report shows a channel selling below cost.
The third failure is fulfilment cost. Picking single-item orders with a process designed for pallets is slow, and slow is expensive when the order value is small. Companies often conclude that online is unprofitable when what is unprofitable is the way they are picking it.
- The same last unit sold on two channels at once
- Prices and promotions diverging between website and marketplaces
- Each order confirmed by a telephone call that does not scale
- Online margin unknown because fulfilment cost is not tracked
What the eCommerce solution covers
Store on your own domain
Product catalogue, variants, search and a checkout tuned for mobile, with the content managed by your team rather than through a developer.
Marketplace synchronisation
Listings, prices and available quantity pushed out and orders pulled back, with stock reserved the moment an order lands anywhere so overselling stops being arithmetically possible.
Vietnamese payment and delivery
Domestic card and wallet gateways, bank transfer with automatic matching, cash on delivery, and connections to the delivery providers you already use.
Fulfilment designed for small orders
Batch picking across many orders, packing verification by scan, and shipping labels printed from the system rather than from the courier's separate website.
B2B and B2C on one store
Logged-in dealers see their contract prices and credit terms while retail customers see list price, on the same catalogue, which avoids maintaining two storefronts.
Channel profitability reporting
Revenue, marketplace commission, payment fees, shipping cost and returns attributed per channel, so the profitability of each is a figure rather than a belief.
How we deliver it
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1
Channel and catalogue review 1 to 2 weeks
We look at which channels you sell on, how products are coded, and whether the catalogue data is good enough to publish. Product data quality is the usual bottleneck and it is better to know early.
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2
Store build and payment setup 3 to 5 weeks
Storefront, catalogue import, pricing rules, payment gateways and delivery integrations, tested with real transactions of small value before launch.
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3
Marketplace connection 2 to 3 weeks
Channels connected one at a time, each verified for stock reservation and price consistency before the next is added. Connecting all of them at once is how reconciliation problems become untraceable.
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4
Fulfilment tuning 2 to 4 weeks
Batch picking, packing stations and label printing adjusted against real volume, because the right process for fifty orders a day is not the right process for five hundred.
Who this is for
- Brands selling on their own site and on marketplaces at once
- Distributors wanting dealers to order online instead of by phone
- Retailers whose online stock disagrees with the warehouse
- Companies unsure whether their online channel is profitable
Why iGlobal
Stock is reserved, not merely reported
An order on any channel reserves the unit immediately in the shared pool. Overselling is prevented by the data model rather than by a synchronisation that runs every fifteen minutes.
The real cost per order is visible
Commission, payment fees, shipping and returns are posted against the channel, so a decision to stay on a marketplace is made with the full number rather than the headline revenue.
One catalogue serving both B2B and B2C
Dealer pricing and retail pricing coexist on the same products, which removes the duplicate maintenance that usually makes companies give up on dealer self-service.
The best balance of cost, quality, and service
No transaction fee on what you sell and no charge per sales channel, so growth in order volume is not a growth in software cost.
Three ways to do this, compared
| What you are comparing | By hand, on spreadsheets | Off-the-shelf software | With iGlobal |
|---|---|---|---|
| Stock shown across several channels | One figure copied by hand into each marketplace | One channel served properly, the rest updated manually | One stock pool that every channel reads from |
| Selling something you no longer have | Discovered when the customer complains | Less likely, if the sync interval is short enough | Prevented, because there is only one pool to sell from |
| Getting an order to the warehouse | Printed and carried across the office | Exported and imported, occasionally twice | The order is already sitting in the picking queue |
| Cost across three years | Hidden inside salaries, so it never appears in a budget | A predictable licence per user, plus the work it cannot do | Quoted per phase and reviewed with you before each one starts |
| Who holds your data | Scattered across files, inboxes and personal phones | On the vendor platform, exported on the vendor's terms | Your own database, exportable in full whenever you ask |
| When something breaks | The person who built the file, if they still work here | A ticket queue, often in another language and time zone | A named engineer in Hanoi you can reach the same working day |
The two middle columns describe approaches that genuinely work for some companies. Where they win, they win, and we have tried to say so.
What changes after launch
The first operational change is that order confirmation calls stop. When stock is accurate and reserved, an order can go straight to picking, and the sales staff who spent their morning telephoning customers to confirm availability are released to do something that earns money.
The second is that channel decisions become rational. Once commission, payment fees, shipping and returns are attributed properly, a marketplace that looked like excellent revenue sometimes turns out to be marginal, and a quieter channel with better margin deserves the attention it was not getting.
The third change shows up in the warehouse. Batch picking and scan verification typically cut the time per online order substantially, and because online order volume grows while order value does not, that per-order saving is the difference between a channel that scales and one that quietly caps out.
- Overselling prevented because stock is reserved on order
- Orders flowing to picking without a confirmation call
- True profitability known per sales channel
- Dealers self-serving instead of telephoning for prices
Frequently asked questions
Which marketplaces can you connect to?
The major Vietnamese and regional platforms that publish an API can be connected for listings, stock and orders. We confirm the specific platforms and what their interface actually supports during discovery, because capabilities differ and change, and a connector that cannot push stock in near real time is worth knowing about before you rely on it.
Can we keep our current website and just connect the back end?
Often yes. If your site is on a common platform, we can integrate it with inventory, pricing and accounting rather than rebuild it. Replacing a storefront that converts well is rarely a good idea, and we would rather connect what works than charge you to recreate it.
How are returns handled?
A return creates a receipt back into stock, a credit note in accounting and a record against the customer and the channel. Return rate by product and by channel is reported, which matters because a product with a high return rate can look profitable on gross margin and lose money in reality.
Will dealers really order online instead of calling?
They will if the portal is faster for them than a phone call, which means showing their price, their credit balance, their order history and real stock availability. Dealer portals fail when they are built as a form rather than as a tool, and then the orders come back by telephone within a month.
What if our product data is in poor shape?
That is the normal starting position and we plan for it rather than treat it as a blocker. We prioritise: the few hundred items that make most of the revenue get proper descriptions and images first, and the long tail is published progressively. Waiting for the whole catalogue to be perfect is how launches slip by a year.
Related solutions
Talk to a senior consultant, not a call centre
Tell us what you are trying to fix and we will tell you honestly whether we are the right team for it.