Long Lever Intelligence 360·Fictitious example, real buildWant one built around your data? We’ll show you how
Back to Long Lever PartnershipsWhat’s possible in production
Everything on the other pages runs on fictional data, calculated by the platform. These are the capabilities the same foundation reaches once it is connected read-only to the ERP, the trade website and public business data: an analyst that never rests, forecasts you can argue with, and risks surfaced continuously rather than quarterly.
In production the platform still calculates every figure and the model still writes only words over them. Nothing here changes that boundary.
The ERP stays the system of record, the trade website stays the trade site. The platform reads both, and writes nothing back without approval.
Each capability lists what it needs. The pilot starts with the quick wins and the data already held; the major builds follow once the figures are trusted.
Claude as your analyst
The work that eats a commercial team’s week: pulling figures together, explaining them, and writing them up.
Plain-English questions answered by querying your data, with the figures and sources shown next to the answer.
“Why did fire margin fall in the North West last month?” Answered with the accounts, the order lines and the price changes behind it.
Monthly management commentary, KPI narrative and risks drafted in your house style, ready for edits rather than a blank page.
“Margin held at 28.4%, with CCTV down 1.8 points offset by a stronger fire mix.”
Call notes, customer emails, returns reasons and manufacturer notices turned into data and themes you can act on.
“12 returns mention the same camera model failing.”
A rep asks what to pitch tomorrow and gets an answer from live data, then has the follow-up email drafted.
“What should I pitch to ABC Fire tomorrow?” Answered with their gaps, their open quotes and the range to lead on.
Predict and price
Using history to decide what to hold, what to quote and what to buy — with the reasoning visible.
Sales and stock forecasts by product and account, with a written reason for every change rather than a bare number.
“Cameras +9% next quarter: three accounts adding branches and a seasonal lift in the South West.”
The price an account is likely to accept, per product, with the margin floor the platform will not let a rep break.
“This installer accepts within 2.1% of list on cameras. Quoting at 1.4% below list has won 8 of 9.”
Suggested purchase orders from the forecast, respecting lead times, supplier minimums and end-of-life notices.
“Raise 480 units of the 4MP dome: 14 days of cover, 21-day lead time, tier threshold at 500.”
Protect the business
The margin and credit risks that only surface once a quarter today, surfaced continuously.
Slowing payments, falling orders, Companies House filings and director changes combined into one score per account.
“Charge registered and payment days up from 41 to 63: hold the credit limit before the next order.”
Special prices never reviewed, overrides, carriage given away without a charge and small-order cost, quantified by account.
“£214k of orders last year carried a special price last reviewed in 2023.”
Duplicate accounts, wrong costs, missing categories and unassigned reps flagged and fixed before they distort a report.
“38 product lines have no category: £1.2m of sales currently sits in ‘Uncategorised’.”
Grow
Where the next £1m of trade actually is, and what to ask suppliers for.
Estimated demand from installers, tenders, planning applications and new builds, measured against Videcon sales by area.
“Berkshire: 340 installers, 62% buying elsewhere — the largest unworked county.”
Spend trend, rebate position, stock-outs and brand growth assembled into one page to take into a supplier review.
“Spend up 14% on last year; at this run rate the 3% tier is reached with 6 weeks to spare.”
Portal activity — kit lists built, designs submitted, leads claimed — read as a leading indicator of orders.
“3 designs submitted for care home fire systems, worth £180k, no order yet.”
Win and keep the suppliers
What a manufacturer gets from Videcon that a wholesaler counting boxes cannot give them: proof of what actually sold, and a scheme that pays for growth.
Sell-through by brand and category, the installers buying, availability, website demand and campaign results, assembled each quarter.
“Brand A: £24.1m sell-through, +14%, 41 installers buying, 96% availability, 12 new installers opened.”
For each brand, how much of its trade arrives as urgent top-ups, planned installs, service parts and van stock, and where it is leaking.
“18% of the brand’s category spend is urgent — that is the branch-stock conversation, not the price list.”
Personal targets built from each account’s spend with other suppliers, with a booster paid only on the families it buys elsewhere.
“£911k of retro, £2.5m of gross profit, £715k of the cost funded by the supplier tier it releases.”
Twelve reports that today take a day each to assemble. Each one is written from the same calculated figures, so the numbers reconcile between them.
What moved this week, the cause, the £ impact and the evidence, in plain English.
Gross profit per account after delivery, returns, credit and support time — not turnover.
Who has gone quiet against their own rhythm, and what recovering them is worth.
What each installer buys elsewhere, measured against installers of the same size.
What installers searched for on the trade site that the catalogue did not answer.
Where you sit against each supplier tier, and the run rate needed before the period ends.
Special prices never revisited, overrides and carriage given away, by account and line.
The cash tied up in ranges that are being discontinued by the manufacturer.
How the last forecast performed against what actually sold, by category.
Every closed action scored against the account’s trading afterwards.
Brand sell-through, installers buying, availability and website demand in one quarterly pack.
Retro paid against the extra trade each account delivered, and the target set for the next period.
Commercial definitions agreed, read-only credentials identified, and the questions the board wants answered written down.
The ERP and the trade website connected read-only, figures reconciled line by line, and the metric engine signed off by finance.
One region and its account managers, the action list and the weekly report live, with feedback gathered weekly.
Results measured against the agreed criteria, then a decision on national rollout and the next capabilities to build.
Four questions about how Videcon works today are enough to produce a tailored pilot plan, with the sequence and the success criteria written down.