# Merchant-side software review: improve adoption before buying more

Keep the existing 100-seat scope while checking the five inactive seats and resolving the export issue. The original Skill's three tools report health 86.2/100 (green), churn risk 0.6/100 (low) and seven expansion suggestions. The expansion output is a vendor upsell model; it is not evidence that the store needs those purchases or would earn more revenue.

## What the account actually shows

| Measure | Supplied or calculated value | Merchant implication |
|---|---|---|
| Annual vendor subscription charge | $120,000 | Software expense, not merchandise revenue |
| Active / licensed seats | 95 / 100 = 95% | Five seats currently inactive; inspect intended use before cutting or adding |
| Prior seat utilization | 85% | Ten percentage-point increase; not a measured labor saving |
| Adopted modules | 3 of 5 = 60% | Identify why integrations and advanced reporting are not used |
| Module usage | Core 85%, analytics 60%, API 40% | Focus onboarding on a defined business workflow |
| Support | 2 open tickets, 18-hour average resolution, 5% escalation rate | These are snapshots; compare with the actual contractual SLA |
| Export issue | Formatting workaround; supplied ETA Nov 10 | Obtain a reproducible example and verify the eventual fix |
| Contract end | Dec 31, 2027 | 421 days from this run; no artificial immediate-renewal pressure |

Health dimensions are usage 91.6 (30%), engagement 82.0 (25%), support 78.5 (20%) and relationship 90.1 (25%). Their weighted sum is approximately 86.2. The prior overall score is 67; this is a model-score improvement, not measured commercial value. The field called nps_score is an 8/10 response under this Skill's definition, not an aggregate NPS of +8.

## Evaluate the expansion suggestions as possible costs

The scorer estimates $80,000 for a tier upgrade, $30,000 for 25 more seats, $21,600 for advanced reporting, $14,400 for integrations and $48,000 for each of three departments. Its sum is $290,000. These are model-generated potential vendor charges using generic assumptions, not a quote or a justified budget. Options can overlap and must not be blindly added to the existing bill.

At the current average $1,200 annual bill per licensed seat, five inactive seats represent a nominal $6,000 allocation. This is not guaranteed removable spend: minimum commitments, blended modules and contract terms may prevent proportional savings. Verify entitlements and the hiring/coverage plan before right-sizing. A 95% snapshot alone does not justify buying 25 extra seats.

## Thirty-day action plan

| Owner | Action | Due / success check |
|---|---|---|
| Workspace administrator | Review five inactive seats with team leads | Within 7 days; each seat has a named business purpose or a removal proposal |
| Operations process owner | Choose one order/stock reporting workflow and document the current steps | Within 7 days; baseline completion time and error count measured before training |
| Vendor support owner | Confirm the export defect scope and Nov 10 target | On the target date, reproduce the workflow and compare the exported fields with the agreed format |
| Team training owner | Run focused onboarding for the selected workflow using existing entitlements | Within 14 days; users complete the task and unresolved issues are logged |
| Finance/procurement owner | Obtain current tier, module and seat pricing with minimums | Within 30 days; separate optional expansion from existing contractual spend |
| Operations sponsor | Review utilization and workflow evidence | Day 30; retain, right-size or pilot a module based on evidence |

Do not promise the vendor's roadmap dates: no confirmed release commitments are supplied. The named export ETA is an input to verify, not a new guarantee created by this report.

## Vendor meeting agenda

Five minutes: agree on the merchant's order, stock and support tasks and the current $120,000 annual cost. Ten minutes: review active seats, inactive-seat intent and existing module entitlements. Ten minutes: reproduce the export issue and agree on an acceptance check. Ten minutes: discuss training and a bounded workflow pilot. Five minutes: request written renewal and optional-expansion pricing with an owner and follow-up date.

No labor-hours saved, order uplift or ROI was supplied, so the QBR deliberately contains no invented return-on-investment claim. The three original JSON outputs are retained for traceability, with their vendor-oriented revenue labels interpreted as possible merchant expense in this report. No account plan, seat count or subscription was changed.