Control over how an independent dealer sells your product
Imona gives manufacturers a way to train, engage and measure the staff of an independent dealer network without a mandate, without a field visit and without a regional manager chasing completion.
New refrigeration range
- Range overviewInfo60 XP
- Energy class and running costQuiz100 XP
- Compare against last generationMemory game120 XP
- Redeem · 80 P
The person who decides whether a customer buys your product or the one next to it does not work for you. They work for an independent dealer, they carry your competitor on the same floor, and they will have left within eighteen months.
You have no line management and therefore no mandate
You can publish training. You cannot require it. Completion rates on a dealer portal reflect exactly that, and the dealers who need it most are the ones who never log in.
Turnover erases every launch
Product knowledge is built around a launch and then walks out of the door. Six months later the floor is explaining last year's range, and the staff who joined since have had no structured introduction to anything.
The competing brand on the same floor
A dealer employee recommends what they are confident explaining. Confidence, not margin, decides the first recommendation — and your competitor is running their own programme.
You cannot see which dealers actually know the range
Sell-out data tells you what a dealer sold. It tells you nothing about whether their staff could describe your current range, which is the thing you could actually fix.
7,500 active users across an authorised-dealer network
Beko gamifies product training, seminar and webinar attendance and overall training completion across its authorised-dealer network on Imona, with 7,500 active dealer staff. The aim is higher motivation and participation in the training the brand already runs.
Beko — 7,500 active users
7,500 active authorised-dealer staff, with training, seminar and webinar participation turned into progress they can see.
Metrics you already report, as actions people can take today
Channel measures are different from employee measures: you cannot track effort, only knowledge and participation. Imona maps what you can actually observe.
Certification coverage per dealer
Get your store to full certification on the current range
Dealer-level goal, so the dealer principal has a reason to push it internally
Pre-launch range readiness
Complete the new-range journey before the range reaches your floor
Released on the product calendar, so knowledge lands ahead of stock
New-staff onboarding time
Clear the induction route in your first three weeks
A defined path replacing learning on the floor from whoever is nearest
Campaign participation rate
Complete the campaign brief and log participation
Turns a trade-marketing email into a tracked action
Category attach / accessory sell-out
Learn the accessory pairing for the range, then attach on live sales
Knowledge task gates the live target
Active dealer percentage
Dealer-level streak for continuous participation
Surfaces the silent long tail your regional team never visits
| # | Dealer | Staff certified | Change |
|---|---|---|---|
| 1 | Dealer 1188 | 100% | +12 |
| 2 | Dealer 0942 | 92% | +8 |
| 3 | Dealer 1305You | 87% | +21 |
| 4 | Dealer 0771 | 64% | +3 |
A mentor for staff you do not employ and cannot visit.
The mentor tells a dealer employee which single range gap to close before the weekend trade period, chosen from the certifications that dealer's own floor is missing. No regional manager involved, and no assumption that anyone will chase them.
The mentor tells a dealer employee which single range gap to close before the weekend trade period, chosen from the certifications that dealer's own floor is missing. No regional manager involved, and no assumption that anyone will chase them.
Channel managers see certification coverage per dealer, which converts an unmanaged network into a visible one and shows exactly where a field visit is worth the travel.
For managers: Channel managers see certification coverage per dealer, which converts an unmanaged network into a visible one and shows exactly where a field visit is worth the travel.
What buyers in this workforce ask before they book
Dealer staff are not our employees. Can we require anything at all?
Imona does not depend on a mandate. Participation is driven by standing, progress and dealer-level competition, and it becomes measurable, so you can see which dealers engage and which do not. Beko uses this to lift participation in product training, seminars and webinars across 7,500 active dealer staff.
Turnover is high. We would be training people who leave.
Turnover is the argument for a structured induction route rather than against it. A new dealer employee currently learns from whoever is nearest; with an induction path they reach a known baseline in weeks and you can see when they get there. The programme persists even though individuals do not.
Our dealers carry competing brands. Why would they promote a programme of ours?
Because the dealer principal gets something they want: a visible read on which of their own staff are certified, and standing against comparable dealers. The competitive frame is dealer-versus-dealer, which is a rivalry that already exists and costs you nothing to use.
Dealers have no IT and no company devices.
Nothing is installed and nothing is provisioned. It runs on the phone the employee already carries. That constraint is why the platform is mobile-first rather than a desktop portal.
We operate in several markets and several languages.
The platform is multi-tenant and cloud-native on AWS, so market separation is a configuration rather than a second deployment. [NEEDS INPUT: confirm which content languages are already live in the platform UI]
GDPR — the data subject is a partner's employee, not ours.
That is the right question to raise early. The programme can run on pseudonymised participant identifiers with the dealer as controller for staff identity, which is the usual structure in channel deployments. The security page covers the architecture, and the specific controller/processor split should be agreed with your legal team before launch rather than assumed.
A controlled rollout, not a big-bang launch
Days 1–30
One region, one range
- Build the product-mastery journey for a single upcoming range
- Agree the participant identity model with legal and with a pilot dealer group
- Set dealer-level and staff-level standing, bracketed by dealer size
- Launch to one region ahead of that range reaching the floor
Days 31–60
Induction route and campaign layer
- Add the new-staff induction path so arrivals stop learning on the floor
- Turn trade-marketing campaigns into tracked participation missions
- Turn on mentor guidance targeting each dealer's own certification gaps
- Compare pilot-region certification coverage against the rest of the network
Days 61–90
Network-wide
- Extend to remaining regions and the full range calendar
- Hand journey authoring to your product training team via the AI Game Designer
- Set certification coverage as a standing channel metric alongside sell-out
Short answers for search and procurement
Can a manufacturer train independent dealer staff without a mandate?
Yes. Beko gamifies product training, seminar and webinar attendance and training completion for 7,500 active authorised-dealer staff, driven by dealer-level standing and training progression.
How does Imona handle dealer staff turnover?
New staff enter a structured induction route with visible stages, so they reach a known knowledge baseline in weeks rather than learning informally on the floor.
Does dealer staff need a company device?
No. The platform is mobile-first and runs on the phone the employee already carries, with nothing installed or provisioned by the dealer.
Book a 30-minute dealer-network walkthrough
Bring an upcoming range launch and we will show what readiness would look like for it.
- We use your metric names and your org structure, not a generic demo tenant
- You see the level map, the mission board and the mentor guidance for your workforce
- You get the security and integration answers in the same call, not in a follow-up
- 30 minutes. If it is not relevant in the first five, say so and we will stop.