📌 Primer: In concert ticketing and ticket-proxy operations, information degrades as it moves between customer service, ticket grabbers, outside agents, and customers. A single badly formatted order message is often enough to send someone to the wrong platform, make them miss a deadline, cause a duplicate purchase, or trigger a dispute during payment reconciliation.
This article is a deep retrospective of the Order Management Mind Map that circulates inside the team, working through the organizational role split, the five order intake standards, and the four high-frequency after-sales scenarios.
🔒 Note on the technical implementation plan: The detailed engineering rework and technical implementation plan designed around this mind map (intelligent regex parsing for order intake, hard field gating, an after-sales profit-and-loss ledger, and an agent profit-sharing dashboard) is commercially sensitive delivery material and is archived in the internal encrypted plan library. An exclusive authorized password-free direct link is provided at the end of this article; authorized personnel can click straight through to unlock it.
1. Business Organization and the Three Role Groups
According to the Order Management Mind Map, the ticketing operation is divided into three settings: inside the company, outside agents, and end customers:
┌─ 管理员（财务账单 / 订单信息与回传 / 添加报价 / 添加话术 / 各项目情况）
┌─ 1. 公司内部使用 ──┤
│ └─ 员工（上传订单信息 / 上传财务信息 / 售后处理 / 查价系统 / 话术库）
│
│ ┌─ 徒弟班（7:3分润：售后 / 查价 / 话术 / 自己的代理 / 全部课程）
订单管理 ─────────┼─ 2. 代理使用 ──────┼─ 代理班（7:3分润：传单 / 利润分成 / 售后 / 查价 / 话术 / 代理课程）
│ └─ 会员班（5:5分润：传单 / 利润分成 / 售后 / 基础票务知识课程）
│
└─ 3. 客户使用 ─────── 下单
1. Administrator (the internal brain and risk control)
- Financial ledger: consolidates income and expenses, ticket-proxy fees, and cost accounting across all orders, and monitors overall gross margin and channel revenue.
- Order information and callback: centrally dispatches order status, matches it against ticket-grabbing execution results, and reports back to customers promptly.
- Pricing and script control: sets the floor price for ticket proxies and the markup rules for registration orders, and standardizes sales and after-sales scripts so frontline quoting doesn’t drift.
- Per-project status: monitors order volume, inventory, and grab difficulty for each show (artist/city).
2. Staff (frontline execution and follow-up)
- Order intake: enters proxy orders, account-login orders, restock-scoop orders, real-name registration orders, and paper/Hong Kong-Macao/international tickets strictly according to the format.
- Financial information sync: accurately records successful collections (proxy fee/full payment) and failed refund amounts.
- After-sales coordination: handles exceptions such as seat-map requests, customers refusing to pay the ticket balance, compensation, and refunds.
- Real-time pricing and script lookup: quotes from the internal price library and handles inquiries with standardized scripts.
3. Agent system (distribution, virality, and enablement)
- Apprentice tier (7:3 revenue share): top-tier agents, entitled to recruit sub-agents of their own (“their own agents”) and to take the full course catalog.
- Agent tier (7:3 revenue share): core agents, entitled to upload orders, share profits, coordinate after-sales, use pricing scripts, and take advanced agent courses.
- Member tier (5:5 revenue share): entry-level agents, entitled to upload orders, share profits, and receive basic ticketing knowledge training.
2. The Five Order Formats and the Standard Intake Spec
To make sure ticket grabbers execute correctly and customer disputes don’t happen, the mind map defines a strict text format standard:
| Order type | Standard format and key elements | Core business gate and special requirements |
|---|---|---|
| Proxy order | 【代拍】「城市」「明星」「日期」「票价」「张数」「姓名」「身份证」「电话（可选）」+「代拍费（阿拉伯数字）」（已付代拍费/全款） |
Special requirement: Is the customer also grabbing tickets? If the customer grabs on their own, a single platform must be named explicitly (Damai / Maoyan / Piaoxingqiu / Fenwandao / Bilibili / Ctrip / Douyin, etc.) to prevent duplicate-ticket violations. |
| Account-login order | 【上号单】「城市」「明星」「日期」「票价」「张数」「姓名」「身份证」「上号平台：账号」+「代拍费」（已付代拍费/全款） |
Special requirement: Who pays once the ticket is secured? State clearly whether it is “the customer pays (we only collect the proxy fee)” or “we pay (the full amount must be collected)”. |
| Restock-scoop order | 【捡漏】「城市」「明星」「日期」「票价」「张数」「姓名」「身份证」「电话」「截止时间」+「代拍费」（已付代拍费/全款） |
Special requirement: ① There must be an explicit cutoff time; ② a working phone number must be left; ③ whether the proxy fee and ticket price have been collected in full (collected / paid after a successful grab). |
| Real-name registration order | 【录入】「城市」「明星」「日期」「票价」「张数」「姓名」「身份证」「电话」「支付方式：闲鱼/支付宝/微信」已付「金额」 |
Special requirement: Full payment received up front, no refunds and no exchanges; the payment channel and the amount actually received must be stated. |
| Non-real-name tickets (paper/e-ticket) | 【港澳票】/【国际票】/【纸质票】「收货地址：收件人：收件人电话：」「支付方式」已付「金额」<br/>【电子二维码票】「姓名」「电话」「支付方式」已付「金额」` |
Special requirement: Paper tickets require all three shipping details (name, phone number, address) so the shipment can be tracked. |
3. The Four Typical After-Sales Scenarios
- Customer asks for a seat map: After tickets go on sale or are issued, the customer wants to see the exact seat and row; a dedicated person must follow up and leave a record, so that a missed reply doesn’t become a complaint.
- Customer refuses to pay the ticket balance: After a successful grab the customer declines to pay the remaining ticket price; this is a major risk-control scenario and should trigger a violation ruling and forfeiture of the deposit.
- Customer requires compensation: Compensation caused by duplicate tickets, delays, or a missed grab requires an accurate determination of who is liable (grabber / internal / platform) and a calculation of the payout amount.
- Customer wants a refund: A full refund of the proxy fee when no ticket was secured, or a refund due to force majeure; it must be approved on the admin side and returned through the original payment channel.
4. Internal Technical Implementation Plan (Encrypted Delivery)
For the business mind map above, the Haoyimei R&D team has already produced a complete system-level technical implementation plan (covering intelligent regex parsing for order intake, hard field gating, after-sales profit-and-loss balancing, and the design of the agent profit-sharing system).
Because the plan involves concrete engineering details, database field definitions, and commercial revenue-sharing rules, it has been archived as an encrypted plan in a separate internal secure directory:
- Plan name:
票务订单协同与管理系统 · 技术改造落地方案 - Plan path:
content/protected/ticket-order-system-solution.md - Access: restricted (identity authorization key required)
👉 The access key and dedicated link are no longer published with this article. Request the key
privately via Feishu, then open https://webkubor.online/share/ticket-order-system-solution/#k=<key>
to jump straight in.
⚠️ This article used to embed the unlock key in its body, which defeated the protection entirely. Removed on 2026-10-30, and the document body is now genuinely encrypted with AES-256-GCM (key never ships in the bundle or the frontend).
