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J.U. Houle, a company specialized in plumbing and heating products distribution as well as municipal and industrial quality products, was facing a challenge with its existing computer system. The system was very limited at the functional level, lacked flexibility, and depended on one person for its maintenance. This system was unable to meet the future needs of the company, which aimed to increase its efficiency and profitability with a more advanced system developed with modern technologies.

Stelpro Design Inc. was facing a challenge due to its outdated UNIX-based customer computer system. The company was growing exponentially and needed more real-time reports to manage this growth effectively. The manufacturing operations required integration with a central application to access necessary information. Moreover, the company was under increasing pressure from clients to provide invoices via email. The existing systems were not equipped to handle these demands, leading to inefficiencies and delays.

Mondoux Distributions, a company in the manufacturing, repackaging, and distribution of treats and sweets, has seen significant expansion since the 1980s. Its activities are spreading across Ontario and the eastern provinces. However, Mondoux's old computer system was unable to provide the required information to make optimal decisions during their continuous growth. This system was limiting their activities and presented corrupted data issues. The company needed a solution that could handle their expanding operations and provide accurate, real-time data for decision-making.

Isolofoam, a manufacturer of expanding insulating polystyrene foam, has been in business since 1970. The company has experienced significant growth over the last decade, which has necessitated a refinement of its management processes. Previously, Isolofoam was using two different systems for management, which were plagued with bugs and data corruption issues. This resulted in a lack of available information on the company's activities, hindering effective decision-making and process optimization.

Distam, a company in the fasteners and trailer parts distribution industry, was on the brink of bankruptcy. The company's processes were disorganized, lacked sufficient controls, and were losing market shares. A new management team took over the business and realized that a transactional e-commerce portal was necessary for the company's survival. Additionally, the inventory management system needed a complete overhaul to ensure better profitability.

Since its inception in 2010, Ficodis, a group specializing in industrial distribution, has expanded its acquisitions in Quebec and Ontario. Through its 13 stores, the group offers a wide range of tooling, safety, cutting, and power products targeted at manufacturing businesses and service SMEs. To sustain its growth, Ficodis required an integrated management software tailored to its acquisition strategy. Effective inventory, purchasing, and sales management were crucial for their growth as a distributor. The SME aimed to harmonize its business processes, centralize its support functions (accounting and purchasing), and reduce data entry errors that affected its productivity. Lastly, it was crucial for the company to find a human-scale ERP provider to facilitate future collaboration and development requests.

Électrimat, a wholesaler and retailer specialized in electrical equipment, heating, and lighting fixtures, was facing technological challenges. The company, which was bought in 2011 by Christian Grenier and Mathieu Legris, needed a complete technological overhaul to track its results and profit margins better. The new owners aimed to breathe new life into the Quebec SME and further develop it. However, they needed a management software adapted to its activities as a distributor and retailer. It was also crucial for Électrimat to work with a local team and use an intuitive system in French to facilitate implementation and user adoption.

Author Solutions, a global leader in supported self-publishing, was facing a number of challenges with its internationally deployed on-premises business communications system. The company's IT department was struggling to mitigate latency during peak call times, maintain confidentiality and security for call recordings, and prevent callers from being abandoned in the IVR. Additionally, the organization’s agents had to constantly juggle their CRM and business communications tools just to deliver the most basic level of service. Supervisors couldn’t review customer reports without submitting support tickets to SQL experts and database administrators, and the infrastructure wasn’t ready for a switch to telecommuting.

A few years ago, TP Vision made the switch to the Salesforce CRM and wanted to find a compatible contact center solution that would allow its team to deliver a state-of-the-art customer experience globally, while strengthening performance and operational efficiencies. They needed a solution that could seamlessly integrate with their existing CRM, provide robust routing and reporting capabilities, and offer the flexibility and scalability necessary for their global operations.

Interstate Batteries, a privately-owned battery marketing and distribution company, was leveraging a legacy on-premise solution for their unified communications. This solution did not provide the kind of innovation and agility that the company needed to support its employees, both now and in the future. The company was in need of a flexible, unified communications experience for their employees, and a solution that could provide increased productivity and personalized, intelligent customer connections. The challenge was to find a solution that could integrate with existing applications, gathering all the relevant customer history and information into one single view.

Click Travel, a U.K.-based travel management company, was facing significant challenges with its on-premises phone system. The system was failing, leading to connectivity issues and hindering the company's ability to provide first-class service to its customers. The company has a geographically dispersed workforce, and the existing system was not able to handle this effectively. The company was also nearing the end of its contract with its previous supplier, adding urgency to the need for a new, reliable solution. The new solution needed to resolve connectivity issues, provide deeper insight into team performance, and be implemented within a tight timeframe.

As a global appliances manufacturer, Fisher & Paykel is committed to providing an excellent customer experience, but delivering prompt customer service across multiple countries in a consistent manner can be challenging. The company needed a fast and efficient way to reach its customers no matter where they are in the world. They were looking for a solution that could provide a seamless experience for their global customer base and close any gaps in communication.

During the COVID-19 pandemic, HotelBeds faced the challenge of transitioning to a remote working environment for their contact center and other personnel. This required an upgrade and migration of its telephony infrastructure to a single platform that integrated seamlessly with Salesforce. The company also had to adapt to new ways of conducting business, with many face-to-face visits being replaced by calls. Additionally, the nature of the calls was changing, with sales people now taking inbound calls from customers, which was not typically the case.

ZEISS Vision Care, a leading manufacturer of eyeglass lenses and ophthalmic instruments, sought to build a high-quality video-based service that would enable the best eyecare anywhere, anytime. The challenge was to integrate a human touch into this digital health experience, allowing eye care specialists to conduct exams and power the instruments from anywhere and support remote contact with the consumer/patient, from recruitment, scheduling, pre-exam anamnesis and data collection, through the whole remote optometric exam and expert consultation, to the final management of invoices and post-exam or post-sale consumer/patient care.

In the food and beverage industry, earning customer loyalty can be challenging due to the competitive landscape. The onset of the COVID-19 pandemic has further complicated matters, forcing brick and mortar businesses to digitally transform and learn how to communicate with customers in different ways, across new channels. As customer experiences move from simple connections to intelligent conversations and more immersive engagements, businesses are faced with the challenge of adapting to earn customer loyalty. Furthermore, as Como serves businesses in more than 30 countries, it needs to adhere to local regulations, particularly when it comes to customer communications.

StoryCorps, a U.S. nonprofit dedicated to recording, preserving, and sharing the stories of people of all backgrounds and beliefs, faced a significant challenge when COVID-19 shut down their in-person recording spaces. The organization needed a digital solution to continue their work and capture an oral time capsule of a historic moment. The urgency to develop self-service tools for recording stories outside of StoryCorps’ physical booths became paramount. StoryCorps recognized that a digital recording platform was the solution for capturing conversations between people who needed to be apart.

Bitpaper, an online collaborative education platform, needed a reliable, scalable way for participants to see and speak with each other in real time. The company had developed a 'whiteboard in a browser' that allowed tutors and students to write and draw collaboratively in a shared application. However, the missing piece was a way for participants to communicate virtually in real time. The company had previously used a vendor that provided an unreliable and unstable video solution, which was harming the company's reputation. Furthermore, the vendor did not offer the level of responsiveness needed in terms of support.

C&O Nursery, a 113-year-old, family-owned finished-tree nursery, was facing challenges due to the changing dynamics of the commercial fruit growing business. The industry was shifting from open varieties to patented varieties and higher density orchards. This meant that more trees were needed and growers were ordering as many as four years in advance. C&O Nursery was using Microsoft Dynamics GP for accounting and payroll, along with special inventory software based on Microsoft Access 97. However, the team grew frustrated with the outdated software systems. They were looking for a single system for inventory and accounting that could adapt to new ways of doing business, integrate its financial and inventory data and update other systems to accommodate the growth of its seasonal workforce.

Superprem Industries, a wholesale distributor of household products, was facing operational and financial reporting inefficiencies due to its outdated Sage software. The company was running four unconnected Sage databases across its four locations in Canada, leading to inaccurate inventory counts and difficulties in tracking invoices. The accounting team had to constantly enter data from outlying offices into a master file, spending two to three days a month on this task. The lack of connectivity also made it difficult for sales to access inventory or customer information, leading to inefficiencies and communication issues. The company needed a robust, cloud-based financial system that could provide better insight into operations and support its expansion into new territories.

Kensium Solutions, a custom software development company, was looking for a platform to develop an e-commerce integration with Acumatica, as well as various customizations for Acumatica customers. They needed a platform that was easy to use, flexible, and built on familiar technology. The company had previously worked on integrations with various products, including NetSuite, QuickBooks, and others, but found these platforms challenging to customize. The company was also looking to expand its services to support other partners, without competing with them.

Aditi Staffing, a division of Aditi Technologies, had to become a standalone entity after Aditi Technologies was purchased. This required the staffing division to hire a new accounting and administrative team and find an accurate accounting system. The company had been operating on Microsoft Dynamics AX, which was only an input tool and did not provide reliable information. Aditi Staffing's business model is non-standard, as it does not have inventory and relies on client-vendor management systems for invoicing and timekeeping. The company's entire revenue stream relied on a manual system with minimal visibility. The company also lacked visibility into its operations in Bangalore, India, and generating reports was a time-consuming manual process.

Aimtec, a global manufacturer of power supply products, was facing challenges with its existing financial system as the company grew. They were using SAGE Peachtree for accounting purposes and had developed their own software for warehouse management and supply chain management. However, these systems were not scalable and could not handle the company's growth. Additionally, they needed to consolidate their financial statements between Canada and Asia, and they had an issue with their accounting software being based on a single currency. The company also wanted to improve the connections for their employees located outside of the office, so they decided to look at using the cloud.

Biopelle, a skin care company, was using SagePro 100 for its operations. However, the production planning and forecasting in Sage was manual and tedious. The finance director had to manually enter data into Excel and create reports for the Operations Director. Creating a bill of materials was also a challenge as Sage pulled inventory from the wrong places and created negative balances. The outside sales team used Act!, which was slow to access data in the field. Without integration to the ERP data, the reps lacked valuable information when selling. To get needed information, reps had to contact the home office and request updates on their orders. Multiple reports were created in Excel and Adobe and emailed on a daily basis to keep the reps current. When Sage informed Biopelle that they would no longer be supporting SagePro 100, the company started looking for an ERP to fit all of Biopelle’s needs.

C&O Nursery, a family-run business in its fourth generation, had been using Microsoft Dynamics GP for accounting and payroll since 2008, along with a customized independent inventory system based on Microsoft Access 97. However, the outdated inventory system had issues and was not supported. The company wanted to integrate its accounting and inventory systems, but found that Microsoft Dynamics GP was inflexible and not suitable for the customizations required by their business. They needed a solution that could handle the specific needs of their agriculture business and provide better integration of their systems.

Demtech Services, a manufacturer of specialized plastic welding machines, was facing challenges due to the limitations of its accounting software, QuickBooks. As the company grew, it found that QuickBooks was unable to meet its needs, particularly in terms of financial controls and accountability. The software allowed changes to be made arbitrarily, without any financial controls or accountability, which was not suitable for a growing company. Additionally, as Demtech expanded its offices and added staff in the field, it found that QuickBooks was unable to meet its needs in terms of managing multiple warehouses.

Global Asset, an IT hardware asset management firm, was struggling with managing its inventory and financial data. The company was using a combination of QuickBooks and spreadsheets, which was inefficient and time-consuming. The company handles a large and complex inventory, with thousands of unique SKUs to track. The manual entry of data was taking up a significant amount of staff time. The company wanted to improve the speed and functionality of their inventory and financial systems, and also wanted everyone in the company to be working off one system.

Great Commission Publications (GCP) was facing significant challenges due to the inadequacies of their previous data management systems. The existing system was primarily developed for book publishers and GCP users had limited ability to retrieve financial and operational data. This resulted in long download times and often, the inability to retrieve a year's worth of information. The existing database system was often unable to print order confirmations for the warehouse, which resulted in orders not being shipped. This created a snowball effect of further issues in customer service and shipping operations. GCP also couldn't easily update its freight database files, a problem which had cost the business many thousands of dollars in lost freight billings in previous years.

Guardian SealTech, a provider of preventative and corrective services to oil and gas companies, was facing challenges due to its growth through acquisitions. The firm ended up with disparate financial and operational systems that were difficult to manage and consolidate. IT had to support nine different systems covering some 20 different regions, and managers were frustrated because they didn’t have insight into financial operations. The cost and efforts of managing these systems were unsustainable. The company needed a cost-effective, end-to-end integrated and scalable business system to simplify and automate data entry, work processes, and reporting.

IMG Enterprises, Inc. is a diversified organization with nearly 400 full-time employees and annual revenues surpassing $60 million. The company's operations include citrus farming, ornamental tree farming, and landscape construction. However, the complexity of IMG Enterprises’ operations led to a complicated IT situation. The company started using Solomon in the 1990’s and re-implemented Dynamics SL again in 2004. They also used 14 different programs in conjunction with SL, paying for maintenance on all of them. They wanted to bring in a manufacturing component, including work orders and material resource planning. However, they didn't feel there were many good manufacturing programs that worked with SL and could fulfill their needs.

IntraCoastal Environmental (ICE) is an emergency response and environmental services company that provides a total solution to help its customers contain oil spillages. The company operates around the clock, seven days a week, 365 days a year. ICE also offers a variety of base environmental and industrial services. To allow ICE to continue to grow in an industry that is governed by strict regulations around the handling and disposal of hazardous materials, it became clear that a company-wide resource management system was required to empower its employees in the field and manage its sizable fleet of heavy vehicles and equipment. At the same time, ICE had two sister companies still in their initial stages that would also require an ERP system to facilitate their further development. One, Vitalz, is a portal solution that serves healthcare providers and patients. The other, BizVibe, is a customer intelligence entity that collects customer experiences and feedback at the point of sale. Given the complex and distinct needs of each entity, ICE decided to invest in a system that would be sufficiently versatile to allow all three companies to grow organically and through acquisitions.