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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 However, the team grew frustrated with the outdated software systems.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a wholesale distributor of household products, was facing operational and financial reporting inefficiencies due to its outdated Sage software.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.

J. Goodin is a manufacturer and distributor of fashion jewelry that needed an ERP system to manage sales orders, purchase orders, inventory, and accounting. The system had to be efficient in order to process a large daily volume of orders and customizable in order to support both current and future business processes. The new software needed to support several sales models including a make-toorder process as well as a make-to-stock process for distribution through several sales channels such as Amazon.com, jewelry wholesalers, and retail outlets. The company had previously used ERP software and a NetSuite solution, but found them lacking in speed, reliability, and support.

The Las Vegas Metro Chamber of Commerce, one of the largest chambers of commerce in the U.S., was using Sage for its accounting for over two decades. However, the manual upgrades for three entities took several days and often provided little in the way of new features. The Chamber ran Sage on an old server that mysteriously went down at odd times, rendering the accounting team idle for several days every few months. This became an issue when the server started going down every few months for a few days for no reason. Then it would be spotty and you never knew when it might go back down again; it was random.

The Macabe Associates, a leading reseller and developer of Sage Software, was facing the challenge of outdated business systems that were not tightly integrated. They had been using Sage applications for 28 years and the systems were retiring. Their CRM was not integrated with ERP, timekeeping and expense entry was a separate application, and technical support incidents required duplicate entry for billing. They wanted a single next-generation application that could run on any device, from anywhere, one that could meet customer service, sales, project management and finance requirements. They were not satisfied with the hybrid process of some client-server components and some web-based services offered by the new Sage applications.

Nebraska Vet Services (NVS) was founded in 1985 with one veterinarian, John Boucher, and his wife who worked as a receptionist in the office. NVS now has 8 veterinarians, 4 offices, and 20 employees. NVS provides small animal and large animal care and treatment, animal health product sales, and is involved in many veterinary and veterinary technician student externships. NVS also has a sister company, NVC Vet Supply, with sites in South Dakota, Wisconsin, and Iowa. With multiple offices, an ever expanding product line and growing inventory, and a varied client base with patients, product resellers and other veterinary clinics, NVS needed a better way to manage it all. Tana Jacobson, Office Manager at NVS recalls, “Our system simply wasn’t working for us anymore. We had outgrown it and we needed something that would work to help us manage the different branches and multi-location inventory issues.” NVS had been using veterinary-specific software for accounts receivable and inventory, and QuickBooks for the accounts payable and accounting side of the business. They needed a higher level of efficiency and accuracy from a single, integrated solution. It would need to manage the warehouse and inventory, provide inventory valuation accuracy, ease inventory tracking, and be robust enough to handle a large amount of data with room for expansion.

New England Tile, a tile and stone importer and seller, was facing issues with their server-based Everest ERP software which they had been using for 14 years. The server was dying and the company was constantly trying to patch it up. When they contacted Everest to upgrade, they found the prices had skyrocketed and were not satisfied with the level of support that would be provided. They started looking into other options, including NetSuite, but found NetSuite's user interface to be primitive.

Northline Express operates three e-commerce sites offering over 17,000 SKUs to their customers. With online competition growing, CEO Robert Cochran realized the need for a new solution to improve the ease of setting up new products and automating functions. The old system was not designed well for getting data in and out, and integrating third-party apps was almost impossible. The company spent three years searching for the right product to address its needs. The biggest requirement was that the new system had to integrate with the Magento e-commerce website and handle configurable items.

Open Mobile, a mobile telecommunications service provider in Puerto Rico, was using an outdated UK-based system inherited from its predecessor company. The system was inconvenient, lacked essential features, and did not offer connectivity with Microsoft Office. The company had no control over the system and had to rely on the vendor for even minor issues. They were looking for a system that would improve their accounting processes, enhance financial reporting and analysis, and increase data integrity.

P’kolino, a design company which focuses on smart play products for children, needed a solution to manage its entire product value chain—from tracking customer leads, to importing products, to managing customer orders. But QuickBooks, the accounting software it had been relying on for several years, could not match P’kolino’s rate of expansion. As business grew, the inconveniences piled up. Since QuickBooks was installed on every individual machine, it meant that every time there was a software update, each machine needed to be updated separately. As the business grew, P’kolino’s inventory expanded to fill three warehouses. “QuickBooks didn’t have the capacity and capability for tracking inventory across multiple locations,” says P’kolino Operations Manager Francisco Pardo. Also, because QuickBooks could not easily be integrated with other third-party software applications, P’kolino staff had to laboriously re-enter sales orders and other information, manually copying information from one platform to another.

As they formulated their business plan, the founders of PayWith were faced with a big challenge: how could they handle the large number of transactions and customers they envisioned without making a huge investment in an enterprise-grade ERP? While they initially used Sage 50 to handle startup basics like payroll and expense tracking, they knew they needed to find a cloud-based solution to implement their mobile loyalty marketing and data analytics products. They needed a system that could not only handle their first customer, but their 100th and 1,000th and the tens of thousands of mobile transactions they imagined as PayWith scaled. PayWith needed an agile system that wasn’t too expensive out of the gate, and one that could change with time as their business model became refined.

Pool Source LLC, an independent distributor of pool supplies located in Nashville, Tennessee, needed an ERP system to manage inventory, track prices, manage sales and returns, track customer accounts and receivables, and deliver profitability reports. They wanted to get up and running quickly without the need to purchase hardware or hire information technology staff to manage ongoing upgrades and maintenance requirements. Their existing point of sale solution was simple and easy to use, but it did not have the ability to manage complex pricing or link purchase orders directly to customer sales orders. To meet these needs and gain more control over inventory, Pool Source began investigating ERP solutions that could serve a broader set of needs.

PostcardMania, a direct mail company, was facing challenges with their existing system of QuickBooks and custom software to manage their financial and customer information. The growing complexity of their operations led to the realization that they needed an ERP system. The existing system was not holistic and lacked accounting features. The company also realized they needed to increase their efficiency, but they only had so many expenses they could cut before they wouldn’t be able to do their jobs. They were very data-oriented, in terms of how they track progress in every division of their organization. It took a lot of money and effort to get that data. So for them, upgrading to an ERP was a matter of becoming more efficient, growing the EBITDA (Earnings Before Interest, Taxes, Depreciation and Amortization) and profitability.

PracticeMax, a medical billing and practice management provider, was facing issues with its data management and financial reporting due to its rapid expansion through acquisitions. The company was relying on QuickBooks, which was unable to keep up with the growing demands of the business. The company decided to look into an ERP system and initially chose a system developed for oil companies. However, this system proved to be unsuitable due to its outdated platform and high costs for customization.

The Quantum Group, a producer of high-quality, custom-manufactured fabrics, had a complex corporate structure consisting of seven companies in three different physical locations. Managing this corporate structure without excessive software expenses was critical for Quantum’s business. They needed a solution that could manage general ledger, receivables, purchase orders, and payables functionality performed by several different individuals. The solution had to be accessible from any location without the expense and challenge of installing and maintaining client software. Prior to implementing Acumatica, Quantum used NetSuite to manage their financials. However, NetSuite didn't provide Quantum with the control they needed over their costs, support, or user licensing.

S&L Hospitality had been relying on outdated software, Yardi Property Management and Yardi Construction Management, which was not progressing with the company's needs. In 2011, S&L started to research their options and went with M3 Hotel Accounting for one of their hotels. However, it was not as customizable as they had hoped and had flaws with reports. In August of 2011, a fire destroyed the S&L Hospitality headquarters, forcing the company to scramble to put together an entirely new system.

S&S Activewear, a wholesale distributor of activewear apparel and accessories, was using a Telnet green-screen system to organize its business information. As the company's needs became more sophisticated and better technology became available, it decided to look for a more advanced system in a .NET environment. The company hired a consultant to evaluate various ERP options in the market, some of which cost several million dollars. However, none of the options, including big-name players like Microsoft Dynamics and BlueCherry, were found to be suitable. The company had developed its own inventory management system to manage the array of colors and sizes for every single style of clothing, and many other ERP systems were not equipped to do this.

Seaport Capital, a private investment firm, was using an outdated accounting system that was severely affected by Hurricane Sandy in 2012. The hurricane caused flooding in the basement of Seaport Capital’s lower Manhattan building, shutting off electricity to the 29-story building and the company’s on-premises servers. This resulted in the loss of access to their data for a week and had to operate by cell phone for two weeks. The aftermath of the storm revealed that much of the data in their main company was either corrupted, lost, or inaccessible, as was some of the data for some of their funds. The company was doing a substantial amount of their accounting in Excel and manually managing and allocating money among as many as 40 entities.