Wholesale Furniture Brokers, a 15-year-old company selling furniture to consumers and others in North America through various internet sites, was operating on QuickBooks Enterprise. The system was not connected to the company's websites, payment processor, invoicing, inventory, or shipping programs. Instead, a team of eight maintained the different programs, entering information into each one to log a sale or order transaction from initial entry through to shipping. The company also used Google Docs as its customer relationship management system. The system was highly inefficient, with employees unable to all log into QuickBooks at the same time and some processes causing the program to freeze or crash if too many employees were doing tasks simultaneously. The company's CEO, Sergei Tashlikowich, knew he couldn't grow his business on the existing technology, so he decided to look for an integrated platform that could help streamline operations.

Cottingham Ltd., a company that handles 80% of beer and spirit brands in Taiwan, needed a new ERP system following a merger with the Danish beer brand Carlsberg in 2012. The company had previously used ERP systems such as Sage ERP Accpac and SAP Business One, but recognized the need for a cloud-based ERP system. The decision to switch to a cloud-based system was driven by the company's decision to run their business using Apple’s Operating System instead of Microsoft Windows, and their decision to outsource their IT services. Cloud-based software often reduces the need for in-house IT infrastructure maintenance, making Acumatica an ideal fit for Cottingham.

PT. Sumatra Motor Indonesia (SMI) is an authorized distributor for Cleveland Motorcycle brand in Indonesia. They also sell merchandise/accessories, motorcycle parts, and motorcycle maintenance services. SMI was previously using ACCURATE Accounting software, but they were looking to upgrade to a flexible ERP system that would streamline their business processes from procurement to sales and finance/accounting, manage their sizable inventory (including SKU, part number, and VIN number), allow full mobile access for remote approvals, and manage both prospects and existing customer base.

PT Multi National Equipment (MNE) was previously running their business on Zahir Small Business Accounting software and i.scope CRM. However, they were in need of an integrated ERP system that could offer a range of functionalities. These included the ability to calculate pricing estimates in multiple currencies, manage the quote to order process, consolidate their shipment process, and consolidate their financial statements. The company was seeking a solution that could streamline these processes and improve their overall operational efficiency.

Devil’s Peak Brewing Company, a craft brewery based in South Africa, was facing challenges with their existing QuickBooks system. The system was not providing the visibility they needed across the business, especially regarding production and inventory. As the company expanded, their financial management needs grew. The basic financial software was not sufficient anymore. They needed a system that could handle the full financial and industry capability that they required.

Soundcast, LLC, a company that develops portable wireless audio devices, was spun off from its parent company in 2015. After the split, Soundcast could no longer use its parent company’s ERP software, NetSuite, and needed to find a new system that fit its budget. The company considered continuing with NetSuite, but found it to be too expensive. Soundcast's IT partner, Collins Computing, introduced them to Acumatica, which they found promising from the demonstrations they received. The company needed a system that was similar to the way they used to work with NetSuite, but also fit into their budget.

Opflex Technologies, based in Indianapolis, Indiana, manufactures specialized foam products that are used in a variety of applications, including water purification and sporting goods. However, the company's previous systems were manual and disjointed, effectively utilizing a cash basis of accounting. This resulted in lower margin transactions and hindered the company's ability to service higher margin products. The company needed a solution that would allow them to make strategic decisions on the customer base to service, determine product costs by SKU, and prioritize the customer base.

The Cesar Chavez Foundation had been running its financial systems on programs including Yardi, FundWare, QuickBooks and Excel spreadsheets. When FundWare started to reach its end of life, the Chavez Foundation sought an ERP that could handle multiple entities, automate payroll, provide financial insights, and was affordable for its multiple users. After rigorous research, they decided Acumatica was the right solution. The Chavez Foundation is a complex organization offering a broad array of educational, housing, property management and other services to Latinos through a number of entities in California, Arizona, New Mexico, Texas and Washington State. It also operates two non-profit radio stations and FERNI, the Farm Workers Educational Network Inc., a for-profit entity that operates six radio stations.

Consolidated West, a produce broker, was struggling with the inability to link its sales management software with its accounting software. This resulted in double data entry, leading to inefficiencies and frustration. The company initially used QuickBooks, but as the company grew, the limitations of QuickBooks became apparent. The company tried a new financial software, but it was antiquated and did not meet their needs, causing frustration among the staff. The software was more suited for growers rather than brokers like Consolidated West.

Hagar International, a rapidly growing nonprofit organization, was struggling with a mix of Peachtree, QuickBooks, and Mind Your Own Business accounting software and various Excel spreadsheets that couldn’t handle the nonprofit’s growing international needs. The organization needed an affordable, easy-to-use solution that could handle multiple currencies and divisions with ease. The software also needed to accommodate a complex General Ledger account structure, track Hagar’s many different programs, and provide rich reports. Hagar needed a financial system that supported fund accounting as well as traditional commercial accounting.

CASE, an international non-profit organization with offices in Washington, D.C., London, Singapore, and Mexico City, was facing challenges with its existing financial data management system. The organization was using Microsoft Dynamics SL (formerly Solomon) and QuickBooks, which were proving to be inefficient and difficult to manage on an international scale. The organization was considering sticking with Dynamics SL, or switching to SAP or Intaact. However, SAP was quickly ruled out due to cost, and Dynamics SL was deemed difficult to manage internationally. Intaact was also not a viable option as it was very similar to Solomon and did not offer the flexibility CASE was looking for.

Danforth Pewter had been running its manufacturing and retail operation for the past 24 years on the same software and hardware. The company's 65 employees used NCR Counterpoint's POS and Sage Platinum for Windows, two systems that weren't integrated, causing numerous headaches over the years. For example, quarterly inventory counts at the company's six retail stores were not very accurate and had to be done manually, slowing the pace of business to a crawl four times a year. The company needed a financial system that could handle AP, AR, inventory control, and manufacturing; integration with a retail POS system; and a better shipping solution. However, the company found that many ERP offerings were too expensive.

Tan Hiep Phat Beverage Group (THP), a leading beverage manufacturer in Vietnam, was facing challenges in managing its wide-reaching distribution network. The company needed real-time visibility and enhanced capabilities to better manage its network of more than 200 distributors in 64 cities and provinces across the country. The existing decentralized Microsoft Dynamics system was not providing accurate data, which were consolidated at the distributors’ end. The system was also cost-prohibitive as it required a server and client license for each THP distributor. There were also concerns with security and data integrity, as the same administrative password was used by its distributors for system access.

DDB Unlimited, a manufacturer of rugged enclosures for various applications, was experiencing rapid growth and needed to automate and improve processes across multiple locations and production facilities. The company was using QuickBooks for accounting processes and Profit 21 for CRM activities, with sales orders arriving via phone, fax, and email. Inventory and production processes were being tracked manually. Having separate systems for different processes created extra work including dual order entry, manual import and export processes, manual accounting, and offline reporting. DDB Unlimited decided to investigate an ERP system to streamline and automate these systems. The company implemented a Sage MAS 90 system but was unhappy with the fact that processes got slower and more confusing.

TH Milk, a leading producer of fresh milk and dairy products in Vietnam, was facing challenges with its outdated distribution and sales process. The company's sales force would gather at the distributors’ offices each morning to get their sales plans and then spread out to the retail outlets, physical forms in hand, to take orders and disseminate information. At the end of the day, the sales teams returned with orders that had to be entered manually at each distributor’s office. TH Milk would then consolidate the data from the 180 offices. This process was tedious and resulted in a lack of market visibility and salesforce compliance.

KFC Singapore, a leading restaurant chain in the country, was looking for an infrastructure that would serve as its accounting solution and provide workflow processes that could be used by all of its HQ employees from any device, at any time, from anywhere. The company was using JD Edwards Financial Management Module, but upgrading it to meet its expanded needs would have been too costly. A review of other solutions did not meet the expectations and budget of KFC Singapore.

Hi Spec Doorsets, a UK-based manufacturer of high-quality doorsets for the construction industry, was previously using a client/server-based system called EFACS. This traditional ERP package did not meet the company's expectations, particularly for the sales staff who had to wait until they returned to the office to update their leads, contacts, opportunities, or sales orders. This resulted in wasted time and frustration. The company needed a solution that would allow their sales staff to update information in real-time, regardless of their location.

Fixnetix, a London-based managed service provider for the global financial community, was initially using QuickBooks for its U.S. and UK operations. However, the firm quickly outgrew the software due to its limited functionality and slow processing speeds. The software was unable to handle the volume of data, causing frequent data errors and loss of customer accounts. It took over 30 minutes to run a financial report, and customer accounts would be lost at least once a month, causing major operational issues. The firm needed a more robust and reliable accounting system that could handle multiple currencies and subaccounts.

Caystone Solutions Ltd., a small but ambitious company, aimed to provide a variety of services to entrepreneurs and individuals globally. To achieve this, Caystone needed to operate with extraordinary efficiency and be able to easily manage growth. The company required an accounting system that could support its own business requirements as well as its clients’. The system needed to be customizable, support multiple currencies, and unlimited users. It also needed to provide both Caystone and its clients anytime, anywhere access from any web browser. Caystone required a system that wouldn’t necessitate a big—and costly—hardware infrastructure. And Bahamas-based Caystone needed the comfort of knowing its client data was stored locally.

Parallels, a rapidly growing software company with offices and subsidiaries in multiple countries, faced a complex set of business requirements for managing continued profitability. The company's rapid growth led to an environment with several different accounting systems, including Dynamics SL, Sage, QuickBooks, 1C, and Microsoft Excel spreadsheets. Each subsidiary utilized a separate chart of accounts and a unique reporting process. Managing a growing multi-national business such as Parallels required a centralized set of books and reports which could be rapidly created and distributed to key decision makers scattered across several geographical locations. At the end of each reporting period, each subsidiary closed its books, created Excel spreadsheets, and emailed the results to a central accounting group. The central accounting team manually compiled the spreadsheets and created a set of consolidated financials. The process of manually converting several sets of books with different charts of accounts was both time consuming and error prone.

Traveldoo Technologies, a corporate travel and expense management company, was acquired in 2011 by Expedia Inc. The company was based in suburban Paris and had about 25 employees. It relied on an outside accounting firm and a few Excel spreadsheets to handle accounting. This meant that Traveldoo didn’t have access to real-time financial data and was not able to manipulate or analyze data because only top-level data was delivered in reports. In late 2012, Rachid Ouaddour joined Traveldoo to head up the financial team at the company, which had rapidly grown into a mid-sized company. His first task was to find a flexible accounting system so he could bring accounting in-house. Mr. Ouaddour also wanted the ability to manipulate and analyze Traveldoo’s financial information and needed a system that could handle its travel suppliers, travel products and resellers of the company’s travel and services.

Triode Group Limited, a New Zealand-based company manufacturing parts for the electronics industry, was struggling with managing complex information as its business grew. The firm was using multiple spreadsheets, folders, files and even word-of-mouth to share information. To extract data on one job, they had to open something like five documents. None of the different systems they were using were talking to each other. This led to employees wasting time looking for parts that were not properly tagged, and would mistakenly buy parts the firm already had on its shelves. The problem just got bigger and bigger and it was a real nuisance. They realized they needed a proper system.

JAMIS Software, a company that provides ERP and labor tracking software solutions for federal government contractors, was facing limitations due to its aging system built on COBOL and the COBOL-based MCBA accounting system. The company realized that the dated technology was limiting the type and size of customer that would accept their solution. They started to rewrite their code using C# and Visual Studio, but they still needed a replacement for the accounting, job costing and billing components. They believed that by moving to a cloud-based solution built on newer technologies, they could target larger corporations and double the size of the company. However, they needed a contemporary technology overall to help them move to the cloud.

HAI Group's software division, Housing Systems Solutions, Inc. (HSS), started hearing from some of the 1,000 HAI Group Members about software challenges they struggled with. The challenges rose to a level where HSS felt it was worth doing the research to determine if there was a market for a comprehensive software solution for their Members. After market research to determine the gap between what housing agencies were working with and what their ideal solution would be, HSS concluded that they could indeed develop a solution that would benefit their customers.

JAAS Systems, a global supplier of manufacturing software, was looking to transition their Advanced Manufacturing Software (JAMS) from a client-server architecture to a web-based solution. The company believed that a web-based solution would be easier to deploy, reduce their clients' costs, and provide more flexible integration with modern cloud-based accounting systems. However, JAAS was concerned about the challenges of moving years of manufacturing expertise to a web-based environment and building complex accounting and inventory functions in a cloud environment.

M5 Software, a software development company, was facing limitations with Dynamics SL (Solomon) and other development platforms. The company was looking for a platform that could offer more advanced features and capabilities. The existing platforms were not evolving and were not meeting the company's needs. The company was introduced to Acumatica, a platform that was described as being more advanced than Solomon. After attending an Acumatica training for developers, the team at M5 Software was impressed with the framework and tools offered by Acumatica.

Global Beauty Care, a wholesale beauty product distributor, was facing challenges with its legacy financial system. The system was unable to accept digital orders or invoices, leading to manual data entry for every transaction. It also lacked connectivity to other applications and did not provide the agility the company needed to handle orders from large retailers. The lack of visibility into financials led to a lot of time spent on manual calculations, such as determining how much was owed to an overseas vendor, which often resulted in errors. The biggest challenge was processing orders from its largest customer, whose 40+ distribution centers placed orders every Thursday. The orders needed to be routed within a couple of hours, causing the entire company to halt other operations and focus on order entry.

Fidelux Lighting, an LED lighting manufacturer for commercial customers, changed its business model to sell through distributors and implemented a commission structure. This change required a better way to track and pay commissions, manage inventory, and new financial software to manage operations. The company was using QuickBooks, which couldn't handle the complex inventory and assembly and kitting requirements, or commission processing it needed. QuickBooks was not customizable, nor did it connect to other software, which meant Fidelux had to import and export data in and out of QuickBooks just to create standard financial reports and handle commissions.

R.A.S. Logistics Inc. was founded in 1998 as an appliance installation firm in Milwaukee, Wis. The company’s business changed dramatically just three years later when GE won the supply chain contract to deliver appliances for Home Depot. GE tapped R.A.S. to handle delivery and installation of its washers, dryers and refrigerators to Home Depot’s customer’s homes. As Home Depot grew, R.A.S. grew. Other large customers also turned to R.A.S. for deliveries, including Wayfair, Restoration Hardware and Mattress Firm, among others. Soon R.A.S. was delivering furniture, spas, mattresses and exercise equipment. The company grew from its single location to 21 locations, all east of the Mississippi. Today, R.A.S. is headquartered in Elkhart, Indiana. Each of the locations was a separate legal entity and as such an operational silo. Unfortunately, its financial system, QuickBooks, couldn’t handle the needs of what had become a more than $40 million in sales company. R.A.S. used a custom SQL database program to invoice its customers. It wasn’t connected to QuickBooks; information had to be manually input into QuickBooks. R.A.S. uses 200 to 300 independent contractors to perform the deliveries. R.A.S. used a third party to handle independent contractor payments, which added another manual layer of complexity. Further complicating payments to independent contractors was a program with Enterprise Truck Sales whereby R.A.S. would financially help the independent contractor secure its delivery truck, and then deduct the rental payments for the vehicle from the revenue of the deliveries. Ultimately remitting that payment from the independent contractor directly to Enterprise.

Hartzell Construction, a South Florida-based construction firm, was facing challenges with its legacy software, ProContractor. The software was difficult to use and failed to provide the insights, data, and back-office foundation the company needed. The company had to create manual workarounds for vendor and subcontractor approval processes, which were lengthy and prone to errors. The paper trail per project was often hard to reconstruct and reconcile, and as the company grew, so did the paper - mountainous piles and files eventually filled an entire room. The company was also frustrated with ProContractor's per-seat licenses, which were expensive and limited the number of users who could access the system at the same time.