TH Milk, a leading producer of fresh milk and dairy products in Vietnam, was facing challenges with its outdated distribution and sales process.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.

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.

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 However, this system proved to be unsuitable due to its outdated platform and high costs for customization.

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.

ProPharma Distribution, a pharmaceutical distributor, was facing challenges with their existing system, Microsoft Dynamics GP and CRM. The system was complex and the different elements did not communicate with each other, leading to high labor costs for manual change management. They also faced issues with eConnect, which was added to pass orders from Dynamics CRM to GP to the warehouse. The company also had to manually track every medication for FDA Pedigree compliance, a complex and error-prone process. The legacy system eventually crashed due to a power surge, leading to data corruption and a complete shutdown of the company's operations.

Youngevity, a health and nutritional products distributor, was facing challenges in automating its accounting and distribution processes. With over 400 products, thousands of orders per day, and over 100,000 customers, the company needed a robust system to manage its operations. The company had six warehouses located around the world and required a system to deliver a centralized view of several product lines. Prior to Acumatica, Youngevity was using QuickBooks for financial management and an Access database for inventory. However, these systems were not providing a consolidation solution, out-of-the-box inventory management, multiple currencies, nor APIs to connect to Youngevity’s Genealogy System that manages client orders and relationships.

Caswell Inc., a small online retail company, was facing major issues with their existing business management software, Everest. The software was expensive, difficult to upgrade, and updates often led to several days of outages. The company was running as three separate online stores, and the software was not able to support multi-company operations. The breaking point came when the software's multi-company add-on product was no longer going to be supported. Caswell decided not to renew the software license and had just a few weeks to find a new solution.

OneMed Healthcare, a leading medical supply and equipment provider in Indonesia, was facing challenges with its homegrown ERP system. The system was initially designed to support a small company, but as OneMed grew from five to 15 offices, the program began to break down. The software couldn’t handle concurrent use by more than 150 users, security wasn’t good, and the program was limited. The program often crashed, and the company had to restart the server every two hours. On a bad day, the system was down for two to three hours. On a good day, it might be down for one to two. The home-grown ERP also didn’t have the functionality One Med needed. For example, to get a financial snapshot or reports, the company had to pay the developer, which was costly. It also took a few days to get the reports. The system didn’t have dashboards and was complicated and convoluted. In addition, while it offered basic accounting functions, it didn’t have a sales order process, just invoicing. The software also lacked the ability to assign access levels, so everyone could see sensitive financial information.

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.

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.

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.

smartTrade Technologies, a software company that develops solutions for investment banks, exchanges, and large hedge funds, was facing rapid growth across multiple markets and multiple currencies. The company needed an advanced financial management infrastructure that could quickly consolidate and make accessible the various accounting formats and requirements from each of its subsidiaries. They also needed a system that could easily visualize the cash flow of the group by up to a month. Prior to its decision to implement an ERP solution, smartTrade Technologies outsourced the accounting in each of its subsidiaries to local accountants. Once the monthly accounts in each subsidiary were completed, they were consolidated in Paris. This process imposed a certain delay to produce the monthly reporting.

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.

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.

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.

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.

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.

Target Enterprises had been using Microsoft Dynamics SL for all of its accounting since 1995. Over the years, the vendor identification system in Microsoft Dynamics SL became disorganized and hard to use. The original set-up became cluttered as more elements were added, making it difficult to find the vendor number needed to write a check. The system was not interconnected, making the process of finding AP info for a specific company time-consuming and cumbersome. The company needed a more streamlined and interconnected financial data management system.

xByte Technologies, a company that sells new and refurbished Dell servers and network switches, was facing potential disaster with their old ERP, Everest Software, running on end of life with Windows Server. The company's success is predicated on having highly-available, always-on technology infrastructure that enables them to deliver superior service. However, when company executives started noticing their ERP slowed down every afternoon, they knew they had to take action. They needed to move to a platform that was more futureproofed, and to an ERP that could automate many of their operations.

Exera, a security services company in Myanmar, experienced rapid growth from 150 employees to over 1,000 in just five years. This expansion necessitated a new way to manage its human resources and finances. The company had been relying on manually created spreadsheets, which were no longer sufficient for the scale of their operations. They needed a system that could automate business processes, integrate local tax and labor guidelines, and be flexible enough to add more functionalities as the company grew.

Bell and Company, an industrial and marine parts distributor, was using QuickBooks' Enterprise Edition to automate its financial processes. However, the president of the company, Dan Wilkins, realized that he needed more than a simple accounting package to run his small business and deliver superior customer service. The financial software lacked sophisticated reporting, dashboards, and didn't integrate with third parties, such as a CRM. The company was looking for an affordable Enterprise Resource Planning (ERP) system for small businesses that could provide automated communication with customers, sophisticated reporting, and integration with third-party systems.

Ray Allen Manufacturing, a leading manufacturer of canine equipment for military and police departments, was facing challenges with its legacy AS400 system. The system was not integrating well with its eCommerce software and was creating a new customer account every time there was an online order. This required manual consolidation of accounts, a time-consuming task. The system also lacked a manufacturing module, which meant the company had limited insight into production effectiveness, inventory levels, and manufacturing schedules. The company's strategy included future acquisitions and rapid growth, and they realized that new additions would be difficult to integrate with their legacy system.

The New York State Office for People with Developmental Disabilities (OPWDD) assists more than 128,000 individuals, acting as their fiduciary agent, or guardian, in managing their finances. About 2,000 people handle these financial management tasks, in more than a dozen locations around the state. For 30 years the agency relied on a state-created system called “Client Cash,” which required OPWDD staff to spend a large amount of time tracking and coordinating each client’s income and expenses on an outdated stand-alone character based PC. In addition, the OPWDD business office used software that didn’t communicate with the different systems used by the resident care providers or by the state’s facilities. The lack of connection between the offices and facilities was a key problem. The old system had no communication between the sites.

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.

Premier 1 Supplies, a retail and e-commerce company specializing in agricultural and farming supplies, was using an aging Sage MAS500 system for its operations. However, when credit card companies notified the company that it had to upgrade its payment software to remain compliant, CEO Ben Rothe began looking for a new B2C ERP system. The company's software was so old that no one knew how to upgrade it, and the cost of keeping Sage alive was estimated to be almost like starting over. Rothe wanted a modern, easy-to-upgrade solution from a provider poised for growth. He researched cloud-based SaaS software firms and considered a custom-made solution. However, he found that many B2C solutions only offered pieces of what Premier 1 needed.

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.

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.

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.