RadComm Systems, a manufacturer and distributor of radiation detection systems, has been using Sage business management solutions since its inception. However, as the company grew, it found that relying on two separate software applications was leading to inefficiencies. Year-end reporting was time-consuming and difficult, and obtaining accurate work-in-progress (WIP) figures was nearly impossible. Often, the figures in the two systems were not in agreement, perhaps resulting from errors while rekeying the information. The company was seeking a more powerful, integrated ERP and manufacturing solution to streamline its operations.

SpecPrint, Inc. had been running its accounting on an AS/400-based package for years. However, the system had a major drawback as it couldn’t handle “coproduct” manufacturing—when two products are made from a single order. This was a significant issue for SpecPrint as many of their products, such as lawn mower hood decals, often consist of mirror-image versions for either side of the mower. These need to be tracked as separate part numbers yet manufactured from the same order. The weaknesses of the legacy system resulted in constant overages and duplicate shipping. The final straw came when the vendor stopped supporting the product. SpecPrint needed a replacement that was PC-based, integrated all manufacturing, inventory, and accounting functions, and most importantly, provided coproduct management.

Childcare Network, a network of private schools, was experiencing rapid growth and expansion. By late 1998, the company had been adding new schools so quickly that it outgrew its accounting package, Sage 100 ERP. The company discovered it needed an expanded chart of accounts, plus the ability to import transactions from the front-office systems at its various locations. Payroll had become unwieldy, too, due to the influx of new employees. It was clearly time to migrate to a larger, more sophisticated business system, preferably one that leveraged the power of SQL database technology.

EmploymentGroup (EG) was struggling with its legacy software which had been heavily customized, making upgrades next to impossible. The system was becoming unstable and unreliable. Files could not be attached to documents, and financial statements could not be produced in a timely fashion. The final straw came when the manufacturer was sold to another larger firm and began charging exorbitant amounts for maintenance. The company needed a solution that could automate its general ledger, accounts payable, and cash management functions. It also needed a system that could manage transactions between EG and EmploymentGroup Holdings, its parent company, which is responsible for the firm’s administrative expenses.

San Francisco Opera, a renowned arts organization, was facing a significant challenge in managing its complex financial operations. The finance department had to track and report revenues and costs of main stage productions, document costs of educational and other programs, and account for ticket sales, contributions, and other sources of revenue. Forecasting was a crucial task, as individual line items for each of 18 departments, 82 subdepartments, and 11 productions had to be budgeted at least three years in advance. The opera’s accounting structure was diverse and complex, with different requirements for each department and hundreds of separate accounts for specialized needs. The existing accounting package was outdated and lacked the sophistication to manage this tremendous volume of complex information.

Trican Well Service Ltd, a Canadian-based oil and gas service sector company, experienced exponential growth from $28 million revenues to over $182 million in just four years. This rapid growth led to the need for a robust Windows® NT environment, powerful relational database, and a full-featured business solution. The company's existing small-scale information and accounting systems were no longer sufficient to manage the increased scale of operations. The company needed a system that could handle all of Trican’s accounting needs, in addition to providing sophisticated reports and analyses for management.

United Way of Metropolitan Dallas (UWMD) is a nonprofit organization that raises and distributes charitable contributions for a diverse range of organizations. With revenues topping $50 million, the organization rivals many midsized companies in complexity. It not only funnels donations to local nonprofits, but it also has a capital fund, conducts campaigns for several other counties and government employee groups, runs a foundation to offset administrative costs, collects funds for various national campaigns, and distributes designated donations to target groups. Each activity has its own books and operates much like a separate company. The organization was in need of an advanced business system that could manage these complex operational challenges while providing a healthy return on investment. The new system would have to bring a hefty return on investment in improved efficiencies to justify the purchase price.

Westminster Savings Credit Union, one of Canada’s largest credit unions, was in need of a sophisticated and powerful financial management solution that could support both International Financial Reporting Standards (IFRS) and Generally Accepted Accounting Principles (GAAP) reporting. The credit union had been using another Sage solution, Sage PFW ERP, which worked well for the company for nearly 15 years. However, changing business conditions prompted a change in technology for the credit union. In addition, the credit union was faced with the mandate to produce its financial statements in the newer IFRS format. During the transition period, they were required to produce their financial statements in the existing GAAP format and in the new IFRS format. This necessitated a powerful and flexible accounting solution to help them meet this requirement.

As the new millennium approached, New Horizons faced several challenges. Each corporate-owned center used a different accounting package and handled accounts payable separately. Manual consolidation of financial statements had become an impossible burden as New Horizons pursued its strategy of buying back selected franchises. Leesa Dupree, financial analyst, was named project manager in the search for a new solution. Dupree evaluated several mid-market and tier-one packages, looking for an intuitive, scalable system that was flexible enough to meet the tough demands of a fast-growing technology firm.

Roxio, Inc., a leading software company specializing in digital media software, was in need of an advanced business management solution that could handle manufacturing, multiwarehouse, and multicurrency capabilities. The company was previously using the SAP business software of its parent company, Adaptec, Inc. However, when Roxio was spun off as a separate entity in May 2001, it required its own system. The company was looking for an Enterprise Resource Planning (ERP) system that offered strong customization capabilities. The system needed to be able to handle the multiple organizations and currency conversions of Roxio's various locations, each with its own sales organization, different revenue and commission structures, and unique tax issues if outside the United States.

Schwarzkopf, a hair care product company, was facing challenges with its mainframe system that was creating bottlenecks in order entry and processing, requiring excessive staff time, and hampering corporate growth. The company was in need of a system that was easy to use, flexible, and had the potential for future enhancements. The mainframe system was clumsy and hard to access, which led to inefficiencies in various departments including shipping, purchasing, and customer service.

Summerhays Music Center, a family-run business that rents and sells musical instruments, was struggling with the financial aspect of its operations. The company had thousands of customers making payments on instruments every month, creating a bookkeeping nightmare. The company's early efforts involved three stand-alone systems for rentals, general ledger, and point of sale. However, the lack of integration between these systems was causing inefficiencies. The company needed a robust, end-to-end financial system that could provide seamless integration with retail modules, enhance efficiency, and accommodate growth.