Essex County Council (Essex CC) had been using the Respond system from Aptean since 2008 to manage inbound enquiries and complaints. However, as technology and the council's own processes evolved, the older version of Respond was struggling to meet the council's needs. The council needed greater clarity in reporting on the data within Respond, which the earlier version was struggling to support. A lack of Business Intelligence (BI) made it difficult for Essex CC to find root causes of issues and to take preventive action on them across the council. The council also had a requirement to publicly report on statutory complaints data, which was difficult to extract using the earlier version of Respond. The reporting process overall was a very manual one, including running different reports and then merging them outside of the system. The council also identified inefficiencies in the Quality Assurance (QA) process, which was manual and time-consuming, and left ample room for error. The council needed a simple interface which would display a user’s progress, as well as allow them to choose from a longer list of enquiry or complaint types that could be updated when needed.

Temple Street Children’s University Hospital, an acute Paediatric Hospital, was facing challenges in managing risk and promoting quality and safety within the hospital environment. The hospital's Risk Management Department had a broad remit dealing with issues ranging from standard patient queries, complaints and compliments to clinical and non-clinical indemnity liability cases. The hospital aimed to empower all staff to assume responsibility for contributing to effective risk management by reporting adverse incidents and complaints in order to improve the quality of patient care. However, the manual processes associated with incident reporting and logging complaints or requests for information were inefficient and time-consuming.

Litehouse Foods, a leading manufacturer of refrigerated salad dressings, cheeses, dips, sauces, cider, and freeze dried herbs, was operating under a paper-based system across their four production facilities. They were monitoring and recording metrics like downtime manually. Their existing system of record made the creation of reports difficult and offered little real-time visibility, causing them to overlook a substantial amount of downtime. At the time, Lithouse had over 400 downtime codes per line and an impression that they were operating at a much higher utilization and OEE than they actually were. It was this manual process that drove them to seek out a solution that would eliminate the need for paper, while simultaneously providing opportunities to optimize performance and eliminate errors.

Yale/Chase had some very specific challenges to solve with a new ERP solution. The primary need was to make sure that they could manage parts, sales, services and rentals in one system. On the rental side of their business, they needed a better view on their equipment availability tree so that they could better optimize booking schedules. On the services side, they wanted to make sure they could engage their technicians and get back accurate data and reports. They also needed to decrease the manual effort associated with stocking parts for consignment and service vans. From an operations perspective, they wanted to do a better job of optimizing preventative maintenance. Finally, they wanted to roll up their KPI’s so that the finance and leadership team had better insight into the performance of the whole business.

Equipment Depot, a trusted brand in material handling equipment since 1951, consists of five different independent operating companies located throughout North America. Each operating company has a different product mix and its own unique approach to its market. Its parent company, Pon Holdings of North America, had merged the operations of the five different business units under the Equipment Depot brand and started to work towards standardization of the business tools and processes used at each of them. Central to that effort was their plan to adopt a new ERP platform. They needed a software system that could handle the complexity of their operations. Replacing the software that runs an entire business is not an insignificant challenge. This is made more difficult when a company is replacing multiple vendor offerings and homegrown tools in one shot. Equipment Depot wanted to make sure whatever system they adopted was going to be future-proofed and based on a trusted brand in software.

Cardinal Carryor had been using a Unix-based software called MTA since 1978. However, the software company dropped support and subsequently went out of business. The legacy software wasn’t good at extracting information, making reporting difficult. The company needed a new software solution that could provide robust analytics and reporting capabilities. The employees liked the ease of use of the current software, but the lack of an audit trail and difficulty in understanding what was happening in the software made it necessary for a change.

British Airways Holidays (BAH) was facing challenges in managing customer feedback and complaints due to the limitations of their existing system. The company was unable to generate reports to identify trends or track suppliers’ performance. The previous system could not support feedback capture and handling on the scale required by BAH. The company needed a solution that could streamline processes, improve access to management information, and handle the increased volume of feedback in a consistent manner.

Before choosing JustFood, Madrona was using separate accounting and manufacturing systems to run its business. These tools operated independently of each other and meant that the systems had to push and pull data to meet regulatory requirements. Some of the crucial food manufacturing functionality that Madrona required, like lot coding, had to be traced and reviewed from outside the software, resulting in a lack of end-to-end visibility. Another issue Madrona was experiencing was the lack of food-specific functionality in its existing systems. Processes like lot coding, expiration date management, and quality control were extremely manual or required pulling multiple reports from different systems. Realizing it could not maintain its growth on its current platforms, Madrona began searching for a single solution that included the food-specific functionality it required to manage its operations.

The Original Cakerie's biggest challenge was the absence of a single, integrated system, which created data silos and a lack of overall data visibility across departments. TOC initially used many internally built applications to run its business (including Great Plains for financials), but these home grown systems were not able to sustain the company's rapid growth.

La Petite Bretonne, a food processing giant, was facing challenges with its manual processes for purchasing, production, packaging, distribution, and collection. The company was using a management system with handheld computers for distribution and another software tool, but these systems were not integrated. The company wanted to add value to their data integrity and use it to run analytics and create reports to develop winning strategies. However, the data was accessible to several users and could be modified multiple times a day, increasing the risk of human and data entry errors. The company also needed to optimize their processes for buybacks, purchase orders, and various quality control points.

Argon 18, a high-end bike manufacturer, was facing challenges in meeting customer demand due to the use of three different systems that lacked centralization and consistency. The company was experiencing issues such as errors, suboptimal customer service, difficulty in estimating delivery dates, and inefficient sales processes. The management team wanted to replace these systems with a single, customizable, and flexible ERP system that would allow them to focus on their business goals rather than solving office management issues.

Jacmar Automation, a retailer and designer of industrial electronic products, was facing challenges in optimizing their control over project costs and inventory management. They also wanted to expand their business online. The company was in need of a more efficient management solution that would provide better control over their data and save time. It was crucial for Jacmar to have a flexible system that could easily adapt to changes and potential modifications.

Pilot P.B., a company specializing in industrial equipment distribution, was operating with an in-house system that lacked flexibility and could only be maintained by one person. This system was not capable of supporting the company's future needs as it sought to become more efficient and profitable. The company was in need of an advanced management solution that was based on reliable technologies.

Les Dépendances, a company that imports and distributes fine cheeses, was facing operational challenges due to its growth in foreign markets. The company was previously operating with various small software and Excel files, which were no longer sufficient for their expanding operations. They needed an integrated system to optimize their operations and automate their work processes and procedures. The company was also preparing for a change in ownership in 2015, which required a more structured and automated system.

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.