Vaillant Group, a leading provider of heating and hot water systems, was facing several challenges with its existing call handling system. The company, which receives over 600,000 inbound calls annually, was dealing with limited inbound trunk capacity, poor integration with Salesforce, limited call recording storage, and manual outbound calling. These issues were affecting the efficiency of their 122-seat contact center and the quality of their customer service. Vaillant needed a solution that could improve their call handling system and integrate seamlessly with their existing Salesforce CRM.

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.

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.

AAA WCNY's transactional systems and manual processes did not capture member information or feedback effectively, which led to data inconsistencies and inadequate visibility into member needs. The organization was struggling to provide consistent and efficient member service due to these limitations. The lack of a comprehensive system to manage member relationships was hindering their ability to effectively serve their members and convert interactions into transactions.

Ahlsell, a leading wholesaler in the Nordic region, was seeking to implement a new CRM system. The company's primary focus is on electrical, plumbing, and HVAC supplies, tools, and equipment. The challenge was to find a system that would help its sales agents and sales managers achieve better alignment with senior management objectives. The company needed a solution that was flexible, easy to integrate with other supporting systems, and user-friendly.

The Alliance of Indiana Rural Water was facing a challenge with their member information management. They had their member information scattered across several databases. The member contact information and event tracking were in two separate places, making it difficult to monitor their most active members. The organization was using a home-built Microsoft Access-based database that could only be accessed at the office. This posed a significant challenge as it limited the accessibility of the data and made it difficult to manage and track member activities efficiently.

Bay Valley Foods, a leading provider of shelf-stable foods, was facing spiraling material costs and increasing competition in its private-label food business. The company needed to gain enough efficiency to increase capacity, streamline costs, and avoid unnecessary capital expenditures. The challenge was to find a solution that could help them achieve these goals without incurring additional costs.

Bergendahls Food, one of the larger retail trading companies in Sweden, was facing a challenge in their supply chain operation. The company, which operates in the Food, Fashion, and Home Deco sectors, needed a new real-time based supply chain operation to increase efficiency and delivery precision. The existing system was not able to keep up with the rapid growth of the company, which has 4,000 employees in six countries and generates a revenue of 1 billion Euro. The challenge was to find a solution that could modernize and automate their central warehouse, improving their overall supply chain operation.

Berner Food & Beverage was looking for smart ways to transform and grow its business. The company needed technology solutions to manage inventory and costing, and improve plant utilization. Approaching full capacity and with an ambitious 5yr growth plan, the company wanted to improve throughput efficiencies and reduce performance variances.

Hammond Group, a global chemical company with plants in the US and abroad, was facing a challenge. The company wanted to grow and maintain its reputation for customer care. However, it needed to cut costs from its operations while still focusing on its customers. The company was in need of systems that would help them achieve these goals.

Kramp Group, a distributor of spare parts for agriculture businesses across Europe, was facing challenges in improving customer service. The company was looking for a solution that could free up their staff's time to provide technical support and advice to customers. The existing system was not efficient enough to handle the distribution of 600,000 parts across Europe, which was affecting the company's customer service quality.

Lakeside Foods, a privately held private label food processor, was facing challenges in maintaining its industry-leading status due to escalating raw material costs and increased competitive pressures. The company identified high mechanical downtime levels and manual quality assurance processes as barriers to improved performance. Furthermore, Lakeside lacked actionable intelligence, which prevented plant personnel from identifying line problems in real time and taking appropriate action. This situation was detrimental to the company's efficiency and productivity, and it was clear that a solution was needed to overcome these challenges.

Litehouse Foods, the second largest manufacturer of refrigerated salad dressings, marinades, and dips in North America, was facing a significant challenge. The company was experiencing growth but was struggling to accommodate this expansion without incurring the prohibitive costs of infrastructure investments. They needed a solution that would allow them to scale their operations efficiently and cost-effectively.

Nanso, one of Finland's leading fashion companies, was facing challenges in meeting new delivery requirements from leading fashion retailers. The company was dealing with many manual routines that resulted in low productivity and quality issues. Additionally, Nanso was operating several different ERP systems, which further complicated their operations. The need for a more efficient and streamlined system was evident to improve their supply chain operations.

Tuko Logistics was facing increased competition in the Finnish market and needed a solution for voice-directed picking. Their old system had reached the end of its life, necessitating the implementation of a new, modern system.

Windsor Foods, a leading provider of frozen pasta products, was under great pressure from escalating commodity costs, particularly corn and wheat. In response, the company embarked on a number of cost-cutting efforts, including giveaway reduction programs, best-practice initiatives, and capital cost-saving efforts. However, these measures were not enough to offset the rising costs, and the company needed a more effective solution.

CNH's contact center agents face a significant challenge due to the company's history of innovation and consolidation. The support centers, located on four continents, must have expertise across thousands of products, models, and model years, hundreds of product categories, and a myriad of accessories. Furthermore, CNH must provide support for all these products in multiple languages to thousands of dealers spread across the globe.

Prior to choosing Aptean Respond, MyJar used several Excel spreadsheets to track and manage complaints. This process, although arduous, was bearable. Fast-forward to the present day and MyJar, having experienced rapid growth, have made the customer focused decision to enact a purpose built solution that supports their flourishing business. Storing data in numerous locations proved to be an inefficient logging system. Case handlers lost time searching for critical pieces of information and managers struggled to pull MI. There was no easy way of overseeing the team’s performance; recording information on many different platforms meant that human error and inconsistency were difficult to identify. MyJar needed a system that would match the quality of service they provided and began to look for solutions that would not only increase their efficiency, but also target training and prevent the reoccurrence of mistakes.

Liquidation Plomberie Mascouche, a company with over 20 years of experience in the plumbing sector, faced a significant challenge. Their old computer system was unable to provide the necessary information to make optimal decisions during their continuous growth. After two expansions, the company needed to integrate a solution that meets the new business challenges. The company's old system was not flexible, intuitive, or integrated enough to support their growth and improve customer service. They also needed to optimize their Material Requirements Planning (MRP).

Blue Clover Devices, an international company with offices in China and the United States, faced challenges related to conducting business in multiple languages and currencies. The company's purchase orders and inventory management were being handled by two separate systems that couldn’t even talk to one another. This lack of integration was causing inefficiencies and hindering the company's growth. The company was in need of a solution that could handle their global operations and improve their efficiency.

SPR Therapeutics, a medical device company specializing in neurostimulation technology, was facing challenges with their internal systems, including CRM, inventory management and quality management. These systems were disconnected, inefficient, and made poor use of critical data. The company was using an assortment of separate unintegrated applications, which led to disconnected silos of information and frustrating inefficiencies. One of the key components of the company’s quality management system was a simple document control application. Another significant problem for the young company was inefficient complaint processing. Handling complaints is an essential part of customer feedback, quality and compliance for any medical device company. Even though sales volume was growing, the company was falling behind on processing and resolving complaints. Complaints were tracked manually, which made it challenging to keep up with every detail.

Schleuniger, a global business selling to high-tech industries, was in need of a new accounting system that could be accessed by its four branch offices, including locations in Canada and Mexico. The company wanted to ensure high-quality customer service across all its locations. However, the small size of the branch offices made it challenging to invest in a costly wide-area network. The company needed a solution that would allow branch offices to access pertinent business information, make entries remotely, and receive performance just like on the LAN at headquarters.

Hubert Glass Oil Company, a fuel and oil distributor in eastern Texas, was facing challenges in managing its inventory. The company needed to ensure it carried the right mix of products in the right quantities to satisfy customers’ demands without overstocking. The company was using various tools and reports for making purchasing decisions, which was not efficient and did not provide accurate usage figures and forecasting ability.

Kasco, a distributor of BG Products, wanted to automate its sales force, which was 20 strong. When salesmen visit customers, nine times out of ten they have the required products in their van. It makes sense, therefore, to deliver an invoice at the point of sale—to avoid duplicate data entry at the head office and speed up the revenue stream. For ten years the company had been happy using Sage 50—U.S. Edition as its business software. But it needed an application that would integrate with the Route Management System (RMS) on its salesmen’s hand-held computers. Other BG distributors used an interface between Sage 100 ERP* and the RMS designed by Quality Data Products, a Sage licensed developer.

Overlake Oil, a family-owned business in its third generation, was seeking to adopt the latest technology to streamline its operations. The company had computerized its business operations in 1982 with a UNIX-based system. However, by 1988, it had outgrown this system and needed to upgrade. The challenge was to find an accounting package that could seamlessly integrate with custom petroleum industry software. The company wanted more people to have access to the system and to be able to interface with Word, Excel, and the Internet. The company also wanted a system that could support its growth without requiring more staff.

Avon Rubber was utilizing eight separate reporting applications to gather, analyze, and distribute its business data. Staff struggled to learn and to use the applications, thereby placing a substantial burden on the company’s resources. Employees were deprived of quick access to the data they needed to perform their tasks, and management to the data to make better, more informed business decisions.

Satellite Industries, Inc., the world’s largest supplier of portable sanitation equipment, was facing significant growth and global expansion which strained their system of disconnected business management applications. Financial reporting was a time-consuming and laborious process, with month-end closing often taking more than 15 days. The company was in need of a powerful, integrated enterprise resource planning (ERP) solution to enable it to better meet the needs of its growing operation. The company also wanted quick access to real-time information, not information that was weeks old. The company’s Sage business partner introduced Babcock to Sage Enterprise Intelligence, a powerful business intelligence tool integrated with Sage ERP X3.

Yard House Restaurants, an upscale eatery chain, was facing challenges due to its rapid expansion. The company had outgrown its original QuickBooks package by the time it expanded to a second restaurant. The operations became more dispersed, making it difficult for the IT staff to set up and maintain business systems in remote locations in several states. The company needed a solution that could handle its growing needs and provide centralized control over its operations.

The Wisconsin Early Autism Project (WEAP) was facing a challenge in tracking staff hours to prepare accurate paychecks due to the rotation of therapists and many of them working part-time. The organization was using three separate information systems - Sage 100 ERP, a custom SQL database, and The Medical Manager. However, none of these systems were integrated, leading to a time-consuming and error-prone process of data entry for billing, payroll balancing, and payroll system. The challenge was to integrate these separate information systems and automate business processes through one dependable platform.

Two years ago, Kerry Thornhill joined Colgin as CEO and vice president of marketing with a clear and ambitious vision. He wanted to transform the company’s perceived image in the retail trade from a small mom-and-pop operation to a large, dynamic, manufacturing firm. He dreamed of setting Colgin apart from the competition through technological sophistication and possibly even expanding to international markets. This would require embracing the latest software available at all levels so that Colgin could deliver added value to its customers. At the same time Thornhill hoped to improve communications with retail channels and offer all the services of a larger firm, including 24-hour customer support and service, seven days a week. With fewer than 20 employees, this was next to impossible using traditional methods.