Tapco Uses MITS For Fast ROI

Tapco was founded in 1974 and has grown to stock the largest inventory of plastic elevator buckets and metal bolts in the world, some 900,000 buckets and 15 million bolts, out of a 95,000 square foot, on-site manufacturing facility in Missouri.

Prior to MITS, Tapco had struggled for years trying to get the right information to the individuals that needed it, as many of the company’s existing reporting tools would provide an answer but lacked drill-down capability as well as access to ancillary data. The IT department, managed by Brennan Radmer, found themselves frequently generating additional reports or manually exporting and manipulating the data in Excel, a time-consuming task that took his group away from other equally important responsibilities. “We needed a tool where anyone could easily drill down through the numbers and see the trends right away, without having to do a massive amount of data mining or report generation. This was a must for us.”

Tapco researched several solutions and one reason MITS stood out to Brennan was the breadth of information available through their easy to use UI. Brennan noted, “We needed a tool that had pre-made content like reports that we could put to use right away." Another feature that stood out to Brennan was MITS’ access to data. Brennan explains: “One of the issues we were having with our ERP was that it was reporting on territories, not sales reps. And so when an account would change territories, the historical data would stay locked in the old territory, making it extremely difficult to gauge how a territory was doing. MITS was able to provide the data in real time, going back upwards of 36 months. And if we made any changes, the MITS system reflected the changes without much assistance from IT."

Finally, all Tapco employees use iPads and Android phones to conduct business, and it was important for Brennan to find a tool that would not only run seamlessly across platforms, but also without install assistance from IT - or the cost of separate licenses for each device. Since MITS runs on a secure web-based platform, anyone with access to an internet browser could use the MITS system, anytime from anywhere. After consulting with the International Sales manager and ownership, Brennan was able to secure the decision to purchase MITS.

Tapco’s sales staff uses MITS daily to see who they are up with, as well as who they are down with, which is a critical point of focus for their company. “What is valuable with MITS is that they can show you exactly where the gains, or more importantly the losses, are happening in real time. Before MITS, we had ideas on where losses were occurring, but now we can pinpoint the downward trend with the account and take steps to mitigate or reverse it.”

To learn more, visit the MITS Newsroom.

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CRM Is Here to Stay: Evaluating Its Use with ERP

by Trevor B. Cain

The debate over whether the recession has ended may continue, but most industry watchers agree that conditions over the past two years have created a new climate in business – a climate where caution reigns, and increased customer service will be a key differentiator between competitors.

I hear almost every day from Activant clients and prospects that they need better tools and access to more accurate, real-time information in order to provide the increased level of service required to keep their current customers and attract new business. Competition is tough: a quote from one rep today could easily turn into an order for a competitor tomorrow.

The businesses I work with are distributors of wholesale durable goods. Wholesale distributors often run lean and mean – many times, without an outside sales force or the ability to be in front of every customer all the time. This does not exempt them from needing to create a competitive edge, however. Their field sales force has to be more proactive than reactive. They need to walk into a customer meeting armed with information: Quotes and invoices based on the last visit. Were there any new quotes? Any outstanding orders? Credit issues? Other problems?

Being aware of what is going on with an account has always been basic to customer relationship management (CRM), but in today’s climate, it’s a critical factor. As a result, wholesale distributors are looking for a better approach to CRM as they evaluate Enterprise Resource Planning (ERP) systems to run their business. For some, this is their first look at CRM, but others may be seeking to consolidate systems, searching for a more efficient alternative to maintaining two or more databases of information that often don't communicate with each other.

These stand-alone CRM applications can be quite costly to the midsize family-owned distributor. The functionality may be robust, but is it tailored to the specific demands of the distributor? Often, the investment has more function than needed.

When considering ERP systems for distribution, the question to ask in reviewing CRM functionality is: What does CRM mean to my business? Determining what CRM means to a distributor involves evaluating all areas of the business and their needs. CRM isn't just the customer relationship as it pertains to sales, but also accounting and value-added services, if they exist. Outside of sales, distributors also maintain relationships with their vendors. Without inventory and knowledge of availability, distributors would be dead in the water.

One approach to evaluating these areas of the business is to empower key employees from various departments to have a voice in what is important.

• Does the company have an outside sales staff? If so, enhanced CRM functionality could greatly increase their efficiency. This usually goes to their bottom line, which is what they are always watching.
  


• Do these field sales reps have laptops, smartphones, iPads? What tools do they need to have access to and from a system?
  


• Can your company automate workflow not only within the business, but also out to those reps in the field?
  


• Can the system generate automated tasks based on those important transactions that often require follow-up, such as quotes to the customer?
  


• Does your company get involved in larger bids with customers (i.e., it's not just a single quote, but multiple quotes under a larger opportunity that may linger on for months)? Is the company able to track these opportunities in order to generate a pipeline of what is to come in future months?

These small pieces of functionality will make the difference between being proactive or reactive. The bottom line is, to see both immediate and long-term effects of CRM, you should get buy-in from employees. Determining needs, uncovering key functionality and implementing are only half the battle. No matter what CRM system you choose, the ROI will come only if it is put to use.

Trevor B. Cain is an Industry Segment Manager at Activant Solutions Inc. Find out more about Activant at distribution.activant.com or call 1-800-776-7438.