|
|
 |
Starpoint Health
|
|
|
Starpoint Health was operating more than 15 separate QuickBooks installations. These solutions were not integrated and failed to provide comprehensive, inter-company
visibility for management.
read more... |
|
|
|
|
Talbert Medical Group
|
|
|
The company’s SAP-hosted accounting service was expensive,
relied on manual processes, couldn’t generate detailed reports,
and was being phased out.
read more... |
|
|
|
|
Tandem Management Company
|
|
|
Tandem Management sought an integrated long-term care solution that could help increase accuracy of clinical documentation, streamline billing processes, and ensure maximum reimbursements.
read more... |
|
|
|
|
OptiMedica Corporation
|
|
|
OptiMedica used QuickBooks, however it no longer met their
business and financial needs.
read more... |
|
|
|
|
Wesley Homes
|
|
|
Wesley Homes was not taking advantage of the full functionality of its Microsoft Dynamics GP
software, which sometimes resulted in time-consuming manual processes, inefficiency, and duplication of effort.
read more... |
|
|
|
|
Winona Health
|
|
|
Winona needed to integrate a complex network of payroll and
employee information and processes.
read more... |
|
|
|
|
Kawasumi Laboratories America
|
|
|
KLA used Microsoft Dynamics GP to track inventory and sales to meet strict government requirements, but KLA wanted support for managing the costs of the solution, administering the solutions and training new users.
read more... |
|
|
|
|
Frankford Hospitals
|
|
|
Frankford Hospitals’ previous MS-DOS based financial system lacked functionality and integration with other solutions which forced a heavy reliance on manual data input and paper based processes.
read more... |
|
|
|
|
Brookline Village
|
|
|
Brookline used several systems for payroll and billing, some of them nearly 15 years old. These software packages limited efficiency in many office processes and put then
organization at risk for outages.
read more... |