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Take Your Business To The Next Level with Comprehensive Financials

Consolidate Financials Across Acumatica:


Acumatica Fixed Assets Overview:


Avalara Sales Tax for Acumatica:
Acumatica Dashboards:

True Mobile Service with Acumatica Field Service Edition

Streamline all aspects of your service company with Acumatica Field Service Edition. Written within Acumatica cloud based ERP solution, this is not a bolt-on solution, but a core suite of your business software.

Known as “The Cloud ERP” Acumatica is the one truly mobile ERP solution, making accessibility from any device possible at anytime.

Acumatica Field Service Overview:
Benefits of Acumatica Field Service Solution:
  • Scheduling, Dispatching, and Call Center: Create daily  or weekly schedules automatically by geographical coverage area.
  • Google Map Integration
  • Mobile Service with apps for Andriod and Apple iOS (iPad), or with any web-browser.
  • Add unplanned Emergency Service Calls, and understand how the changes will impact your team and their planned routes and schedules.
  • Record all equipment installed and maintained at each customers site.
  • Service Contract Management
  • Warranty Management

Automate Your Distribution Processes With Acumatica

Acumatica Distribution Management Suite helps distributors manage all aspects of their business, including inventory management, warehouse management and purchasing. Streamline processes with integration to financial and customer management suites within Acumatica, thereby increasing customer satisfaction.

Acumatica Distribution Suite Overview:
Benefits of Distribution Management:
  • Increase Customer Satisfaction with real-time visibility of inventory, shipped orders, reorder quantities, and inventory costs.
  • Eliminate Order Delay with automated processing and shipping.
  • Manage Multiple Warehouses
  • Automate Your Purchasing Processes
  • Real-Time Reporting allows you to control costs

Four Ways to Overcome Hurdles That Kill Business

Business is all about encountering obstacles and how we deal with them. While these hurdles derail some people, others learn to tackle them with ease. Most obstacles can be completely avoided, but because of unmanaged feelings, habits and habitual mistakes we allow these stumbling blocks to become emotional thieves that steal away our time and energy. So, how do we not let these obstacles get the best of us and focus on our opportunities, thereby letting our business succeed? Here are a few strategies to help:

1. When it comes to people, listen to your gut!

Choosing the right people in business is vital. No matter if its your partner, an employee or a potential client. Usually your internal radar will tell you if a business relationship will work, but many choose to ignore this “gut” feeling because of personal feelings.  Surround yourself with people who will counteract your weaknesses not compound them.

2. Know the hazard of emotional pricing!

Know your worth, do not let emotion dictate your prices. When you start to lower your prices as a way to “compete” you will lose in the long run. By lowering your prices you lower your profit margin, and potentially put yourself out of business. Yes, as a new company it can seem like lowering your prices is the only way to win against your competitors, but in actuality you are hurting your industry as a whole and giving clients a skewed view of your worth. Stay educated about your industry and your competitors, find innovative ways to compete and do not be afraid to increase your prices over time.

3. Let go of what doesn’t work!

As business owners, we take pride in our products and services. Unfortunately, we can also find it hard to let go of a product or service that is not working. Often to sustain or achieve success you must abandon things that are not successful.  While it can be difficult to find the courage to walk away, if you don’t it can become a major obstacle. The energy you spend trying to make something work, that just isn’t working can be redirected to the right target. By redirecting this energy you can focus in the right direction with a new intensity, thereby allowing yourself to succeed.

4. Make frugality a company value!

It can be easy to spend like a Fortune 500 company when making big sale, but look past the exhilaration of your success and hold on to common sense. Even large companies like Microsoft asks its employees to spend company money cautiously. If Microsoft can do it, so can we.

Building a Marketing Juggernaut

In the article, Building a Marketing Juggernaut, the author Bo Burlingham reveals that the company, Aquascape has successfully created a quasi-franchise (Burlingham, 2003). The owner of Aquascape, Wittstock has successfully created a way for anybody to get into the pond business. Wittstock uses an excellent marketing strategy by providing “customers with whatever information, education, products, marketing materials, and technical support they need to have successful businesses of their own.” (Burlingham, 2003) Wittstock has successfully created what Michael E. Gerber identifies as the franchise prototype in his book E-Myth Revisited (Gerber, 1995). Wittstock establishes a foundation for others to be successful in the pond business, knowing that the majority of people will rely on many of his products and services. Wittstock is a prime example of how to implement a marketing strategy that works with his business by allowing him to work on the business, instead of in it (Gerber, 1995).

Click Here to Read the Full Article 

For Good Measure: Know How to Take Your Company’s Vital Statistics

In the article, For Good Measure: Know How to Take Your Company’s Vital Statistics, the author Crystal Detamore-Rodman recommends routinely analyzing the ratio between assets and liabilities to assess the growth of a company (Rodman, 2007). The profit and loss statement is instrumental in determining which direction the business’s cash is flowing. However, Rodman states the “cash-flow analysis is just a start.” (Rodman, 2007) Offering incentives to the slow paying customers may encourage them to pay quicker (Rodman, 2007). Providing excellent service to the profitable customers and firing the slow paying, non-profitable ones develops a more positive cash flow (Rodman, 2007). If a company has a limited supply of technicians, and an ever-growing customer base, the technicians may not be able to provide the excellent service customers expect. It may be a good idea to determine how many customers one technician can successfully service and limit the technician to that specified amount.

Click Here to Read The Full Article

Questions About Reporting, Business Analytics, or Fixed Assets? 

In a Pinch

In the article, In a Pinch, the author C. J. Prince discusses the different paths a business
can take to increase cash flow. Prince suggests that every business should operate with a pay-in-advance set of terms (Prince, 2008). Understandably, this is not always possible for every business. The main goal for any company is to have as many clients on the pay-in-advance model as possible. When changing the payment terms to reduce
the credit advance, it is always wise to be upfront about the change with the customer (Prince, 2008). If a customer is refusing to accept your terms and continually pays invoices after the due date, consider dropping them as a customer (Prince, 2008). Also, Prince recommends investigating a new company prior to extending a line of credit (Prince, 2008).