Technology in Practice

Forrester analyst Duncan Jones published a research paper in February 2022 titled “On-Premises ERP: Should You Love It Or List It?” The title was taken from a popular reality television show that focuses on homes that people love but require maintenance. Should you continue to invest in them and renovate, or should you put them up for sale and purchase a new home? A similar conundrum exists in today’s ERP world. There are many options for Next Generation ERP platforms – what Forrester refers to as Digital Operations Platforms or DOP – that enable organizations to compete in today’s business climate with its uncertainty and blistering pace of change. But many organizations have made large investments into their current ERP technology and may not be ready for change. The User Perspective Wire machine manufacturer Schleuniger is one such organization. During the Net at Work-hosted webinar, “Love Your Legacy ERP, Or List It?,” Jones served as a guest speaker alongside a panel of ERP users, including Lia St. Armand, MIS Administrator at Schleuniger. St. Armand shared her experience with a legacy, on-premise ERP solution running on an Access database. “We’ve been with our ERP system for a long time. All of our users are familiar with it, they know the tables, they know the fields…[and] we have a lot of customized customer relations that we do. Our biggest thing is that we want to provide exemplary customer service, not just good or great customer service, we want to go above and beyond. So we have a lot of tie-ins to our ERP that will allow us to automate a lot of processes that would be manual.” While the IT department at Schleuniger is able to support the customizations of its ERP system, another ERP user panelist, ACD Distribution, didn’t have such extensive staff support. The Middleton, WI-based company is a distributor of toys, hobby gaming, board games and game-related merchandise. CFO Marilyn Maher reported that they had been using an unsupported ERP system and, after having a history of working with unsupported ERP and knowing the challenges associated with it, didn’t want to relive the experience. “We made a decision very early on…and we decided to just go ahead and move…because of its support and the feature enhancements we would get from it. And it has served us very well.” “At Net at Work, we do not believe that there is any one right answer. There is only the best answer for your organization and what you are going through at this moment.” -Doug Mow, CMO at Net at Work Know When to Go The panelists connected on a common goal, however. Both stressed the importance of properly serving the customer. Jones explained that ERP or DOP solutions should stand to meet the needs of customers through operational effectiveness, speed of service and customer experience. He also cautioned against the “temporary fix where really you need to change the underlying solution.” St. Armand echoed this sentiment. “If we were going to make a change, then it would need to be something that did more, that did it better. Not something that would take away from the customer service that we already provide,” she said. If you find that your current system isn’t helping you fulfill your customer promise, that’s when options like a Business Health Assessment or other analysis may be needed to help you map out your technology strategy to overcome existing shortcomings. “At Net at Work,” explained Doug Mow, Chief Marketing Officer with the company, “We do not believe that there is any one right answer. There is only the best answer for your organization and what you are going through at this moment…we just urge you to make that decision well informed and commit to it.” To learn how your organization can benefit from a strategic partnership with one of the leading technology consulting firms in the United States, contact Net at Work today.

While chemical companies have a well-earned reputation for product innovation, they’ve typically taken a more, well, traditional approach to technology. Less than half of chemical companies have a defined digital strategy or digital transformation roadmap, putting the industry behind many, if not most other sectors. Established companies in the industry often base their success on doing things in the ways that have always worked for them. But that approach is now too risky. Young startup companies are disrupting the market, leveraging front and back-office technology to drive new efficiencies and lean, cost-effective workflows. As a result, today’s chemical companies must reach a new level of functional excellence, leveraging technology to forge a sustainable path forward. Here are 4 places to start that journey. 1. B2B eCommerce is now a mandate Commerce has moved online. It’s a trend that’s impossible for chemical companies to ignore any longer. Way back in 2017, McKinsey research found that 85% of B2B chemical purchasers would prefer digital channels when reordering a product rather than interacting with a salesperson. It’s critical for chemical companies to provide eCommerce capabilities to their customers and their suppliers. Those who ignore the call will lose market share to their more progressive peers. 2. Business intelligence powers visibility In its Chemical Industry Outlook, Deloitte’s consultants point out that visibility is likely to become the most critical capacity for companies in the industry (including into costs and pricing) and that digital technologies are the essential enablers. Real-time information availability made possible by Business Intelligence (BI) tools, speeds and informs decision making. Management can use these metrics to build more effective business models to navigate process flows throughout the organization. Quick access to information surrounding sales, costs, customers, suppliers, production, and inventories not only has the potential to improve internal operations, but it may also constitute a competitive advantage by allowing informed chemical companies to pivot more quickly than their peers. 3. Improving the customer experience is good for the bottom line Like consumers everywhere, chemical industry customers’ expectations are growing. Customers expect personalization in their communications. They expect a company to tailor interactions to meet their needs. To understand the customer journey and anticipate customers’ needs, chemical companies will need to embrace technologies including Customer Relationship Management (CRM) applications and data analytics tools. However, unless organizations integrate their CRM applications with their ERP systems, the value potential is limited. Siloed CRM and ERP data obscures visibility and restricts the information flowing to all areas of the business. With integration, managers and their teams gain that 360-view of the customer relationship that is essential not only for promoting productivity, but for elevating the customer experience. Removing friction from the sales cycle elevates the customer experience, and that’s good for business. Deloitte research found that B2B buyers are 34% more likely to buy and 32% more likely to renew a contract with suppliers that master customer experience. 4. Document management supports sustainability efforts Chemical companies are feeling the regulatory pressure — and the preference — to incorporate more sustainable business practices. While chemical companies have opportunities to decarbonize in their product lineups and packaging, a simpler measure lies in adopting paperless workflows and document imaging. Easily-incorporated technology is available to minimize or eliminate paper across virtually every operational area — from electronic customer invoicing, accounts payable and purchase order automation, regulatory and quality assurance documentation, integrated credit card processing, and expense automation, to tracking product testing data. It’s a simple, intuitive step that should be a priority for every chemical company. The risk of inaction Technology is the primary driver of business today. Chemical companies cannot afford to wait before adopting the technology tools that enable and promote sustainability, commerce, decision making, customer experience, and sustainability. The risk of inaction is too great. Tech savvy startups and larger conglomerates are prioritizing technology investments, leaving the status quo companies behind. If you’re ready to learn more about the next-generation solutions we’ve referenced here, contact a member of our consulting team. We’re here to help.

Hello readers, today’s blog post is about a sizing tool for endpoints, specifically when creating a new one. The tool will generate a “worst case scenario” for folder size based on the saved folder information in the general parameters, folder function. We are going to take a brief look at how it works and generally just bring attention to the tool in case anyone wants to figure out how many resources they might need for a specific endpoint. This information can also be used if you are asked by Sage or your partner for the size of your Sage X3 folder. Before we begin… Some quick contexts first. For this example. Let’s assume we are using an all-in-one (aka single tier) environment on AWS, and it has regulated resources. And that we are using Sage X3 2022R2 (aka 12.0.30). Remember, this tool is based on the options selected in the folder creation, so there is a good chance that your results will be different than ours. So, let’s get to it… To start, you will need to log into Sage X3 as the ADMIN account. This will ensure that we have all the proper access to take a look at the tool and associated functions. You will also need access to the X3 Reference folder. If you do not have access to the ADMIN account, any administrator account with access to Folder function (GESADS) would be preferred. First you will want to log, then change the endpoint folder to the X3 folder. Then navigate to Setup, General Parameters, Folders (GESADS). Once the function loads, you are going to want to click the New button (+ button) and start creating a new endpoint folder. Note that creating a new endpoint folder does not actually create any file folders or SQL tables until you click the Validation button. Second note, DO NOT click the Validation button after you create the endpoint folder. You have to fill out all the TABs as if you were going to create a brand-new endpoint folder. Another note: We are not going to go through creating a new folder, if you want to test and see (like we are about to) you can copy the SEED demo folder. Once you have the endpoint folder created, you want to refresh the left list and reselect the folder. Like so… If you look on the right list under OPTIONS, you will see an option called Size. Click on it. If all goes as planned, you should get a spinning wheel and a size simulation popup which will process. This may take some time depending on your current environments resources and utilization and folder creation selections. When it finishes, it will generate the following grid information. The important part of the popup is at the bottom where it shows you the total size of the calculated space (the Tables, Indexes, and Overall size appear in MB). The grid itself shows the table-by-table breakdown based on the folder options selected. Note that your numbers will most likely be different than what you see in our screenshots (unless you used the SEED folder for testing then is should be the same as above). So, based on the SEED folder (with average usage), we would expect it to be about 5GBs of space on the server (both in SQL and flat file). And that’s really it, pretty simple. Just remember, this is an estimated calculation and should not be used as exact values. Its more or less a way to have an idea of expected resource needs. If you have any additional questions about the using the folder sizing tool in Sage X3, please reach out to your Account Manager or contact us. NOTE: Content for this blog post was originally posted by Chris Hann on Sage City, June 13, 2022.

Chemical companies need to prepare for the return of an excise tax on chemicals produced or imported that hasn’t been in effect for nearly 30 years.  In January 2022, the IRS published Notice 2021-66, related to the Infrastructure Investment and Jobs Act (“IIJA”), which revives the excise taxes imposed on certain chemicals—previously known as the Superfund Chemicals taxes. Prior to their expiration in 1995, the Superfund chemical excise taxes were used to fund the Hazardous Substance Superfund. Expenditures were administered by the Environmental Protection Agency and used to clean up hazardous waste sites around the United States. Reinstated, the Superfund excise taxes will apply to a long list of chemicals and chemical-containing substances, effective July 1, 2022 . Chemical companies will need to brush up on the body of excise tax law and IRS guidance. They will also need to undertake a detailed review of the chemicals they manufacture or import for sale or use, as well as the chemical composition of the products they import, to understand if a product is subject to the Superfund excise taxes and, if it is, how to timely report and remit tax or register for an exception. Superfund Excise Tax on Chemical Sales The return of the Superfund excise tax on chemicals affects taxpayers that manufacture, produce, or import certain chemicals, as it imposes an excise tax on the sale of 42 specific chemicals listed in Section 4661 of the tax code, including ammonia, butane, benzene, mercury, and other common products. Any manufacturer, producer, or importer that sells or uses them must pay a per-ton tax of $0.48 to $9.47, depending on the chemical. There are some exemptions, such as the use of methane or butane for making motor fuel, the use of some chemicals to produce fertilizers, and substances derived from coal. Superfund Excise Tax on Importers of Taxable Substances For importers, the IRS listed 151 substances a taxpayer intends to use or sell as subject to the tax but only if the weight of the substance contains 20% or more of a taxable chemical. Among those substances are ones with common consumer uses like glycerol and butanol. Compliance with the reinstated tax will likely require taxpayers’ tax advisers to work closely with operations and procurement departments. Reporting Requirements Reinstatement of the Tax is projected to bring in an additional $14.5 billion over the next 10 years. Taxpayers subject to the new Superfund chemical taxes will be required to report on Form 6627, which must be filed together with the Quarterly Federal Excise Tax Return (Form 720). With these taxes due to take effect on July 1, 2022, taxpayers are responsible for compliance beginning with the Q3 2022 filings due October 31, 2022. Penalties and interest may apply for late deposits, ranging from 2% to 15% depending on the number of late days. A late filing penalty may apply for the failure to file a Form 720 of 5% per month of the amount due, up to 25%. New Functionality for Sage X3: Superfund Excise Tax Calculations Net at Work has introduced new Sage X3 functionality for companies impacted by the Superfund Excise Tax. This new functionality not only manages the accounting for Superfund but can easily be extended for other surcharges or rebates based on weight of product. Net at Work’s Superfund Excise Tax solution includes: Product Master Supplier and Customer Surcharge setup Purchase and Sales Invoice element product surcharge setup Product/Customer waive surcharges Product/Surcharge/Customer waive options Product/Surcharge/Customer markup options Product/Surcharge/Customer custom pricing options Surcharge override and recalculation at Sales Order Recalculation based on shipped/received quantities and amounts Product Surcharges available at Sales Order, Deliveries, Customer returns, Sales Invoice and Credit memos. Product Surcharges available at Purchase Order, Receipt, Supplier returns, Sales Invoice and Credit memos. Product Surcharges available at automatic delivery and invoice generation. To learn more about Net at Work’s new functionality for Sage X3 and how it can help your company remain compliant, please contact us, or reach out to your Account Manager directly. For more information about the Superfund Excise Tax please see: H. R. 3684 – Infrastructure Investment and Jobs Act IRS Notice 2021-66 Previously recorded webinar by KPMG: Superfund Excise Taxes – They’re Back! NOTE: Portions of the blog post were originally posted by Chris M. Hunter with Jackson Kelly PLLC on May 16, 2022 as well as by Mayer Brown LLP on March 10, 2022 for Bloomberg Law.

Embracing technology creates a culture that attracts and retains the best and brightest The American workforce — and its employers — has undergone transformational change over the past two-plus years. The chemical industry has felt the effects of these changes more than many other industries for two fundamental reasons — an aging employee base and difficulty recruiting top new talent. This combination represents an existential threat to chemical companies. In response, they must double down on their approaches to growing and retaining a skilled workforce capable of keeping their organization competitive, agile, and profitable. In addition, they must leverage and extend the vast knowledge mature workers hold. Here we consider the state of the chemical industry workforce and how leading chemical companies can unleash the power of technology to win the talent war. Apparently, 44 is old The US chemicals industry employs some of the oldest personnel across all sectors. In 2019, the median age of the chemical industry’s workforce was 44.6 years, compared to 42.3 years for the total US workforce. If it makes you feel any better, farmers lead the pack with a median workforce age of 56.8 years. School bus drivers and judges are numbers two and three on the seniority list. Judging by those numbers, it’s hard to think of 44 as old, but the disparity in the average age is worrisome for chemical companies. As much as 25% of the industry’s workforce will be eligible to retire in the next five years, potentially leaving 106,000 jobs unfilled through 2030. Compound that with the fact that statistics from the US Bureau of Labor Statistics indicate that the chemicals industry experienced 17,500 job cuts or 2.1% of the entire workforce during the pandemic. In addition, there’s a massive shortage of STEM (science, technology, engineering, and math) workers — the lifeblood of the industry. Fewer younger skilled workers are entering the chemical industry, opting instead for tech companies. But there is light at the end of the tunnel. Plug the brain drain One way the chemical industry can score points in the battle for talent is to actively retain and recruit older workers. By 2029, the Bureau of Labor Statistics predicts that those 65 and older will comprise nearly 10% of the US workforce — a 55% increase from 2019. The pandemic accelerated the retirement plans of many older workers, but new research indicates that many may now be “un-retiring” and looking for work. An estimated 32% of workers aged 62-71 that previously retired have now rejoined the workforce. This could represent a real opportunity for chemical companies to capture a tenured and skilled demographic. For example, 90% of baby boomers say their tech skills are “on par” or “superior” to other team members. Individuals are working longer for many reasons, not just a paycheck. By creating a culture that celebrates, appreciates, and leverages the knowledge and skills of older employees, chemical manufacturers can tap into an underutilized segment of the workforce. Perhaps unsurprisingly, older workers want many of the same things from their employers that younger workers do, including flexible schedules with more paid time off. If chemical companies can create positions that appeal to these wants, workers may be more willing to stay in the workforce as they age. The advantages of retaining mature workers are enormous. In addition to filling critical skills gaps, they can be engaged to mentor and train newer workers — building a next generation chemical workforce. With a career’s worth of experience and industry expertise, the value proposition associated with keeping older workers working is significant. Entice new talent Every industry must keep its eye on building the workforce of the future, and for chemical manufacturers, that future lies in millennials and their younger siblings, the Gen Z-ers. Millennials are the largest segment of the workforce and they crave technology, seeing it as a fundamental part of being productive on the job and an essential aid in their professional development plans. And then there is Generation Z, affectionately known as the Zoomers. Zoomers want to understand how technologically advanced your business is before they accept a position, and they expect their workplace technology to at least be as advanced as their home and personal tech. Chemical manufacturers that provide next-generation business management technology across all areas of the operation, including ERP, CRM, HRMS, and IT create the innovative, tech-centric culture that will attract and retain these essential segments of the workforce. Technology is at the center Most chemical companies are quick to invest in the technologies that support research and development. But traditionally, chemical companies have been slow to adopt digital enterprise strategies that power finance and operations. Instead, a “business as usual” approach often leads to inertia and continuation of the status quo. The most successful chemical companies recognize that their business management technologies need the same level of investment. Across every department, at every level of the organization, technology is the fuel that drives innovation and efficiency. Technology and digital transformation is an imperative for building the workforce of the now — and the future. Deloitte’s industry experts summed it up well in The Future of Work in Chemicals, “By shifting the way chemical companies think about work, focusing on rearchitecting work as a flow, and using technology to elevate human capabilities, the chemicals industry can unleash human potential and create a work environment where individuals and teams are empowered with the tools, technology, and culture to contribute their full potential.”

We’re excited to announce that The Channel Company and CRN magazine, the top news source for solution providers and the IT channel, has once again selected Net at Work as a member of the 2022 CRN Solution Provider 500 (formerly the VAR 500). CRN’s annual Solution Provider 500 ranks North America’s largest solution providers and serves as the gold standard for recognizing some of the channel’s most successful companies. This year’s list represents an impressive amount of influence and impact wielded by these companies on today’s IT industry and the technology suppliers they partner with. We are proud to be recognized as one of North America’s Top Technology Integrators and recognize that this accomplishment is the result of a collective effort,  and we thank the entire Net at Work staff, our clients, and partners for contributing to our success. The 2022 Solution Provider 500 list is featured in the June issue of CRN, and online at www.CRN.com. The Channel Company enables breakthrough IT channel performance with our dominant media, engaging events, expert consulting and education, and innovative marketing services and platforms. As the channel catalyst, we connect and empower technology suppliers, solution providers, and end users. Backed by more than 30 years of unequaled channel experience, we draw from our deep knowledge to envision innovative new solutions for ever-evolving challenges in the technology marketplace. www.thechannelcompany.com

The following question was asked at a recent BI conference: “I’ve been looking at Analytics software and noticed that some apps have just a few reports, some have a couple hundred, and others come with thousands. How many reports do I need?” The answer – delivered with a chuckle – was: “One . . . at a time.” The speaker went on to say that there is no “right number”, because every business is different. Less sophisticated businesses often rely on fewer reports, while companies whose business is more fluid – affected by varying market conditions — often need much more sophisticated analyses. Plus, it’s typical that as a business grows, so too grows their need for analytics. The business that’s satisfied with a handful of reports today may need dozens tomorrow. The speaker then revealed his real answer: it’s not how many reports you need; it’s enabling users to get the reports they need when they need them. The best Analytics solutions offer a large “library” of pre-configured reports to choose from. Even though Analytics apps make report creation easy, most users don’t have time to create their own reports. For them, a library of reports is essential. It’s a concept drawn from the brick-and-mortar libraries of old; if you wanted to learn more about a specific subject, you went to the biggest library you could find because they had the most books on that subject. A large library of reports is particularly valued by IT staff who spend countless hours “getting info” for staffers. Although an expansive library might not have the precise report that a user is looking for, it’ll most likely have something close – a report template that is easily customized to the desired specs. But remember . . . whether it’s books or reports, you still have to manage them. So – when looking into Analytics solutions, don’t just ask how many reports it has; ask how easy it is to deploy them . . . to connect them . . . to secure them . . . and what happens when there are system upgrades. The bottom-line is that the number of pre-configured reports is a major differentiator among BI/Analytics solutions; they improve your ability to deliver the right report to the right person – when it’s needed the most. Note: Content for this blog post was originally posted on DataSelf.com May 11, 2022.

How do you measure success? In a commercial environment, you can gain a competitive edge by making sure that your Key Performance Indicators (KPIs) are informed and agile, much like Superman chasing a villain. But what makes someone a financial reporting superhero? A financial reporting superhero chooses financial targets based on as much information as possible, and that means acting on intelligence. Your organization is probably already collecting a wealth of useful stats and information – but the data may be scattered throughout different databases and spreadsheets. A financial reporting superhero knows how to bring all that disparate data and knowledge together and manipulate it into targets and reporting reflective of where you’ve been, and where you’re going. In this blog post, we’ll discuss five ‘superpowers’ to give you a taste of what’s possible. Who knows – with this much power – you could save the world. Or, at the very least, deliver the best and most up-to-the-minute financial reporting possible! 1. Extreme Intelligence As well as having information scattered around the business, you’ll probably find that there are already financial KPIs in place – some you knew about, some you didn’t. That’s OK. We’re not trying to reinvent the wheel – we’re trying to give it a Nitro boost. So, get to know your organization’s existing financial KPIs – even if they’re outdated or need some work. Through the superpowers of Sage Data & Analytics (SD&A), you’ll be able to fend off any unexpected super villains (disconnected objects) to migrate all of your company data successfully. 2. Choose Your Weapon Wonder Woman has her lasso. Captain America has his mighty shield. Superman has his cape. When it comes to financial reporting, your weapon of choice is a great data platform to underpin a superb set of financial dashboards. Trying to create metrics is no job for mere mortals – it takes forever, and it only takes one mutant manual entry to throw everything off. SD&A is ERP-agnostic, so you can choose to work with our complete legion of system tools or utilize the best suited features for your mission into what you already use. 3. Become a Time Traveler If you’re trying to manipulate space and time while searching for the all-important information that financial measurements depend on – things like profit and loss forecasts, balance sheets, and so on, then SD&A can set space-time coordinates for you through its pre-packaged through its pre-packaged analytics and dashboards. Of course, you could keep collating everything manually and feeding it in yourself. But you will need more than understanding of the mystic arts and interdimensional travel to avoid getting stuck in a time warp. 4. Trust Your Sidekick Every superhero needs a sidekick. We know that many users will already have theirs such as Power BI from Microsoft, a hugely popular business analytics tool, in no small part because of its basic functionality, and is free to use. Loyalty being a superpower within itself, SD&A works with Power BI, being one of a wide range of the existing tools your organization may be using that integrates seamlessly with our financial reporting and analysis SaaS. And just like you don’t want to start a superhero adventure getting to know your new sidekick, we have a range of free apps to help you build a data warehouse that’s as robust and joined-up as possible. 5. Achieve Omnipotence Once your next data mission is revealed, you’ll want to automate the data management processes as much as you can so you can run financial reports and check KPIs proactively. Set your system to alert you if you’re underperforming on certain aspects during the month so you can take affirmative action. Schedule reports to be generated regularly without needing to do anything. Enable constant monitoring to catch all those pesky exceptions and anomalies proactively. SD&A has processes to enable all these variables and many more. If it all sounds a bit overwhelming, don’t worry – your SD&A partner will be with you every step of the way, watching over you from our secret HQ – we’re a bit like Batman’s Butler Alfred that way. Conclusion These five tips should give you measurable, manipulatable KPIs and financial dashboards you can believe in. If you’re ready to light the Bat Signal to learn more about how SD&A can make you the office Superhero, connect with your NetatWork Account manager today and tell them you’d like to see which SD&A Superhero cape fits your business best! Note: Content for this blog post was provided by ZAP Business Intelligence.

The pandemic has drastically evolved consumer expectations by exacerbating what was already a hustle for higher quality services, more speed, more acknowledgment, and overall richer experiences. Either a business continued to scramble playing catchup to stay relevant or pivoted to accommodate newly evolved customer demands, or began to lose traction – ultimately failing. Once the transactional needs of consumers were met in 2020, as people turned to Amazon for multiple daily orders and deliveries, there arose a void and newfound craving for interactive connection. The instant gratification of daily packages became too easy and new three-dimensional expectations around the post-purchase experience arose. Importance of Customer Service The single most neglected component across many industries is customer service. Before the pandemic, a typical manufacturer was concerned with raw materials, schedules, orders, and delivery. During the pandemic, demand for products skyrocketed and personal service offerings plummeted – grocery stores surged, while yoga studios closed. The consumer shift from not being able to receive service-based offerings transmuted into a demand for ‘customer service’ when procuring tangible items. People had more time and greater expectations around the interactions they had with businesses, partly because they were craving deeper socialization wherever it could be found. It doesn’t matter whether you sell widgets or subscriptions, you had better be doing it with more interactivity, with more smiles, and with better service than your competition. To the consumer starved of interaction, it matters less if your product is top of the line when your competition offers a richer social experience. Your Business Must be Better, Faster, and Smarter about Everything Your business must be better, faster, and smarter about everything. Your competition is employing the latest technology to streamline their management of customer relationships, and perhaps you are a few years behind. Not only do you need to have the best product, the best delivery, and the best customer service – you also need to do it with an unfaltering willingness, and a crystal ball prediction of what your customer wants next. And whilst competition is wonderful for business because it validates and catalyzes industries – it’s not so good if you’re trailing the pack or are ignoring the trends. Customer Relationship Management (CRM) The solution is surprisingly simple. A state-of-the-art, appropriately configured customer relationship management (CRM) system. After fulfillment, your biggest sales expense is customer acquisition, followed by customer retainage. It’s infinitely easier and more cost-effective to pitch new products and supply more products or services to a willing and happy customer than find a new one. And when a new potential lead so much as looks your way, you had better be ready with every tool in the kit to guide them towards a long-time success story. A successful CRM process means meeting your customer where they are, it means being able to lever a nurtured relationship to a point that is mutually beneficial. Testament to, and as an example of, are hundreds of museums, aquariums, and cultural attractions that shifted to in-home on-screen experiences and delivery of physical kits, games, and toys. This not only ensured their survival, but also enriched relationships and created life-saving revenue. CRM is so much more than a lead capturing database, so much more than an email marketing tool, so much more than a case management system – CRM is post-pandemic kryptonite and with it, you are on a path to success like no other, but without it… well let’s just say, without CRM, even the mightiest have fallen.