• The Company’s previous online and offline sales are disconnected, together with its frequent transactions that took place multiple times per hour and the vast number of products they are selling. It is impossible to synchronize all sales across channels and locations for the most up-to-date inventory at real-time
• The low visibility in inventory often led to overselling or some products mistaken as out of stock that they were not able to sell to customers
• The previous “information silo” also meant that they were not about to address customers enquiries efficiently without spending much effort to find out the answers. 

• The wide range of products and combinations with multiple pick-up locations had made sales process very complicated. Special requirements were needed to manage sales at POS (Point of Sales)
• The POS and eshop were siloed
• They wanted to step into membership to grow business, but the existing operation made it challenging to have proper management. 

The biggest challenge that I Love Taimeow Limited facing was their Order-To-Ship. There was a heavy load for the team from gathering all the sales record, packing orders and arranging logistics.  The existing inventory management did not cater expiry date, even resulting in obsolete goods and loss eventually. Without a proper accounting system, a lot of manual work was required to consolidate both B2B and B2C sales, giving rise to low visibility in financial status. The heavy reliance on manual work had stretched the team leaving them very little room for going to something extra on top of traditional marketing like advertisement and social media. 

The lack of ERP system meant that Laguna had to manually bring all transactional data, preforming currency translation before having their financial status ready. 

Legacy United’s original system catered very little of its business needs such as custom-made jewellery, and collections. Sales records were disconnected from system. It did not support multiple currencies either which was one of the operation essentials of the company. In addition, its original system became out-of-support, issues include incorrect costing took place, leading to wrong accounting reports subsequently. Vast amount of time and human effort are required to rectify those issues. 

The legacy system did not allow customization to fulfill operational needs required by mART6. The solution allowed little room for systematic extension. 

The main challenge that Winson Cleaning encountered originated from its procurement process. Its procurement team had to spend much time and effort to manage procurement requests from hundreds of sites, followed by consolidating them to purchase orders. They relied on paper approval previously which was not optimal for such a sizable organization. Also, they considered the internal budget control insufficient 

QP HK commented it was difficult to consolidate various revenue streams from their existing ERP. Manual calculation of US tax was required and that required much effort from the team to first consolidate all the financials before bringing together the final tax figures. 

The end-to-end event organization that Sinostar meant customer relationship management was extremely critical. Yet, they relied high volume of printed out/documents for each event including those for exhibitors and visitors.  The data was unstructured and there was no centralised system to manage and store data. Staff showed reluctance to adopt any new system. 

The challenges they encountered mainly originated from their mode of business which involves various custom clearance and related cost for logistics. It was time-consuming to handle those customer clearance. It was difficult and complex to calculate cost for each customer and shipment, and all these were carried out manually. Existing accounting system was merely a place to record transaction without providing much financial or commercial perspective.