ERP Providers Serving the Midmarket - Fivetags Consulting LLC.

ERP Providers Serving the Midmarket 

by Simon Jacobson 

Market Services Report 

ERP 

2007 Technology and 

Vendor Landscape Series 

Smaller doesn’t mean less complex or responsive. As midmarket firms innovate 

and tackle the increased complexities of being demand driven, their business 

applications must follow suit. These firms are making new investments in ERP 

packages, and the vendors are taking notice.

Acronyms and Initialisms 

A&D Aerospace and defense 

ASP Application service provider 

BI Business intelligence 

BOM Bill of material 

BPM Business process management 

CP Consumer products 

CRM Customer relationship management 

DDSN Demand-driven supply network 

EAM Enterprise asset management 

EMEA Europe, Middle East, and Africa 

ERP Enterprise resource planning 

ETO Engineer to order 

EVM Earned-value management 

GTM Global trade management 

HVAC Heating, ventilation, and air conditioning 

IP Intellectual property 

IPO Initial public offering 

ISV Independent software vendor 

M&A Merger and acquisition 

MES Manufacturing execution system 

MRO Maintenance, repair, and overhaul 

© Copyright 2007 by AMR Research, Inc. 

AMR Research® is a registered trademark of AMR Research, Inc. 

MRP Materials requirements planning 

MRP II Manufacturing resource planning 

MTO Make to order 

MTS Make to stock 

PLM Product lifecycle management 

PPM Project portfolio management 

R&D Research and development 

RFI Request for information 

RFQ Request for quotation 

S&OP Sales and operations planning 

SaaS Software as a service 

SCM Supply chain management 

SFA Sales force automation 

SMB Small and midsize business 

SOA Service-oriented architecture 

SOX Sarbanes-Oxley Act 

UI User interface 

VAR Value-added reseller 

VMI Vendor-managed inventory 

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AMR Research offers no specific guarantee regarding the accuracy or completeness of the information presented, but the professional staff 

of AMR Research makes every reasonable effort to present the most reliable information available to it and to meet or exceed any 

applicable industry standards. 

AMR Research is not a registered investment advisor, and it is not the intent of this document to recommend specific companies for 

investment, acquisition, or other financial considerations. 

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ERP Providers Serving the Midmarket 

by Simon Jacobson 

In order to thrive in the midmarket, ERP providers must offer integrated 

functionality suitable to the geography- and industry-specific needs of their 

customers through multiple sales channels that drive a high-volume license 

business. 

Executive 

Summary 

ERP spending was up by 18% in 2006. Globalization and the 

emergence of demand-driven supply networks (DDSNs) require 

midmarket organizations to further participate in the value chains 

facilitated by the large enterprises atop the industries they serve. 

Demand-driven transformation has rendered most current business models, not to 

mention their supporting business applications, ineffective and obsolete. The success 

of the ERP providers will be predicated on their abilities to serve the needs of the 

midmarket customer and build a high-volume business with multiple sales channels. 

This Report examines how the available landscape of providers is prepared to support 

the evolving requirements of midmarket firms. 

Key findings 

• Midmarket firms have business environments as equally complex as those of large 

enterprises. 

• Go-to-market strategies must evolve to support the new customer demands and 

drive volume license sales. 

• ERP products must deliver integrated industry- and geography-specific functionality 

to support customer business. 

ERP Report | 2007 Technology and Vendor Landscape Series 

The 

Bottom 

Line 

Vendors featured 

in this Report: 

Activant Solutions 

Cincom 

CMS Software 

Deltek 

Epicor 

Exact Software 

Glovia 

Glovia Services 

IFS 

Infor 

IQMS 

Lawson 

Microsoft Business 

Solutions 

NetSuite 

Oracle 

Plexus Systems 

QAD 

Sage Software 

SAP 

SoftBrands 

SYSPRO 

© 2007 AMR Research, Inc. 

1

Midmarket firms have business environments as 

equally complex as those of large enterprises 

Globalization has put many organizations on a journey to transform their traditional, 

forecast-based push supply chains into broader, end-to-end DDSNs. Instead of a linear 

supply chain, organizations now have complex supply networks of suppliers, co-packers, 

outsourced manufacturers, retailers, and distributors that must operate in concert to 

profitably respond to customer demand. With this transformation, new pressures have 

emerged: 

• Increased product variances—This 

includes diversified, demand-driven product 

configurations personalized by the customer. 

• Shorter new product development and launch cycles—Innovation 

means 

companies that get products to market faster receive first-mover advantage. However, 

products also have shorter lifecycles once in the market. 

• Increased regulatory compliance oversight—It’s 

not only the Sarbanes-Oxley Act 

(SOX) with which companies must contend, but also the abundance of environmental 

and industry-specific requirements, such as TREAD or 21 CFR Part 11, and 

emerging global trade compliance initiatives. 

• Demand sensing—Large 

enterprises invested heavily to understand and get closer to 

customer demand to increase their responsiveness. Midmarket companies are often 

expected to cope with the same product complexity and demand volatility as large 

enterprises. 

These pressures affect not only manufacturers, distributors, and retailers, but also 

internal company functions such as logistics and supply chain, customer management, 

product development, and back-office functions. They demand a reshaping of some 

business processes and supporting IT applications. The pressures of globalization affect 

companies of all sizes, from standalone midmarket organizations to divisions of large 

Fortune 2000 firms. 

For some large enterprises, there are sites and divisions that were rolled under the corporate 

umbrella as part of an M&A scenario. Based on some company reporting structures, 

those sites and divisions are defined as midsize. These scenarios tend to be reliant 

on legacy MRP that is either standalone or integrated with best-of-breed investments, 

both of which are either outdated or simply not feature-rich enough to support the new 

demands of the business. 

The new need is for modern ERP applications, configured with either industry-specific 

functionality, localizations, or both, to break down barriers between departments 

within a company. The applications should bring various pockets of the organization 

together—front and back office as well as operations functions—with a consistent, 

single version of the truth that will, in turn, allow the company to operate in a more 

agile, predictive fashion. 

2 © 2007 AMR Research, Inc. ERP Report | 2007 Technology and Vendor Landscape Series

Defining the midmarket 

AMR Research defines the midmarket as companies with less than $1B in annual 

revenue. We use the following parameters to segment out the upper midmarket, lower 

midmarket, and small and midsize business (SMB) ranges (see Table 1). 

Table 1: Midmarket segments 

Segment 

Annual 

Revenue 


Head 

Count 

Number of 

Companies 

Upper midmarket $250M to $1B 500–2,500 60,000 

Lower midmarket $50M to $250M 100–500 1,200,000 

Small to midsize business $10M to $50M 20–100 55,000,000 

Source: AMR Research, 2007 

Our 2006 ERP spending study shows that midmarket organizations are investing in 

ERP to support their globalization efforts. 

Figure 1: Most important business issue addressed with ERP 

Globalization 

Lean manufacturing 

Business intelligence 

Visibility and control 

E-business 

Consolidation 

Supplier collaboration 

Shared services 

Outsourcing 

New customer requirements 

Regulatory compliance 

5% 

5% 

5% 

5% 

7% 

8% 

10% 

13% 

13% 

14% 

15% 

15% 



3

Midmarket companies, not having large IT budgets, have traditionally lagged large 

enterprises in technology adoption. They’re prudent with their IT expenditures. 

Decisions of whether they will upgrade their current packages or implement completely 

new, modern business systems are not taken lightly. 

In the SMB and lower midmarket segments, IT resources are not deep. The IT 

responsibility might be a secondary role for the CFO or office manager, often making 

the demands on a technology provider strict. Also in these segments, by virtue of their 

size alone, companies are often single sites, small distribution, or manufacturing and 

warehousing environments. 

The upper midmarket is often spread across a wider set of facilities and geographies. 

The IT departments are bigger and possess deeper IT resources, such as developers, 

programmers, and consultants, to assist in deploying and managing business 

applications across multiple sites or geographies. 

Midmarket organizations demand their ERP providers deliver the following: 

• Localized technology that can adapt with the business over time as it grows or 

expands 

• Easy-to-deploy, integrated, industry-specific functionality that can support all facets 

of the business, not to mention drive organizational buy-in and promote usage 

• 

A predictably low total cost of ownership 

• A clear long-term product strategy, as ERP investments are intended to last an 

organization 15 to 20 years 


Vendor landscape in transition 

As opportunities at the high end of the market decrease, large enterprise vendors eye 

the midmarket as their next logical growth segment, making the space a hotly contested 

battlefield. ERP vendors already claim large revenue percentages from different 

segments of the midmarket (see Table 2). 

Table 2: Customer segmentation by midmarket segment 

Vendor 

Total 

Customer 

Count 

SYSPRO 6,000 33% 33% 33% 0% 

* MAS 90/200 and MAS 500 products only 



SMB 

$10M to 

50M 

Lower 

Midmarket 

$50M to 

$250M 

$250M 

to $1B 

Upper 


$1B or 

More 

Activant Solutions 15,000 15% 23% 33% 29% 

Cincom 1,400 5% 10% 30% 55% 

CMS Software 570 10% 65% 10% 15% 

Deltek 12,500 25% 55% 15% 5% 

Epicor 20,000 15% 45% 30% 10% 

Exact Software 180,000 15% 23% 33% 29% 

Glovia 1,125 7% 34% 40% 19% 

Glovia Services n/a 100% 0% 0% 0% 

IFS 2,368 1% 33% 46% 20% 

Infor 70,000 10% 29% 28% 33% 

IQMS 500 7% 41% 42% 10% 

Lawson 4,000 0% 17% 75% 8% 

Microsoft Business Solutions 250,000 76% 22% 2% 0% 

NetSuite 5,300 50% 40% 10% 0% 

Oracle 275,000 8% 20% 48% 24% 

Plexus Systems 207 27% 38% 28% 7% 

QAD 5,500 8% 12% 30% 50% 

Sage Software* 55,000 75% 25% 0% n/a 

SAP 24,000+ 5% 26% 36% 33% 

SoftBrands 4,500 40% 35% 15% 10% 


5

Oracle and SAP continue to dominate the ERP market among large global companies, 

and now their sights are set on the midmarket. They are aggressively attacking perceptions 

that their products are too big or complex, and are making their inroads through 

rapidly expanding partner networks. As they come downmarket, they face formidable 

competition for new business from incumbents such as Infor, Lawson, and Microsoft 

Business Solutions. 

Vendors such as CMS Software, Cincom, Epicor, Sage, and QAD have called the 

midmarket home. They are broadening their product portfolios through acquisition 

or internal product development to cross-sell back into their installed bases to defend 

their turfs in specific geographies and sub-industry segments against the downmarket 

advances of larger vendors. 

Software-as-a-service (SaaS) vendors such as Glovia Services, NetSuite, and Plexus 

are experiencing success. Alternative approaches, such as hosting, subscription-based 

pricing, and SaaS, generate interest from midmarket firms with minimal IT budgets 

and support staff. They also attract larger companies that need to react quickly to 

structural changes, such as acquisitions and divestitures, as well as those looking for 

more manageable or cost-effective applications for smaller plants or divisions. 

“The ERP Market Sizing Report, 2006–2011” shows the ERP market continuing to 

grow at 18%. However, the growth is largely through add-on functionality and not core 

ERP functions. Core ERP license revenue remains steady as companies continue their 

efforts to broadly deploy core applications and then add complementary functionality 

in later phases. Vendors are acquiring supply chain, CRM, and other peripheral 

functionality to bolster these efforts. The goal is to create product portfolios and be a 

single source of business applications for their customers and prospects. 


For example, here’s a list of recent M&As in the ERP segment: 

• 

In addition to multiple supply-chain-focused acquisitions, Infor acquired 

Datastream for enterprise asset management (EAM), Formation Systems for 

product specifications management, Extensity for performance management, and 

Workbrain for human capital management. 

• Epicor acquired CRS Retail Systems for retail operations. 

• Oracle acquired Retek for retail operations and Siebel for CRM. 

• QAD acquired Precision Software for global trade management (GTM) and Bisgen 

for sales force automation (SFA). 

The ERP vendors themselves have consolidated as well: 

• Chinadotcom (CDC) acquired Ross Systems. 

• CMS Software and XKO Software merged. 

• Consona (formerly Made2Manage) acquired Axis, Cimnet Systems, and Intuitive. 

• Infor acquired MAPICS, Geac, SSA, and most recently Hansen. 

• Lawson and Intentia merged. 

• Oracle acquired PeopleSoft and JD Edwards. 

• Sage acquired Adonix and Best Software. 



7

Go-to-market strategies must evolve with customer 

demand 

Whether it’s a portfolio provider, consolidator, or single-product vendor, attracting 

new customers is crucial for anyone vying for midmarket dominance. While vendors 

boast high revenue from maintenance, surviving on this revenue can only sustain 

the company for so long. In addition to new customers, application license sales are 

important for vendors to be successful and relevant in their target markets. 

When it comes to adding new customers, the majority of midmarket ERP vendors have 

complemented their direct sales forces with indirect or value-added resellers (VARs) and 

partner-driven direct channels for larger and more strategic opportunities to get closer 

to the customer. For example, Microsoft Business Solutions and SMB specialists Sage 

and SYSPRO have long relied on indirect channels to help them extend global reach 

and volume sales to businesses that a sales executive doesn’t typically prospect. 

Table 3: Breakout of direct versus indirect business 

Vendor Direct Indirect 

Activant Solutions 98% 2% 

Cincom 90% 10% 

CMS Software 85% 15% 

Deltek 90% 10% 

Epicor 75% 25% 

Exact Software 42% 58% 

Glovia 70% 30% 

Glovia Services 100% 0% 

IFS 75% 25% 

Infor 79% 21% 

IQMS 80% 20% 

Lawson 85% 15% 

Microsoft Business Solutions 0% 100% 

NetSuite 80% 20% 

Oracle 56% 44% 

Plexus Systems 92% 8% 

QAD 81% 19% 

Sage Software 60% 40% 

SAP 68% 32% 

SoftBrands 88% 12% 

SYSPRO 10% 90% 



Table 3a: Breakout of indirect business type 

Vendor 


VAR/Distributor 

Indirect Channel Type 

Other 

(Integrators, ASPs, 

Consultants, etc.) 

Activant Solutions 100% 0% 

Cincom 100% 0% 

CMS Software n/a n/a 

Deltek 85% 15% 

Epicor 90% 10% 

Exact Software 83% 17% 

Glovia 100% 0% 

Glovia Services n/a n/a 

IFS 96% 4% 

Infor 80% 20% 

IQMS 100% 0% 

Lawson 40% 60% 

Microsoft Business Solutions 98% 2% 

NetSuite 100% 0% 

Oracle n/a n/a 

Plexus Systems 70% 30% 

QAD 100% 0% 

Sage Software 97% 3% 

SAP 85% 15% 

SoftBrands 100% 0% 

SYSPRO 100% 0% 



9

The expectations of midmarket firms are changing. They prefer a single source for 

most of their business system and supporting services—and rightfully so, considering 

their constrained IT budgets and resources. In the upper midmarket where firms are 

more likely to have multinational or multisite operations, companies will often enlist a 

consultant to help with system selection as part of the overall services engagement. At 

the lower end of the midmarket and in several small business channels, the VAR often 

acts as the full IT provider, bundling in hardware along with the software and services. 

While the price point will continue to be a competitive differentiator, configuration of 

industry and geographical specifications in advance of customer delivery will perhaps 

be a greater differentiator going forward, as ERP applications must support profitable 

growth by the companies using them. 

Preconfigured products will fit the needs of the customer 

Today’s go-to-market strategies must focus on providing the customer with industryspecific 

or localized product out of the box versus lengthy onsite blueprinting and 

implementation efforts that only delay customer value and adoption. 

Consider the following examples: 

• Deltek focuses its products for professional services firms and government contractors 

that manage more project-driven environments with different lead times and datacapture 

requirements than manufacturing-intensive industries. 

• Epicor has created industry templates on top of its Epicor Manufacturing product 

(formerly the Vantage and Vista products) to apply relevant functionality to general 

discrete, automotive, and A&D environments. The company also delivers retailspecific 

functionality through its CRS acquisition. 

• Within Infor’s massive ERP catalog, industry-specific functionality is delivered two 

ways. First, there are the industry-specific products like Infor ERP TRANS4M for 

the automotive industry and Infor ERP Adage for the process industries. Second, 

Infor provides industry-specific functionality feature packs for mass-market products, 

such as Infor ERP LN. 

• SoftBrands has created industry-specific templates for several SMBs in regulated 

industries such as food and beverage, as well as in emerging economies like China. 

• In addition to providing support for project-driven environments in discrete 

industries, IFS also supplies sophisticated maintenance, repair, and overhaul (MRO) 

and aftermarket services capabilities for A&D companies. 


• 

Companies like Lawson and Oracle provide functionality for retailers. Lawson’s 

S3 product supports specialty retailers with purchase order, financials, and HR 

functionality. Oracle’s Standard Edition (SE) comes as a patch for customers of 

Oracle Retail version 12. The functional footprint consists of functionality from 

Oracle’s merchandising, price management, trade management, sales audit, invoice 

matching, allocations, and retail-intelligence applications. 

Some vendors have identified their channels as logical extensions of their own internal 

research and development (R&D) resources to develop preconfigured applications 

or application extensions that encompass either an industry-specific or localized 

requirement, localized functionality, or both. For example, large enterprise providers 

Microsoft, Oracle, and SAP have empowered their channels and indirect partners 

through formalized partner programs to develop product configurations. The 

companies then certify their partners to sell into the market. 

Lawson offers the QuickStep applications that are preconfigured and industry focused. 

They also contain preconfigured, industry-specific business processes and functionality 

as well as detailed documentation. QuickStep uses the Intentia StepWise implementation 

methodology and is built on the standard M3 product (formerly Intentia’s Movex). It’s 

currently available for distribution, food and beverage, fashion and apparel, and EAM. 

While prepackaged applications carry industry-specific functionality and localizations, 

they also bear the promise of quick implementations that don’t involve lengthy blueprinting 

processes. This addresses the potential concerns midmarket executives have to 

deploying an ERP product from the same vendor that sells to the leading companies in 

their target industries. 

Building partner ecosystems toward volume sales in the midmarket 

The strength and capability of partner ecosystems to support the volume model will be 

major competitive differentiations for midmarket ERP providers. For the ERP vendors 

that traditionally have one product line with in-depth features and options for the markets 

where they hoped to compete, often doing the localizations and customer-specific 

customizations themselves, the market transition to portfolio providers and technology 

platform consolidation shatters any notion of success predicated on a one-size-fits-all 

approach. The diversified industry and sub-industry functional requirements, specific 

local requirements, varied customer sizes, and geographic concerns, combined with the 

portfolio-provider nature that the vendors themselves have fostered, make the partner 

channel all the more valuable going forward as vendors compete to capture the new 

business opportunities in the midmarket. A volume sales model is needed in order to 

effectively capture mindshare, attract new customers, and maintain customer loyalty. 



11

Large enterprise vendors that eye the midmarket as the next opportunity for volume 

growth employ sophisticated multitiered partner programs to help them extend their 

sales and marketing efforts to the midsize enterprise. The Microsoft Business Solutions 

customer base is predominantly midmarket companies, and Microsoft has always relied 

on a mature network of resellers to act as its go to market. 

Table 4: Oracle, Microsoft, and SAP partner program breakouts 

Components of these programs include the following: 

• 

• 

• 

• 

• 

Vendor Product Partners 

Partner-certified applications, with either specific localizations or industry-specific 

product configurations, on top of core product offerings 

Discounting and special pricing considerations 

Committed co-marketing resources from the vendor 

E-learning and other training resources 


Customers 

Microsoft Business Solutions Dynamics AX 2,000 10,000 

Oracle JD Edwards 

Dynamics NAV 2,900 55,000 

Dynamics GP 2,200 (400 ISVs) 40,000 

PeopleSoft 

E-Business Suite 

n/a 19,000+ 

SAP All-in-One 1,046 10,223 

Business One 1,316 14,667 


Access to online communities to network with other partners to share best practices 

While these programs share some high-level characteristics, the following explains how 

they differentiate from one another. 


Oracle 

Oracle’s SMB scope is typically firms with less than $500M in revenue—an area where 

the company already has over 19,000 customers (50% of which have less than $100M 

in annual revenue). For firms with annual revenue between $500M and $1B, Oracle 

promotes a hybrid strategy of direct and partner sales and services. 

Earlier this year, the company announced Accelerate as a midmarket-focused branding 

initiative. However, the Accelerators themselves are not new, but based on business 

flows Oracle Consulting has employed for some time as a method to speed customer 

implementations. Specifically, Oracle prepackages the business flows and designs 

preconfigured business processes to fit a customer’s business directly, ranging from 

off the shelf or prepackaged, for processes such as order to cash, to partner tailored. 

The latter includes partner-designed customizations, enhancements, modifications, 

localizations, and integration points for a specific industry or localization. 

Oracle already has over 1,230 established business process accelerators and over 

80 specific localizations. Accelerate Solutions are positioned as a tailored product 

combining Oracle applications, business flows, and partner intellectual property 

(IP) to apply to the midmarket product portfolio: E-Business Suite, JD Edwards 

EnterpriseOne, Siebel, and the PeopleSoft Enterprise products. Oracle has wisely 

arranged the program to avoid product overlap in target industries and sub-segments, 

so Siebel and PeopleSoft products, for example, won’t compete against each other in 

sub-industry segments. 

The Accelerate program has the potential to act as a strong recruitment engine. It 

can reengage and reattract consulting and services firms that had strong practices in 

PeopleSoft, JD Edwards, and the other acquired products—practices that have perhaps 

waned in recent years. It can also reengage current Oracle customers running either 

legacy or heavily customized versions of the applications. This has the potential to 

drive upgrades to either a partner-driven Accelerate application with standardized or 

industry-specific business processes or to license a more current version of an Oracle 

application (see “Oracle’s New Branding Accelerates Midmarket Battle”). 



13

SAP 

To support the company’s indirect efforts for its midmarket All-in-One and Business 

One products, SAP launched a formal partner program called PartnerEdge in mid- 

2005. The program is predicated on building integrated applications and extensions on 

SAP’s core ERP offering. It provides partners with incentives not just for sales, but also 

for measurements such as customer satisfaction, customer referenceability, and training. 

Here are some notable statistics since the program launched: 

• For All-in-One, there are currently 660 partner-developed and certified applications 

that are localized for just over 50 countries. All-in-One is based on SAP ERP and 

includes SAP Best Practices, which are preconfigured business scenarios. Partners can 

then use these best practices as a starting point to configure specific customer applications 

or to build ones for specific micro verticals. They are packaged this way to reduce 

the overall efforts and costs of implementing an SAP ERP product. Although each 

company is different and unique in their processes, the goal of the partner-driven applications 

is to fit about 75% of customer requirements with the preconfigured template. 

• SAP provides a software developer kit for partners to use for its Business One product, 

which resides on a different code set than All-in-One. The company currently has 

over 350 partner-developed applications. 

Microsoft 

Microsoft’s partner program is mature, since the firm has always enlisted an indirect 

partner model for the Microsoft Business Solutions group. Partners are tiered and 

rewarded with commensurate resources from Microsoft accordingly. In addition to 

the new certification program for independent software vendors (ISVs), Certified for 

Microsoft Dynamics, Microsoft also grants Microsoft Gold Certified Partner and 

Microsoft Certified Partner status. The company seeks to build horizontal functionality 

that can be consumed across industries into its core products. It will then rely on 

partners to develop any industry-specific or localized functionality on top of the core 

product. Across the Dynamics Axapta (AX), Navision (NAV), and Great Plains (GP) 

lines, there are over 6,000 partners worldwide providing over 90 specific localizations. 

In 2005, the company launched its Industry Builder Initiative (IBI) to enlist Dynamics 

AX partners to help construct integrated systems tailored to the upper end of the 

midmarket. These partners focus on vertical investments in five key industry areas: 

manufacturing, distribution, retail, professional services, and public sector. The IBI is 

also mainstreamed into the Dynamics price list. At this year’s Convergence user conference, 

Microsoft Business Solutions unveiled Sure Step, a common implementation 

framework. Sure Step not only replaces the individual, product-focused, rapid implementation 

tools, but also integrates with the products themselves to drive a structured 

method of increasing the repeatable processes that drive productivity. Sure Step can 


also provide Microsoft Business Solutions’ product development teams with ongoing 

feedback on implementation time frames, product adoption, and benefits so they can 

continue to drive continuous improvements into the R&D process. Since Convergence, 

major Microsoft Business Solutions partners, such as Columbus IT and Tectura, have 

applied the Sure Step methodology into their customer engagements. 

Challenges of partner programs 

While the partner programs bear tremendous fruits, especially for driving volume 

license sales, there are still challenges: 

• Convincing VARs and distributors to migrate from selling one or two licenses with 

multiple services engagements on top to a volume model is a challenge that, in some 

cases, forces the partner to shift its business model. 

• Ensuring VARs don’t compete with one another in flooded markets and geographies 

is a concern. 

• Establishing long-term reseller viability and localized support capabilities is essential. 

Several local VARs and distributors have small staffs or are lifestyle companies that 

might not share the same growth plans as the vendors they support. 



15

Technological and functional (r)evolutions: products 

must support the entire business 

The midmarket ERP providers are mature vendors, the majority of which in business for 

over 20 years. Several of them have roots in manufacturing operations, and their abilities 

to support a single manufacturing or distribution site have never been challenged. The 

question, however, is whether or not they have evolved to cater to today’s customer needs 

in order to truly thrive in the midmarket. 

The adoption of service-oriented architectures (SOAs) and continued migration toward 

modernized user interfaces (UIs) have made their way to the midmarket, and the 

vendors are indeed responding. 

The impact of SOA 

For midmarket companies, the promise of SOA is that it makes it quicker and cheaper 

to assemble, deploy, and sustain technology that not only catapults them from being 

technology laggards, but also provides a competitive advantage. SOA is an engine for 

rapid, less-expensive methods for maintaining software investments, reconfiguring new 

business processes, or upgrading entirely. By service-enabling their architectures, users 

are in a better position to support their evolving business processes by taking advantage 

of broader functionality that might not be available in their current configurations. 

ERP vendors as a whole have shifted from a message about the revolutionary new 

capabilities of SOA to one that emphasizes an evolutionary and nondisruptive approach 

to introducing new technologies. Applying this to the midmarket can help convince 

risk-averse buyers that were wary about new architectures to move forward, especially 

now that they demand their ERP systems support most of the critical business 

processes and key company data. 

Vendors with the biggest challenge and opportunity to use SOA are the ones that either 

carry large product portfolios or large amounts of customers that maintain legacy 

applications. SOA can provide these vendors with the best of both worlds: 

• Customers that are happy paying maintenance, with increased opportunities for 

upselling and cross-selling new licenses 

• Customers that can configure new business processes on top of current configurations 

and legacy data sources 

Vendors continue to build and acquire products for specific target markets. In many 

cases, their acquisitions have also given them redundant and overlapping product 

lines, which can present a major marketing and messaging challenge. In the long term, 

however, the increased product volume bodes well for SOA as a catalyst to provide 

customers with the best-in-class functions from multiple products (see “Midmarket 

ERP Providers Must Accelerate SOA Adoption, Part 1: Educate the Masses”). 


The opportunity for SOA in the midmarket has not gone unnoticed by application infrastructure 

providers like IBM and Progress Software. IBM has a sizeable installed base of 

technology in the midmarket, with vendors using their WebSphere middleware. Lawson 

and Infor both have large numbers of customers that run applications on the AS/400 

and iSeries platforms, and have aligned with IBM to help these customers evolve their 

IT infrastructures. Lawson uses the entire IBM stack on all client platforms. Progress 

Software, meanwhile, provides vendors the full technology stack to promote their SOAs, 

with customers of Infor, Epicor, and QAD using their OpenEdge product to do so. 

Additionally, the midmarket ERP providers themselves are starting to get their stories 

heard in the market: 

• In late 2006, SAP unveiled its business process platform, the end result of its journey 

from client-server to an SOA. It’s basing a majority of future product releases on this 

platform. 

• Oracle’s Application Integration Architecture satisfies the growing midmarket demand 

for integration of its acquired applications, such as G-Log and Demantra, with ERP 

products from JD Edwards and PeopleSoft as well as E-Business Suite. It also creates 

a roadmap to future Fusion Applications. The Process Integration Packs and business 

process management (BPM) tools provide companies an opportunity to implement 

cross-functional business processes on top of standard enterprise applications. 

• Microsoft-based vendors Epicor and SYSPRO have been down the SOA path for 

quite some time. SYSPRO componentized its product so functionality can be 

consumed on any device or in tandem with a development language as a way to add 

functionality and extend its product into its customers’ supply networks without 

the need for extensive programming or alterations to the core system. Epicor has 

anchored its SOA strategy on Microsoft .NET and Progress Software’s OpenEdge 

platforms to expose the functionality in its existing products through web services. 

This creates opportunities and provides broader capabilities to manufacturers, 

professional services firms, distributors, and financial service organizations. 

• Exact’s Macola ES product is anchored by its e-Synergy BPM product that, while 

sold as an add-on to Exact’s ERP products, is done so in a bundled fashion. It shares 

the same database structure as Exact’s ERP products, making it easy to orchestrate 

and monitor new business processes. 

• IFS provided SOA long before it became a mainstream term. The company 

componentized the architecture of the IFS Applications product through web services 

to foster interoperability between its multiple modules, allowing customers to add on 

functionality without having to worry about costly coding or services arrangements. 

• Lawson’s System Foundation project synthesizes the core technology foundations 

between S3 and M3 products to provide a common technology base. Lawson’s 

Landmark is a development tool that provides a capability to create applications 

without coding. The company is using Landmark to build new application modules 

that can integrate with both the M3 and S3 products. 



17

• 

Infor’s Open SOA is a unique approach. Instead of providing an event-enabled bus 

or hub to foster application interoperability, the company is seeking to enable events 

within the application and deliver a true building-block way of tying together a 

heterogeneous IT architecture. This approach should work well for its customer base, 

which is at diversified stages of their application lifecycles. 

Empowering employee productivity with new user interfaces 

The concept of extending SOA to create new UIs that can ultimately support individual 

roles and increased end-user personalization has not been fully embraced by the 

majority of midmarket ERP vendors. It is, however, a burning need for midmarket 

companies. While the movement from green screens is complete for the most part, 

many of the UIs still support single-direction data capture through cumbersome forms 

and multiple screens. While this might be suitable for some accounting and back-office 

functions, front-office and operational functions require relevant, role-based access to 

company data to foster efficient decision making. Customers also have interest in a 

web-based UI or a familiar Microsoft-Office-like interface. 


• QAD entered a relationship with Microsoft in 2006 to use .NET as the technological 

underpinning of its new UI. The company’s initial push was to deliver stronger analysis 

and reporting. In the past, its bidirectional integration hasn’t been strong, but using 

.NET as a common standard UI for its existing products, as well as some of its recent 

acquisitions, is a sound strategy. The .NET UI also promotes end-user customization. 

It’s also a potential kernel to drive upgrades from green screens, which many headsdown 

transactional users still see, to QAD Enterprise Applications 2007, the firm’s 

most current software version. 

• SAP’s newest version of its All-in-One product is built atop SAP ERP 6.0, which 

leverages the NetWeaver business client to help drive more simplistic, role-based UIs. 

The new UI features power lists of commonly consumed tasks in which users might 

engage. It also offers precanned business processes, such as order to cash, that will 

ultimately limit the amount of screens a user goes through to complete a task, thus 

streamlining the business process. 

• Microsoft Business Solutions developed a plethora of role-based interfaces for SMBs 

to help provide role-specific content and data for individual roles, such as production 

planners and sales representatives. At this year’s Convergence conference, Microsoft 

Business Solutions unveiled the new Microsoft Dynamics Client for Office and 

SharePoint, which provides a single portal framework to perform all the integrations 

to Office applications. 


• Lawson, with help from design partner frog design, has created a new Smart Client 

UI available with version 7.1 of its M3 product. The UI uses Microsoft .NET 3.0 

featuring the Windows Presentation Framework, which is a universal framework for 

creating UIs across desktops, web pages, operating systems, and mobile devices. The 

Smart Client desktop provides a configurable canvas where users can access transaction 

panels or functionality from the M3 product through portlets (or, as Lawson 

calls them, iBrixes) that is driven through IBM’s WebSphere middleware. In addition, 

users may place widgets on the desktop to provide access to searches, user help, 

RSS feeds, and world clocks. 

• SaaS provider NetSuite uses a role-driven dashboard as its standard UI, and Plexus 

built arguably one of the cleanest UIs for shop-floor data entry. This makes them 

a formidable competitor against not just ERP providers vying for ownership of the 

shop floor, but also incumbent MES and quality management providers as well. 

SaaS and alternative pricing models to hit mainstream 

Several midmarket ERP vendors offer hosted and managed services options for their 

products. The emergence of pure SaaS and the unique pricing scenarios that accompany 

it will appeal to midmarket companies such as professional services organizations and 

other project-oriented businesses, in addition to manufacturers and distributors. While 

firms might grapple with the data they are comfortable letting reside beyond their 

firewalls, especially financial data where any manipulation or adjustment can carry painful 

ramifications, the fact that entry has no real barrier and vendors are creatively pricing their 

products makes SaaS intriguing for the midmarket as well as divisions of large enterprises. 

As ERP vendors begin to alter their business models to offer SaaS-based products, some of 

the larger companies may find it useful for fast-track deployments, smaller or very autonomous 

business units, or even as a helpful option when the business has a strong sense of 

urgency, but a limited appetite for capital expenditure. SAP’s not-yet-released SaaS offering, 

code-named A1S, has already sparked a flurry of inquiry about SaaS. It helped elevate 

vendors like Plexus and NetSuite, which have been offering their products through a SaaS 

model for some time, as well as new SaaS market entrant GSInnovate from Glovia Services. 

As vendors increasingly start to embrace pure SaaS approaches where the vendor hosts 

and manages the software itself, potential threats to the indirect channel loom. For 

partners with low license transactions but high volumes of services engagements, the low 

upfront license costs and fixed implementation time frames SaaS carries could threaten 

business models. Additionally, a vendor that offers hosting and application management 

services could also pressure channel partners, especially ones that have built their models 

on an application service provider (ASP) or hosting service. But for low-cost markets like 

Eastern Europe and Asia where the vendor might not have feet on the ground, it’s still a 

strong approach. 



19

The functional evolution from MRP purveyor to ERP provider 

Today’s ERP offerings are far more functionally rich and arguably easier to use than 

their MRP and MRP II predecessors, both of which are rigid and designed with 

single manufacturing or distribution sites in mind. They support just discrete or 

processes at a high level, with base financials, order management, and manufacturing 

functionality. There was little out-of-the-box support for the plethora of manufacturing 

styles—engineer to order (ETO), repetitive, assemble to order, configure to order, flow 

environments, make to stock (MTS), or contract manufacturing—let alone industryspecific 

or localized functionality. 

Enter ERP, a business management system that integrates multiple sites and facets of 

the business, including planning, manufacturing, and sales and marketing, through 

a common corporate database. It automates a huge range of business processes, such 

as order management, inventory policy and material flows, logistics, budgeting, and 

enterprise-wide revenue management. 

The growing needs of midmarket businesses demand that ERP expands from the back 

office to the front lines and provides integrated functionality to support the following: 

• 

• 

• 

• 

• 

• 

Financials and revenue management 

Business intelligence (BI) and performance management 


Supply chain management (SCM) 

Customer management 

Manufacturing operations 

Financials and revenue management 

Core financials and revenue management functions, such as general ledger, accounts 

receivable, and accounts payable, are capabilities that the majority of offerings we 

profiled feature as core. The majority of vendors provides localizations and support for 

major currencies and geographies native to their products. However, for geographies 

with complex tax and accounting rules, such as Latin America, partners still have 

a role for the localizations and currency support. Since core financials are nearly 

commoditized, how vendors provide financial capabilities for supporting business 

processes is the next evolution. 


Consider the following: 

• 

For companies looking to incorporate EAM into their overall fixed-asset strategy, 

vendors such as IFS, Infor, Lawson, Oracle, and SAP have created integrations with 

their ERP modules. 

• Support for industry-specific accounting practices and processes is readily available. 

Epicor, Infor, QAD, and Plexus all have integrated automotive release accounting. 

Activant has integrated several transactions specific to the wholesale distribution 

industry. IFS, Deltek, and Oracle provide capabilities for earned-value management 

(EVM) calculations in A&D environments. 

• Midmarket ERP providers that have embraced lean manufacturing have developed 

tighter integration with financial functions to support accelerated backflushing 

capabilities. 

BI and performance management 

SOX and an abundance of industry-specific compliance initiatives have driven the need 

for better BI and performance management capabilities. Until now, the approach from 

vendors serving the midmarket has been to rely on a third-party BI specialist to provide 

either the full analytics capability or presentation technology that is then embedded and 

resold with the ERP product. This approach has not changed. The majority of vendors we 

examined embed or resell analytical technologies from standalone BI vendors like Cognos 

into their products. They are now designing industry-specific and role-based templates on 

top of the partner technology to better suit the needs of clients and prospects. 

Here are some examples: 

• In addition to using Cognos, Deltek has embedded technology from Actuate to 

create specific reports for government contractors and other project-driven firms that 

have different BI requirements than manufacturing-centric organizations. 

• Rather than partner, Lawson has chosen to develop its own capabilities. The 

company has developed its own BI tool, Lawson Business Intelligence (LBI), which it 

is actively reselling into the M3 customer base and its traditional S3 customer base, 

as well as being sold with new Lawson licenses. 

• Microsoft Business Solutions’ Dynamics family of products—AX, NAV, and 

GP—provide diverse options for performance management. For Microsoft Dynamics 

AX, there is native integration to Microsoft’s Business Analysis Services, SQL 

Reporting Services, and PerformancePoint Server. The next version of Microsoft 

Dynamics AX will include role-tailored home pages or role centers and also a native 

report-writing tool. 

• Infor is one of the largest Cognos resellers, but it also has a series of performance 

management technologies acquired in both the Extensity and SSA acquisitions. 



21


The concepts of lean manufacturing are not new to midmarket organizations, but 

the demands and complexities of today’s DDSNs are. These demands have moved 

lean from just its manufacturing-centric focus to more outside-in-facing constructs, 

such as demand shaping for promotions and pricing strategies and demand sensing 

for forecasting. Regardless of the manufacturing methods used by companies, there 

is the need to expand lean thinking to support better short-term demand visibility 

and planning, tighter sales and operations planning (S&OP) processes, better supplier 

collaboration (scheduling, management, and communication), and overall performance 

management measurements for regulatory compliance and financial management (see 

“East Meets West—Lean Manufacturing and ERP Are a Better Fit Than You Think”). 

Several ERP vendors have evolved their lean thinking to support the ongoing focus of 

lean: 

• Cincom links lean execution to the ordering and configuration process beyond pure 

lean manufacturing operations support. This is accomplished through a guided 

selling front end with its Quote-to-Order product, which contributes efficient 

demand shaping and sequencing into the actual production environment. Within 

production, Cincom’s Demand Suite uses visibility into constraints to produce levelloaded 

production plans and sequences to manage material flows and production 

execution. Additionally, the Demand Suite is event enabled through Cincom’s .NETbased 

Environ middleware. This pegs line and order updates to the central planning 

mechanism to synchronize changes in production to any order changes, eliminating 

intermediaries in connecting individual manufacturing orders to sales orders. 

• IQMS relies on a central scheduling mechanism to drive the majority of activities 

its application EnterpriseIQ supports for small-to-midsize discrete manufacturers. 

Specifically, the scheduling mechanism is centered on a calculator that, upon order 

receipt, takes into effect current constraints for labor, raw materials, and work centers 

to identify if a manufacturer can deliver as promised to the customer demand. It also 

tethers the output directly to the production schedule. 

• Oracle’s lean support is in the E-Business Suite and JD Edwards EnterpriseOne 

products, which are capable of supporting multiple manufacturing styles on a single 

instance. 

• Microsoft Business Solutions and SAP have acquired their lean support: eBECS and 

Factory Logic, respectively. 

For a more comprehensive overview of how ERP providers support lean manufacturing, 

please see “Lean Planning and Execution Software: Extending Lean Thinking Across 

the Enterprise.” 


Supply chain management 

The supply chain arena is where the largest deltas of integrated versus add-on 

capabilities exist. The demands of the global value chain necessitate that companies 

migrate from intracompany processes, such as core MRP, warehouse management, 

and distribution support, to focus on intercompany processes, such as sourcing and 

procurement, global trade, and transportation management. The following are some 

success stories: 

• Infor has arguably assembled through acquisition a massive arsenal of supply chain 

functionality with which to complement its existing ERP products. For example, 

ERP products such as Infor ERP LN, Infor ERP LX, and Infor ERP SyteLine 

provide basic warehouse management functionality integrated with the base product. 

If customers seek more automated functionality to support complex warehousing 

scenarios as well as yard management or automated pick-pack-ship pieces, Infor offers 

a series of warehouse management system and transportation management system 

add-ons, such as the EXE and Provia products from the SSA acquisition. 

• Oracle’s JD Edwards EnterpriseOne product provides sophisticated supply chain 

planning capabilities, with roots dating back to the Numetrix product, and 

PeopleSoft 9 has role-based RFI and RFQ functionality. Additionally, as transport 

costs continue to fluctuate and increased emphasis on inbound and outbound 

distribution and replenishment continue, we expect the interest in Oracle’s 

Applications Unlimited will pay the dividends. As interest mounts in the midmarket, 

Oracle’s acquired supply chain assets will grow, like Oracle Transportation 

Management (formerly G-Log) and Demantra. In fact, the majority of JD Edwards 

customers were already using Demantra’s assets prior to Oracle’s acquisition. 

• QAD’s acquisition of Precision Software provides companies with GTM 

functionality (multimodal shipping, trade compliance, and international trade 

management) to complement its demand management and distributed order 

management modules for inventory optimization and sourcing. 

• SAP has an extensive library of preconfigured best practices for SCM. It has also 

enhanced the sourcing and procurement capabilities in the All-in-One product to 

support scenarios such as commodity parts and mass RFQs. The company also 

provides capabilities to sort by best price and delivery time. However, more complex 

processes and functions are needed, such as automatic bidding, optioning, and 

e-RFQ integration with the SAP supplier relationship management module. 

• SoftBrands’ FourthShift Edition for SAP Business One tethers sourcing and 

procurement capabilities directly to its MRP engine for blanket orders. 



23

Within the SCM arena, wholesale distribution has become an intriguing growth area 

for several midmarket ERP providers. Distributors are in a unique spot to position 

themselves as providers that small and midsize retailers can work with to take 

advantage of a highly competitive supply chain. Specifically, distributors can reduce 

costs through volume purchasing, aggregate supply bases for easier replenishment, 

increase supply visibility, shorten cycle times and increase turns, execute vendormanaged 

inventory (VMI) or distributor-managed inventory programs, synchronize 

replenishment with demand pull signals, and help manage effective new product 

introductions and promotion execution. However, to truly reinforce a position of value, 

distributors need to upgrade their systems. Gaining better visibility through an upgrade 

will allow them to better manage inventory replenishments across their whole networks 

while communicating effectively with the manufacturer and retailers. 

Consider the following: 

• CMS Software merged with XKO Software Ltd in order to link XKO’s wholesale 

distribution capabilities with CMS’s manufacturing capabilities in both the CMSi5 

and CMSm5 products. 

• Infor’s acquisitions of daly.commerce, NxTrend, and Aperum gave the firm the 

opportunity to create an entire unit focused solely on the distribution industry. It 

also created significant cross-selling capabilities for Infor customers in the consumer 

products (CP) industries that have private-labeling operations, as well as several 

automotive tier suppliers that also have large aftermarket channels. 

• Activant’s entire product portfolio focuses exclusively on wholesale distributors and 

retailers in the lumber, HVAC, automotive aftermarket parts supplier, and industrial 

equipment industries. Activant’s laser focus on specific industry sub-segments is one 

of its major differentiators and a major driver of its customer loyalty. For example, 

its Falcon product is targeted specifically at wholesale and professional lumberyards, 

and its Vision product is focused on the warehouse-to-store models for retailers in the 

automotive spare parts aftermarket supply chain. 

• Microsoft Business Solutions’ Dynamics NAV product provides distributors with 

integrated financials, inventory management, and customer service functions. It also 

has a broad channel network behind the product to provide localizations and specific 

industry functionality. 


Customer management 

For several ERP vendors, customer management represents a significant growth 

opportunity. Historically, midmarket firms have not made sizeable investments in 

these capabilities. However, as business models change and companies move from not 

just making and selling products but also servicing them, there is a need to connect 

front-end, order, and customer information capture, with back-end processes for order 

fulfillment and execution. For several vendors, providing customers a unified view 

of business-critical information across all organizational functions, including sales 

and marketing, operations, and production, while maintaining stable management of 

revenue and costs upon order intake is important. 

Here are some examples: 

• Oracle is providing integrations for JD Edwards customers to Siebel on demand, 

in addition to having already extended the core CRM functionality in the 

EnterpriseOne product to support warranty management and customer service case 

support. 

• Microsoft Business Solutions’ Dynamics CRM package is offered alongside the 

Dynamics ERP packages. It’s integrated with Microsoft Office, which, for many 

small companies, provides a familiar UI. The Dynamics AX ERP product also has a 

specific field-services offering that uses Microsoft’s mobile technologies. 

• SAP is packaging industry-specific CRM functionality as part of the overall best 

practices offerings used to bring its All-in-One product to market. For example, 

midmarket firms in the industrial machinery and component industries will receive 

the Variant Configurator as part of their best practices configuration, while CP 

companies will see more trade promotions and warranty management capabilities in 

their best practices bundles. 

• In addition to SAP, vendors such as Cincom and IFS offer product configurators 

for highly engineered and complex discrete environments. In a few industrial 

environments, Cincom’s Sales Configurator, which has a rules-based guided selling 

engine, is used to augment SAP’s Variant Configurator to handle complex sales, 

product configurations, and high order volumes. 

• For Infor ERP customers, the company offers add-on CRM capabilities, including 

inbound and outbound marketing. It also offers sales and service through the 

Ironside and Epiphany products acquired from SSA, as well as the ERP packagespecific 

CRM functionality. 



25

For SMBs, tethering CRM to e-commerce capabilities is important to help firms reach 

new customers through the Internet. Consider the following examples: 

• Sage is integrating its MAS 90/200 and 500 ERP product lines with the entire 

portfolio of Sage CRM products (ACT!, SageCRM.com, and Sage SalesLogix) to 

assist SMBs in driving customer service, SFA, and order-processing efficiency. 

• SaaS provider NetSuite has combined its strengths in customer management with 

e-commerce and order management to provide firms with a full view of their 

customers. 

• SAP acquired Praxis Software Solutions to extend Business One’s CRM capabilities 

for providing integrated web storefront, e-commerce, and online customer service 

and sales functionality. 

• SYSPRO’s latest CRM package provides dashboards for companies to track the 

performance of their marketing and customer support functions. 

Manufacturing operations 

Manufacturing is not a new domain for midmarket ERP providers. Several firms grew 

up in manufacturing environments, with deep roots as MRP and plant-centric ERP 

providers. A majority of manufacturing organizations are starting to consider overdue 

investments in manufacturing operations to cope with the new demands on their 

capacity from diversified product portfolios, regulatory and quality requirements, and 

shorter lead times. To protect themselves from best-of-breed ISV competition, vendors 

must focus on operational excellence and look beyond basic MES functions, like 

collecting production data against a bill of materials (BOM), to include and integrate 

functions such as quality management, operations intelligence, and EAM. 


• Plexus Systems provides integrated MES and quality management functionality that 

several automotive tier suppliers have used to support traceability reporting, closedloop 

quality management functions, as well as part and process traceability efforts. 

• QAD developed a just-in-time-sequencing module for its automotive customers in 

addition to acquiring long-time partner FBO Systems for EAM functionality. 

• Several vendors are incorporating deeper quality management functionality into their 

offerings. IQMS offers integrated quality management capabilities for medical device 

manufacturers. Cincom is using its long-time partnership with quality management 

vendor Pilgrim Software and reselling its SmartSolve quality suite into highly 

complex discrete manufacturing scenarios. Epicor and QAD have partnered with 

IQS, another pure-play quality management vendor, to bring quality management 

functionality to its medical device, automotive, and A&D clients. 


• 

Infor has good momentum in cross-selling the Datastream EAM product. Its Open 

SOA strategy will allow for more discrete industry customers to take advantage of 

its Visual Quality Management product and process industry customers to use the 

Fygir production scheduling product. It will also allow for using newly developed 

capabilities in the future. 

• IFS provides functionality for supporting MRO and aftermarket depots in the A&D 

industry and other complex discrete manufacturing environments. 

• CDC Software’s recent CDC Factory release offers integrated MES, quality, and 

operations intelligence capabilities for process manufacturers. 

• Oracle’s JD Edwards EnterpriseOne version 8.12 incorporates specific traceability 

constructs for food and beverage manufacturers and Plant Manager’s Dashboard for 

operations intelligence. 



27

Conclusion and recommendations 

The ERP market is growing with a renewed focus on the midmarket that will impact 

the vendor landscape going forward. Oracle and SAP will continue to build market 

share through multichannel approaches that involve agile partner ecosystems predicated 

on driving volume license sales. Microsoft is gaining momentum with its indirect 

channel, and as Microsoft Business Solutions is absorbed into the Office applications 

group, users will continue to be comfortable purchasing the company’s products. 

Vendors with architectures based on Microsoft technologies that have been winning 

business under the auspices of being “more Microsoft than Microsoft” should take note 

that, in the past two years, Microsoft Business Solutions has been silently assembling all 

the components of the Microsoft portfolio. It will be able to offer completely integrated 

IT offerings and applications to the midmarket, and could potentially leap-frog its 

competition. 

Incumbent vendors that call the midmarket home must retool and innovate their 

business models to defend their turf and drive volume models to respond to the new 

competitive pressures. Companies with high revenue from maintenance from their 

installed bases must drive new license sales either through upgrading customers on 

legacy configurations, cross-selling acquired functionality back into the installed base, 

or new logo acquisition. Not doing so will turn them into ripe acquisition targets. 

While consolidation is inevitable, acquirers still have their challenges: 

• The acquiring company must communicate that product ownership has changed 

hands to the acquired customer base. 

• Communicating product roadmaps and answering all questions from customers 

regarding the destiny of acquired products specifically calls for unveiling and 

discussing any and all plans to develop, upgrade, and add new functionality that will 

continue to suit customer demand. 

• Multiple acquisitions require integrating acquired products together or rationalizing 

stockpiles of applications. 


Recommendations for users 

It’s a buyer’s market, so take advantage! Vendors want your business and, for the most 

part, have evolved their offerings to provide a broad range of functionality and flexible 

pricing options to support your company. Users should do the following: 

• Examine the stream of maintenance revenue of your current or prospective 

providers and be sure to understand the their overall growth. Firms running legacy 

applications or products with frequently changing ownership should also understand 

the detailed product roadmaps and support plans from the current owners. 

• Understand the health and dynamics of your vendor’s channel and partner strategy. 

This includes understanding the qualification processes for partner-driven application 

configurations as well as support plans if partners are acquired or go out of business, 

especially in distributed locales. 

• Beware of MRP providers in ERP clothing. Seek vendors that offer integrated 

functionality supporting industry best practices and localized configurations that 

best scale with your business for the long term. 

Recommendations for providers 

Regardless of being a consolidating force or not, midmarket ERP providers must offer 

the necessary integrated functionality suitable to the geography- and industry-specific 

needs of their customers in order to thrive. This involves the following: 

• For vendors with single product lines that appeal to multiple industries, focus on the 

industries and market sub-segments with your highest concentration of customers. 

To remain relevant, evolve your products with as much integrated out-of-the-box 

functionality for their specific needs. 

• For companies managing multiple products and sizeable installed bases, be proactive 

in your communications of product roadmaps, enhancements, and support plans. 

Involve customers in feedback sessions to share best practices, desired functionality 

upgrades, and understand usage patterns that can help drive upgrades and migrations 

to newer product versions with the specific features customers want. 

• A volume license business will be the ultimate success factor and drive the highest 

volumes of new customers. However, this is not a change that happens overnight. 

For several VARs and distributors, this shift represents a dramatic adjustment 

to some business models, especially for partners that sell low volumes of licenses 

followed by multiple, higher margin service engagements. Structure your indirect 

efforts to support a volume business model by creating incentive programs for 

VARs and resellers that create templates atop your core product and use fixed-bid 

implementations. 



29

Appendices 

Appendix A: Vendor product matrix 

AMR Research examined the following vendor product offerings. Vendors declining 

participation were CDC Software and Consona. 


Table 5: Product offerings examined for this research 

Vendor and Products Current Version 



Target Market 

(No. of Employees) 

Eagle v16 √ √ 

0–50 50–249 250–1,000 

Falcon v5.07 √ √ √ 

Vision v7 √ 

Prophet 21 v11 √ √ √ 

Cincom 

CONTROL Control 2007 √ √ 

CMS Software 

CMS i5 5.2 √ √ 

CMS m5 2.1 √ √ 

Deltek 

Costpoint CostPoint 6 √ √ 

Vision Vision 5 √ √ 

Epicor 

Manufacturing (formerly Vantage and Vista) v8.03 √ √ √ 

iScala v2.3 √ √ √ 

Enterprise v7.3.6 √ √ √ 


Macola ES Version 372 √ √ 

Glovia 

glovia.com v9.1.1 √ √ 


GSInnovate √ 

IFS 

IFS Applications v7.5 √ √ 

Infor 

Infor ERP Adage v5.2 √ √ 

Infor ERP LN v6.1 √ √ 

Infor ERP LX v8.3.1 √ √ 

Infor ERP SyteLine 7.5 √ √ 

Infor ERP Visual 6.5.2 √ 

Infor ERP XA 7.7 √ √ 



31

Table 5: Product offerings examined for this research (continued) 

Vendor and Products Current Version 

IQMS 

Target Market 

(No. of Employees) 

EnterpriseIQ 7.0.13 √ √ 

Lawson 

0–50 50–249 250–1,000 

M3 v7.1 √ √ 

S3 v9 √ √ 

Microsoft Business Solutions 

Dynamics AX v4 √ √ √ 

Dynamics NAV v5.2 √ √ √ 

Dynamics GP v10 √ √ 

NetSuite 

NetSuite NetSuite 2007.0 √ √ 

Oracle 

JD Edwards EnterpriseOne 8.12 √ √ 

E-Business Suite 12 √ √ 

PeopleSoft 9 √ √ 


Plexus Online √ √ √ 

QAD 

QAD Enterprise Applications 2007 eB3 √ √ 

Sage Software 

MAS 90 ERP 4.2 √ 



SAP 

SAP Business One SAP Business One 

2005 

SAP ERP 6.0 All-in-One mySAP ERP 2006 

All-in-One 

SoftBrands 

√ √ 

FourthShift Edition for SAP Business One 8.5 √ √ 

SYSPRO 

SYSPRO ERP 6 √ 

√ √ 



Appendix B: Vendor profiles 


Activant brings four ERP products to the market: Eagle, Falcon, Prophet 21, and 

Vision. The common thread throughout its product line is that each has an eye toward 

wholesale distribution environments with specific sub-industry focuses. Falcon is 

targeted at wholesale and professional lumber distributors, while Eagle is targeted 

at hardware and home centers. Vision is designed to support the warehouse-to-store 

models that the automotive parts aftermarket demands. Prophet 21 has arguably the 

broadest reach of the four products, aimed at the broader wholesale distribution market 

for industrial goods, including plumbing and HVAC equipment as well as lumber and 

auto parts. 

Since 1973, Activant has provided tailored functionality specifically for wholesale 

distribution environments. The company’s products offer fully-integrated accounting 

packages that are tethered to both inventory and order management functions to help 

firms track their inventories and associated replenishments with efficiency. The majority 

of Activant’s customers tend to do minimal customizations to the product, making 

upgrades a simplistic task that doesn’t cause disruption to the business. 

Cincom 

For over 35 years, Cincom has provided ERP software and solutions for complex, 

highly engineered discrete environments, such as A&D, trucks and heavy equipment, 

and industrial products. In addition to the core CONTROL ERP product, Cincom 

offers Environ, a Microsoft .NET-based technology platform to help clients orchestrate 

and manage business processes as they build out their SOAs. It also offers the Quoteto-Order 

application that includes sales configuration, product configuration, and 

quotation and proposal management. 

Cincom also provides quality and compliance management functionality from 

partner Pilgrim Software. It also provides specific capabilities focused on complex 

lean environments through its Demand Suite application, which uses visibility into 

constraints to produce level-loaded production plans and sequences to manage material 

flow and production execution. 

Headquartered in Cincinnati, the company has offices worldwide that serve customers 

in North America, Europe, Australia, and Asia. 


Appendices 


33

CMS Software 

CMS Software (formerly CMS Manufacturing Systems) provides two products to 

market: CMSi5, an IBM iSeries-based product, and CMSm5, a .NET-based product. 

The company’s sweet spots are the lower midmarket and SMB segment, as both 

products support manufacturers seeking a single system without a big internal support 

capability. 

The firm recently merged with XKO Systems Ltd, a UK-based software provider for 

wholesale distribution environments. The merger will bode well for CMS Software 

customers in the automotive and CP industries looking to manage both production and 

distribution in a single system. 

Headquartered in Toronto, the company has customers in North America, Europe, and 

Asia. It has offices in several North American cities, as well as Brussels and Shanghai. 

Deltek 

Deltek has a unique position in the market. The company focuses on providing 

software for project-focused businesses that generate revenue from defined, discrete, 

customer-specific engagements rather than from high-volume, mass-production, or 

distribution businesses. 

Deltek’s products, Costpoint and Vision, provide project and financial accounting 

functionality for professional services, A&D, government contractors, professional 

services firms, and project manufacturers. In addition, Deltek also offers CRM timeand-attendance 

collection, expense reporting, business performance management, 

materials management, and human capital management capabilities. The company 

continues to add new capabilities to support the needs of its clients. In 2006, Deltek 

acquired Welcom for project portfolio management (PPM) and EVM, as well as C/S 

Solutions for EVM-specific BI capabilities. 

Deltek has over 12,000 customers and continues to scale profitably year over year. The 

firm brought in senior management with enterprise software experience and filed an 

S-1 in May 2007. Almost all of Deltek’s revenue comes from North America, primarily 

from its direct sales force. Headquartered in Herndon, Virginia, the company has 

customers worldwide and offices in Portland, Oregon; St. Petersburg, Florida; Fort 

Collins, Colorado; Houston, Texas; Cambridge, Massachusetts; Toronto; London; and 

Makati City, Philippines. 


Epicor 

Epicor is a midmarket veteran with multiple targeted applications. To start, there’s 

Epicor Vantage and Vista, which focus on manufacturers and distributors. Epicor 

iScala is ideal for multinationals requiring a comprehensive global footprint within 

manufacturing, distribution, and hospitality environments. Epicor Enterprise 

focuses on the business services sector, including financial and professional services, 

with Epicor CRS focusing on retail. All products make use of the Microsoft .NET 

framework, but Epicor also supports Progress, which provides additional flexibility for 

customers, allowing them to make SOA a reality. Also, the products feature multisite, 

multilanguage, and multicurrency support. 

Within manufacturing, Epicor targets discrete manufacturers in industries such as 

A&D, industrial machinery, and metal fabrication. On the distribution side, Epicor 

targets CP, industrial equipment, pharmaceutical, and automotive parts supplier 

environments. 

Epicor has sold applications since 1984 to a loyal customer base of over 20,000 

companies. It’s headquartered in Irvine, California. 


Exact’s Macola ES, a Microsoft-based product, targets small discrete manufacturers up 

to divisions of multinational companies. Macola ES and the company’s BPM offering, 

e-Synergy, work off the same database, offering discrete manufacturers the opportunity 

to orchestrate and manage workflows for their finance and manufacturing operations. 

Exact Software, founded in 1984, has 180,000 clients in 120 countries. The majority 

of its customers are discrete manufacturers. About half of the software sales are direct, 

with the balance coming from a 2,000-member VAR channel that helps the firm reach 

over 110 countries worldwide. Headquartered in Delft, the Netherlands, the U.S. 

headquarters is in Andover, Massachusetts. 

Glovia 

With just over 1,400 customers, Glovia, a division of Fujitsu, has sold applications 

to the discrete manufacturing industry for over 30 years. The glovia.com product 

targets such industries as A&D, electronics, capital equipment, and automotive. 

Focused on manufacturing, glovia.com is a multimode product designed to scale from 

supporting a single plant, to multisite needs for high-volume repetitive manufacturing, 

to complex ETO with project tracking, production scheduling and management, and 

cost capability for long, complex, discrete manufacturing environments. Sales are split 

between the Fujitsu VAR sales team in Asia and the Glovia International direct sales 

teams in North America and Europe. 

Headquartered in El Segundo, California, the company has customers worldwide. 



35


Launched in 2006, Glovia created a separate business unit, Glovia Services, to 

capitalize on the emerging opportunity in SaaS. It transforms the current glovia.com 

product to a SaaS system, branded as GSInnovate, and targets manufacturers with 

less than $50M in annual revenue. GSInnovate offers a low cost of entry for enterprise 

technology to manage processes such as core MRP, order management, sourcing and 

procurement functions, and core financials. The ultimate success metric for Glovia 

Services is ultimately going to be adoption by SMBs. However, for manufacturers 

tasked with updating their existing systems to handle comprehensive traceability and 

genealogy requirements, the shorter implementation time frames that a SaaS delivery 

model promises might be intriguing. 

IFS 

IFS offered a component-based architecture for its IFS Applications product before 

SOA became an everyday term. IFS’s differentiators are full product lifecycle 

management (PLM), including MRO and field service, lean manufacturing, and 

project management. The firm has created a unique niche in the A&D environment, 

offering integrated EAM and MRO capabilities for repair depots and military projectbased 

environments. 

IFS has approximately 2,400 global customers in Latin America, Asia-Pacific, EMEA, 

and North America. The company is headquartered in Linköping, Sweden, with North 

American headquarters in Chicago. 

Infor 

Infor has over 25 ERP products in its portfolio, over $2.1B in annual revenue, and a 

customer base of over 70,000 customers. It has acquired many of its customers through 

acquisitions of other ERP vendors, including SSA (which had products such as Baan, 

ManMan, Marcam, HK Systems, Infinium, and BPCS under its umbrella), MAPICS, 

Lilly Software, Epiphany, and Geac. Infor also has industry-specific offerings such as 

COM, TRANS4M, and XPPS, which are all targeted at automotive tier suppliers. 

About half of Infor’s revenue today comes from maintenance, with professional services 

and licenses at about 25% each. Infor’s customers are in a diverse set of markets, 

including the automotive, high-tech, industrial products, CP, and process industries. 

Infor has several customers on IBM’s iSeries and Progress Software platforms, and the 

firm is committed to both partners. The company’s event-driven Open SOA strategy 

focuses on enabling the applications themselves, instead of relying on a specific bus 

layer that eases interoperability and carries the promise of easier upgrades and access to 

best-in-class functionality at a low cost and within the project time frame. 

Infor is headquartered in Alpharetta, Georgia, and has offices worldwide. 


IQMS 

IQMS’s main product, EnterpriseIQ, provides SMBs and companies in the lower midmarket 

an integrated system for managing manufacturing (including integrated quality 

management), financials, customer management, and SCM capabilities, such as a sophisticated 

production scheduler, and workforce management. Target companies include operating 

repetitive and flow-based environments to highly engineered product manufacturing 

scenarios in the automotive, general discrete, plastics, and medical device industries. 

Founded in 1989, the majority of IQMS’s customers are in North America. However, 

the firm has installations in both Europe and Asia-Pacific. 

Lawson 

In 2005, Lawson and Intentia merged, and the complementing synergies both companies 

brought to the merger are now starting to show in global markets and broader 

vertical industry segments. Intentia’s Movex product (now termed M3 for make, move, 

maintain) provided Lawson a sought-after manufacturing story for the North American 

market and the opportunity to extend its S3 (for staff, source, serve) product to support 

healthcare, financial services, and retail operations in Europe. Both products use 

a core technology foundation called Lawson System Foundation, which is built on 

IBM’s WebSphere to help drive common component usage across the applications. 

The products also use Lawson’s own Business Intelligence (LBI) and Business Process 

Management functionality. Key differentiators of the M3 product are its ability to support 

mixed-mode manufacturing and supply chain planning, including the integration 

of production planning with plant asset maintenance requirements, aftermarket service 

capabilities, and attribute management. This functionality is specifically important to 

asset-intensive industries as well as the food and beverage and fashion industries, with 

their multiple variations of products and need for flexibility. 

Lawson is headquartered in St. Paul, Minnesota, and has over 4,000 customers worldwide. 

Microsoft Business Solutions 

The Microsoft Dynamics family of applications—Microsoft Dynamics AX, Microsoft 

Dynamics NAV, and Microsoft Dynamics GP (Microsoft Dynamics SL is also a part of 

this product line, but was not evaluated in this Report)—are all targeted at midmarket 

companies. Microsoft Dynamics AX is designed for midmarket multinational companies 

of usually 50 to 500 users in ETO, MTO, or MTS environments. Microsoft Dynamics 

NAV has a large European installed base of manufacturers and distributors in CP, automotive 

parts, and industrial equipment industries. Several companies using AX and NAV 

are smaller divisions and sites of multinationals, with SAP deployed at the enterprise level. 

Microsoft Dynamics GP customers are usually 25 to 500 users in professional services, 

discrete manufacturing, public sector, and wholesale distribution. 

Microsoft is based in Redmond, Washington. It has offices and customers worldwide. 



37

NetSuite 

NetSuite provides pure business management applications through a SaaS model 

to SMBs and offers integrated ERP, CRM, and e-commerce functionality. Target 

industries include wholesale distribution and light manufacturing, services firms, 

software companies, and online retailers with less than 1,000 employees. It brings 

these companies back-office, front-office, and web operations in a single application. 

NetSuite’s full product line includes BI and performance management software, the 

SuiteFlex platform tools for customization and software extension, and add-on software 

modules such as advanced financials, employee self-service, incentive compensation, 

and eBay integration support. 

Headquartered in San Mateo, California, NetSuite recently filed its S-1 for an IPO. 

Oracle 

Oracle brings three core ERP product lines to the midmarket: JD Edwards 

EnterpriseOne, PeopleSoft, and E-Business Suite. The EnterpriseOne product appeals 

to the industrial manufacturing, CP, automotive, high-tech, and medical device 

industries, and differentiates itself from other products with advanced planning and 

scheduling functions like demand forecasting, S&OP support, and lean execution. 

PeopleSoft 12 appeals to several midmarket firms with light manufacturing and 

complex sourcing needs. E-Business Suite is offered direct to the midmarket through 

Oracle’s sales organization. 

Oracle divides the midmarket into three tiers: lower tier (companies with less than 

$100M in annual revenue), midtier (companies with $100M to $500M in annual 

revenue), and upper tier (companies with more than $500M in revenue). The company 

announced its Oracle Accelerate branding initiative earlier this year to target SMBs 

with less then $500M in revenue, where Oracle already has 19,000 customers (50% 

of which have less than $100M in annual revenue). For firms with annual revenue 

between $500M and $1B, Oracle will continue promoting a hybrid strategy of direct 

and partner sales and services. The Application Integration Architecture proposed 

as part of the Fusion Middleware provides customers the opportunity to leverage 

functionality from the firm’s many acquisitions, including G-Log, Demantra, and 

Hyperion. 

Oracle is headquartered in Redwood Shores, California, and has offices worldwide. 



Plexus Systems has been providing its on-demand product, Plexus Online, since 2001. 

Plexus Online is designed for discrete manufacturers in automotive, A&D, and medical 

devices. It’s delivered to customers through a pure SaaS model that integrates MES and 

ERP functionality, including workforce management, support for product traceability 

initiatives, and several forms of production scheduling and supplier management, such 

as electronic kanban and heijunka. Plexus Online also offers specific functions for 

certain industries, such as broadcast sequencing capabilities for automotive. It utilizes 

a very simple and intuitive UI that is well received by shop-floor personnel. Plexus also 

provides a SQL Query Writer and visual composer that allows users to access any table 

in Plexus Online to write SQL queries and build and customize screens and reports. 

Plexus Systems is headquartered in Auburn Hills, Michigan. 

QAD 

QAD Enterprise Applications 2007 targets companies manufacturing products in the 

automotive, industrial equipment, CP, electronics, and medical devices industries. 

Within its customer base are many large global companies that have either SAP or 

Oracle deployed at the corporate level and use QAD’s products in their plants and 

divisions because of strong vertical industry functionality. 

QAD has made several investments to bring productivity options and increased value to 

its customers in the past: 

• 

Acquiring EAM, CRM, and transportation management 

• Developing add-on modules to support distributed order management, supplier 

collaboration, and lean execution 

• 

Providing a .NET UI 

The company also has a .NET-based financials package expected in late 2007. 

Headquartered in Santa Barbara, California, the company has offices in 27 countries to 

support its predominantly direct sales efforts, but it also relies on a network of over 40 

reseller partners worldwide. 



39

Sage Software 

Sage Software, part of The Sage Group, has an estimated 2.5 million SMBs using 

its products in North America, including Sage MAS 90 ERP, Sage MAS 200 ERP, 

and Sage MAS 500 ERP. It primarily targets firms with more than $25M in annual 

revenue or 100 to 1,000 employees. The majority of Sage’s deployments are at the 250employees-or-less 

level. The MAS 500 product itself is built on the Microsoft SQL 

Server and platform, and the latest version has a portal that can be driven off Visual 

Studio or SharePoint. Sage also provides MAS 90 and MAS 200 customers with data 

conversion tools to help upgrades, but they’re mainly used for migrating historical 

financial data, customer records, and basic product-related data. Sage also offers built-in 

inquiry and analysis tools Business Insights Analyzer and Business Insights Explorer. 

The company targets manufacturers, services firms, and distributors. 

Sage’s North American headquarters are located in Irvine, California. 

SAP 

SAP has sold applications to a variety of industries for over 30 years. The company has 

a total client base of over 41,000 customers of which approximately 26,000 are small 

to midsize businesses. Its two midmarket offerings, All-in-One and Business One, are 

sold through resellers. The All-in-One applications are actually owned by the partners 

that take the broad product footprint and apply vertical functionality as well as local 

and global capability. While SAP sales representatives cannot sell the products directly, 

they sometimes enlist a partner in hybrid deal situations, but the partner does the 

implementation. Business One is sold indirect. 

At the SAPPHIRE customer conference earlier this year, the company unveiled SAP 

A1S, its hosted product, which is targeted to the 50-to-500-employees level. While 

the ideal is to acquire new customers that are not typical ERP buyers through a see-it, 

buy-it, try-it strategy, the product can potentially attract companies running hub-andspoke 

deployments of SAP at the enterprise level that seek to replace legacy systems at 

some of their distributed midmarket sites. 

Headquartered in Walldorf, Germany, the company has customers and offices 

worldwide. 


SoftBrands 

SoftBrands’ FourthShift Edition for SAP Business One provides sophisticated 

manufacturing capabilities atop SAP’s Business One product. It’s sold into companies 

that manufacture products in the CP, chemicals, medical devices, pharmaceuticals, 

electronics, fabricated metals, and industrial machinery and equipment industries. 

A major differentiator for SoftBrands against other vendors is its leveraging of the 

SAP Business One platform to provide customers with an SAP-based manufacturing 

application that can be implemented quickly and is easy to use. 

SoftBrands has sold applications to the discrete and process manufacturing industries 

since 1984, and has more than 4,000 clients. With the exception of scenarios where 

large enterprises are seeking to deploy an SAP-based application at a small subsidiary or 

site, SoftBrands sells predominantly through a VAR channel. 

Headquartered in Minneapolis, the company has customers in North America, EMEA, 

and Asia-Pacific, with offices in Mexico, Europe, China, and India. 

SYSPRO 

SYSPRO 6.0, a Microsoft-based product, targets midmarket companies that 

manufacture products in discrete industries such as food, medical equipment, industrial 

fabrication and assembly, electronics, automotive, and heavy machinery, as well as 

packaging environments for CP firms. With its construction on Microsoft .NET 

technology and use of XML, SYSPRO is a strong advocate of SOA for SMBs, and 

provides them a means to interface with complementary, legacy, and disparate customer 

systems. 

SYSPRO has sold applications to the discrete manufacturing industry since 1978, 

and has over 12,000 manufacturing and distribution customers. The company sells 

primarily through its sizeable network of VAR partners, with roughly 10% of sales 

being direct. 

U.S. headquarters is in Costa Mesa, California, and the majority of its customers in 

North America and Europe. 



41

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