It Mid Market ERP Vendor Landscape Storyboard

Vendor Landscape: Mid-Market ERP
Cloud ERP dominates this market.
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Introduction
The mid-market is filled with innovative and vertical-focused ERP solutions.
This Research Is Designed For:
This Research Will Help You:
Enterprises seeking to select a solution for
Understand whats new in the ERP market.
financial management and efficient planning

of operations.
Their ERP use case may include:
Geographically distributed organizations
Evaluate ERP vendors and products for your

enterprise needs.
Determine which products are most appropriate

for particular use cases and scenarios.
with complex resourcing.
Organizations that need to quickly gain

control of their resourcing.
Organizations with volatile resources (i.e.

perishable, difficult to move).
Executive summary
Info-Tech evaluated ten products in the ERP market,
including the following notable performers:
Champions:
Sage 300. Sage provides top-notch support on a product thats
intuitive and well designed.
NetSuite has a wide variety of additional tools for sharing and

analyzing data.
Sage 500 provides small IT shops with process controls that

include an updated and clean UI.
Infor. The ION and Infor Ming.le front-end add-ons provide

unparalleled long-term flexibility and ease of use.
Epicor offers a very good core offering that is highly extensible.

Value Award:
Epicor. The feature set and additional tools are above average for
the price point.
Trend Setter Award:

Infor. The strategy to target micro-verticals with discrete products
Info-Tech Insight
1. Focus on data management tools:

ERP as a whole has stayed static in the midmarket. The real differentiator is how data
can be analyzed and protected.
2. Long-term value will be in the analytics:
ERP is moving beyond traditional recording
of transactional data to include analytics and
workflow automation.
3. Ease of use is becoming important:
Role-based configuration is the fastest, most
cost effective way to see real benefits from a
new ERP system. Vendors are finally
providing the tools to configure user views
rather than customize processes.
gives Infor the best user experience and focused resource planning
suite.
How to use this Vendor Landscape

There are multiple ways you can use this Info-Tech Vendor Landscape in
your organization. Choose the option that best fits your needs:
Vendor
Landscape
Do-It-Yourself
Use this Vendor Landscape to help
you complete your purchasing
decision. The slides in this Vendor
Landscape will walk you through our
recommended evaluated vendors in
this market space with supporting
tools and deliverables ready for you
to make your decision.
Free Guided
Implementation
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the Vendor Landscape with a
Guided Implementation.
At no additional cost to you*, our
expert analysts will provide
telephone assistance to you and
your team at key milestones in the
decision to review your materials,
answer your questions, and explain
our methodologies.
*Guided Implementations are included in most

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*Guided Implementations
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Guided Implementation points in the Mid-Market ERP

Vendor Landscape
Book a Guided Implementation Today: Info-Tech is just a phone call away and can assist you with your
evaluation. Our expert Analysts can guide you to successful technology selection.
Here are the suggested Guided Implementation points for the Mid-Market ERP Vendor Landscape:
Section 1: Shortlist Assistance and Requirements
Get off to a productive start: Discuss the market space and how vendors are evaluated.
Decide on which deployment option suits you best and narrow down the options based on
customized requirements.
Section 2: RFP and Budget Review
Interpret and act on RFP results: Review vendors RFPs and ensure the solution is meeting
your needs. Discuss average pricing of solutions and what can fit into your budget.
Section 3: Negotiation and Contract Review
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Purchase optimization: Review contracts and discuss best practices in negotiation tactics to
get the best price for your solution.
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Guided Implementation Coordinator.
Market overview
How it got here
Where its going
ERP started in the sixties as mainframe tools to

automate repetitive manufacturing schedules.
ERP has become the latest enterprise application to be

available as a cloud SaaS. SaaS has eased the
adoption of ERP and the extensibility of existing
deployments.
The standardization of databases by Oracle and

Microsoft allowed for greater integration of enterprise
modules, such as CRM and industry-specific
functionality. The key to success became the
capabilities of the channel partners.
Enterprises were presented with the challenge of
managing and effectively using an ever-increasing
volume of data.
The advent of web-based software offerings (SaaS)
decreased the initial cost of deploying an ERP system,
furthering SME market adoption. Integration and
industry specialization remain a challenge.
ERP is moving from merely a record of transactions to

the main data repository for the organization. The
incorporation of analytics and workflow management is
becoming increasingly important.
Large vendors are easing customization challenges with
UI improvements and different deployment options.
Their approach potentially diminishes the need for ISVs
and VARs for large segments of the market.
As the market evolves, capabilities that were once cutting edge become default and new functionality
becomes differentiating. The ability to support multiple sites has become a Table Stakes capability and should
no longer be used to differentiate solutions. Instead focus on usability and data visualization to get the best fit
for your requirements.
ERP vendor selection / knock-out criteria: market share, mind

share, and platform coverage
The regulatory complexity and need to increase margins in a wide set of industries has fueled a renewed interest in ERP
applications. The increased functionality and ease-of-deployment for SaaS products have made ERP a realistic option
for the whole mid-market.
For this Vendor Landscape, Info-Tech focused on those vendors that offer broad capabilities across multiple platforms
and that have a strong market presence and/or reputational presence among mid and large-sized enterprises.
Included in this Vendor Landscape:
Sage. Provides two products for this space: 500 (formerly MAS 500) for the mid to large-sized segment, and 300 ERP
(formerly ERP Accpac) for the small to mid-sized segment.
SAP. The gold standard in ERP, particularly for large enterprises. Business One is SAPs mid-market offering.
Oracle. Provides the database architecture for many of these vendors. JD Edwards EnterpriseOne is the elder
statesman of the mid-market ERP market.
Microsoft. The Dynamics line contains solutions that cover the whole of the mid-market space. Info-Tech reviewed GP
and NAV for this Vendor Landscape.
NetSuite. The most established SaaS offering has seen tremendous growth in the last five years.
Epicor. An established vendor that primarily serves the manufacturing, distribution, and retail markets.
UNIT4. An emerging vendor that is known for its post-implementation agility (i.e. the ability to respond to business
change scenarios in an efficient way).
Infor. Focuses on line-of-business applications with a product portfolio focused on micro-verticals.
ERP criteria & weighting factors

Criteria Weighting
Product Evaluation Criteria

Features
The solution provides basic and advanced

feature/functionality.
Usability
The end-user and administrative interfaces are

intuitive and offer streamlined workflow.
Affordability
Architecture
Implementing and operating the solution is

affordable given the technology.
Multiple deployment options and extensive
integration capabilities are available.
Features
30%
Architecture 15%
50%
Usability
40%
Strategy
5%
Affordability
Product
60%
Vendor Evaluation Criteria

Viability
Strategy
Vendor is profitable, knowledgeable, and will be

around for the long term.
Vendor is committed to the space and has a
future product and portfolio roadmap.
40%
Vendor
Viability
10%
Reach
Channel
Vendor offers global coverage and is able to sell

and provide post-sales support.
Vendor channel strategy is appropriate and the
channels themselves are strong.
Channel
30%
20%
Reach
The Info-Tech ERP Vendor Landscape

The zones of the Landscape
The Info-Tech ERP Vendor Landscape
Champions receive high scores for most evaluation

criteria and offer excellent value. They have a strong
market presence and are usually the trend setters
for the industry.
Infor
Market Pillars are established players with very

strong vendor credentials, but with more average
product scores.
Epicor
Sage 300
Innovators have demonstrated innovative product

strengths that act as their competitive advantage in
appealing to niche segments of the market.
Emerging Players are comparatively newer
vendors who are starting to gain a foothold in the
marketplace. They balance product and vendor
attributes, though score lower relative to market
Champions.
Sage 500
NetSuite
Microsoft
NAV
Oracle
Microsoft
GP
UNIT4
SAP
For an explanation of how the Info-Tech Vendor Landscape is created, see Information Presentation Vendor Landscape in the Appendix.
10
Balance individual strengths to find the best fit for your

enterprise
Product
Overall
Features
Usability
Vendor
Afford.
Arch.
Overall
Viability
Strategy
1234
Reach
Channel
Epicor
Infor*
Microsoft (GP)
Microsoft
(NAV)
NetSuite
Oracle*
Sage (300)
Sage (500)
SAP*
UNIT4*
Legend
=Exemplary
=Good
=Adequate
=Inadequate
=Poor
*The vendor declined to provide pricing and publicly available pricing could not be found.
For an explanation of how the Info-Tech Harvey Balls are calculated, see Information Presentation Criteria Scores (Harvey Balls) in the Appendix.
11
The Info-Tech ERP Value Index

What is a Value Score?
On a relative basis, Epicor maintained

the highest Info-Tech Value ScoreTM of
the vendor group. Vendors were indexed
against Epicors performance to provide
a complete, relative view of their product
offerings.
Champion
The Value Score indexes each

vendors product offering and
business strength relative to its
price point. It does not indicate
vendor ranking.
Vendors that score high offer more
bang-for-the-buck (e.g. features,
usability, stability, etc.) than the
average vendor, while the inverse is
true for those that score lower.
Price-conscious enterprises may
wish to give the Value Score more
consideration than those who are
more focused on specific
vendor/product attributes.
70
Average Score: 61.8
100
74
69
90
62
80
56
60
10 50 0
40
30
20
10
*The vendor declined to provide pricing and
publicly available pricing could not be found.
For an explanation of how Price is determined, see Information Presentation Price Evaluation in the Appendix.
For an explanation of how the Info-Tech Value Index is calculated, see Information Presentation Value Index in the Appendix.
12
Table Stakes represent the minimum standard; without these,

a product doesnt even get reviewed
The Table Stakes
What Does This Mean?
Feature
Reconcile-to-Report
Description
Financial management (general ledger,
PO reconciliation, tax rationalization).
Order-to-Cash
Basic CRM and order management.
Procure-to-Pay
Basic asset management and accounts

payable.
Hire-to-Retire (HR)
Basic human resources information and

management.
Technical Architecture
The products assessed in this Vendor

LandscapeTM meet, at the very least, the
requirements outlined as Table Stakes.
Many of the vendors go above and beyond
the outlined Table Stakes, some even do so
in multiple categories. This section aims to
highlight the products capabilities in excess
of the criteria listed here.
A technical architecture that supports

add-ons and integration with common
reporting tools.
If Table Stakes are all you need from your ERP solution, the only true differentiator for the organization is
price. Otherwise, extend your search to find the best price and value for your needs.
13
Advanced Features are the capabilities that allow for granular

market differentiation
Scoring Methodology
Info-Tech scored each vendors features
offering as a summation of its individual scores
across the listed advanced features. Vendors
were given one point for each feature the
product inherently provided. Some categories
were scored on a more granular scale with
vendors receiving half points.
Advanced Features
Feature
What we looked for:
Analytics and
reporting
In-application statistics and data visualization for

reporting to internal and external stakeholders.
Mobile
applications
Mobile-specific application that is functional on a

tablet or HTML5/responsive design browser.
Multi-site ERP
functionality
Rationalization of the financial statements and

budgeting needs across multiple locations.
Integration with
end-user tools
Connectors to support productivity in a regulated

manner within the corporate environment.
Exception
management
The mechanisms for managing exceptions to

normal processes.
For an explanation of how Advanced Features are determined, see Information Presentation Feature Ranks (Stoplights) in the Appendix.
14
Advanced Features are the capabilities that allow for granular

market differentiation
Scoring Methodology
Info-Tech scored each vendors features
offering as a summation of its individual scores
across the listed advanced features. Vendors
were given one point for each feature the
product inherently provided. Some categories
were scored on a more granular scale with
vendors receiving half points.
Advanced Features
Feature
What we looked for:
Industryspecific
modules
The number of industries out of these ten large

categories: pharmaceuticals, insurance,
healthcare, manufacturing, retail, distribution,
communication, real estate, government, higher
education, that have specific modules across all
ERP uses.
Horizontal
support
Support for typical ERP centric activities such as

accounts payable, HR, supplier management,
customer orders (SKUs, POS, etc.), and partner
payments.
BPM support
Support for more expansive business processes

that require additional application or information
sources other than only the ERP system.
Document
management
Documents related to a ERP process are stored,

accessed, and integrated into processes.
Application Dev.
Platform
Platform for customizing branding and business

critical unique processes.
15
Each vendor offers a different feature set; concentrate on what

your organization needs
Evaluated Features
Analytics
and
reporting
Mobile
applications
Multi-site Integration
ERP
with endfunctionality user tools
Exception
mgmt.
Industry
specific
modules
Horizontal
support
BPM
support
Doc. mgmt.
App. Dev.
platform
Epicor
Infor
Microsoft (GP)
Microsoft
(NAV)
NetSuite
Oracle
Sage (300)
Sage (500)
SAP
UNIT4
Legend
=Feature fully present
=Feature partially present/pending
=Feature absent
16
Shortlist Assistance & Requirements

Arrange a call now: email GuidedImplementations@InfoTech.com or call
1-888-670-8889 and ask for the Guided Implementation Coordinator.
Prior to the Guided
Implementation
During the Guided

Implementation
Value & Outcome
1. Have reasoning as to why a new

solution is being discussed.
An Info-Tech Consulting Analyst will

discuss with you:
At the conclusion of the Guided

Implementation call, you will have:
2. Compile list of incompetencies and

gaps.
An understanding of the market

situation.
A narrowed list of vendors with the

customized evaluation tool.
An RFP template to distribute to

vendors.
Reviewing the market and

understanding the rationale behind
the evaluation.
Deciding on a deployment method.
Feature analysis.
17
Mid-sized organizations with multiple locations still require

visibility into the processes and financials of each site
All vendors can manage financial consolidation; organizations centrally
managing resourcing need deeper tools.
Best suited for professional services

Distributed resourcing
2
3
300
Why Scenarios?
In reviewing the products included
in each Vendor LandscapeTM,
certain use cases come to the
forefront. Whether those use cases
are defined by applicability in
certain locations, relevance for
certain industries, or as strengths in
delivering a specific capability, InfoTech recognizes those use cases
as Scenarios, and calls attention to
them where they exist.
GP
Best suited for distributors
NAV
Best suited for manufacturers
500 ERP
For an explanation of how Scenarios are determined, see Information Presentation Scenarios in the Appendix.
18
Enterprise-wide budgeting and revenue forecasting requires

clear analytics and information presentation
Move away from Excel for managing the long-term growth and planning
exercises with an ERP system that provides clear data visualization tools.
Best suited for professional services

Budgeting and
forecasting
3
Why Scenarios?
300
Best suited for volatile industries
NAV
Best suited for HCM-focused organizations
19
Large enterprise players in niche verticals need systems that

understand their needs
All products in this landscape can handle the financial and general
resourcing planning. The differentiator will be in the add-on modules.
1
2
Best suited for higher education
Complex niche markets
Why Scenarios?
Best suited for pharmaceutical
Best suited for mining, oil, and gas
300
20
RFP & Budget Review

Prior to the Guided
Implementation
During the Guided

Implementation
1. Collect RFPs from vendors based on An Info-Tech Consulting Analyst will

the template provided.
discuss with you:
Reviewing price benchmarking.
Reviewing returned RFPs.
Value & Outcome

A narrow list of vendors.
A clear understanding of the

capabilities of the solutions on the
shortlist.
A demo script to use during

presentations with the final list of
vendors.
21
Infor provides a strong platform built for longterm growth

Overview
Champion
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
Infor M3 is a comprehensive, centralized ERP solution with a

focus on specific industries and has industry-specific suites for
Food & Beverage, Fashion, Chemicals, Equipment Dealers &
Service, and Distribution.
Infor M3
12,700
New York, NY
Infor.com
2002
Privately held
Strengths
The vendor declined to provide pricing, and

publicly available pricing could not be found
$1
$1M+
The Infor Ming.le UI is very visually appealing. It can also provide

a consolidated UI for managers taking advantage of the microvertical strategy that Infor is using for the ERP systems.
Infor ION provides a workflow engine that can be used across
Infor products.
Infors policy of yearly contract re-evaluation is a key aspect of
ensuring that organizations only license software they are using.
Innovation within Infor M3 includes Infor M3 Fresh Food Planner,
Infor M3 Counter Sales for Distribution, and Infor CloudSuite.
Challenges
The narrow marketing of each of Infors product lines can be
confusing for organizations that do not fit within the target
verticals.
Infor ION more than replaces any deficits in the Infor M3 workflow.
The latest innovations from Infor are some of the best pieces of
the ERP: Infor ION, Infor HCM, Infor Ming.le, and Infor Fashion
PLM. Unfortunately they require additional modules with the
purchase of Infor M3.
22
The value of Infor M3 is based on your alignment with the

micro-verticals that it is designed to serve
Vendor Landscape
Product
Overall
Features
Usability
Vendor
Afford.
Arch.
Overall
Viability
Strategy
Reach
Channel
Usability
Not a defining feature
Role-based controls
Social tools (process

follow, integrated
messaging)
Process management
User-configurable view
Ease of update
Intuitive workflowbuilding GUI
Ease of administration
Not a strength
Value Index
N/A
The vendor declined to provide pricing,
and publicly available pricing
could not be found.
X
X
X
Public
Private
Vendor
End user
Administration
Better than average
Features
Analytics and
Reporting
Mobile
Applications
Multi-site ERP
functionality
Integration with
Industry specific
Exception mgmt.
end-user tools
modules
Horizontal
support
BPM support
Doc. mgmt.
App. Dev.
platform
Info-Tech Recommends:
Evaluate Infor separately from M3. Most mid-sized organizations can find value in Infors family of
offerings, but very few will fit Infor M3s narrow set of verticals.
23
Extensible, single interface for supporting worker

needs that extend beyond just ERP
Overview
Champion
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
Epicor ERP version 10

4,800
Austin, TX
Epicor.com
1972
Privately held
Epicor is a comprehensive upper mid-market ERP platform,

primarily for manufacturing, distribution, and retail.
Epicor is innovative in its adoption of social tools for real business
scenarios.
Strengths
Flexible Service-Oriented Architecture (SOA) allows enterprises

to model business rules and minimize customization.
Strong and consistent UI for non-IT users.
Excellent integration for linking a wide range of content into the
data warehouse.
Embedded functionality reduces integration costs.
5 year TCO for this solution falls into pricing

tier 6, between $50,000 and $100,000
Challenges
$1
$1M+
Pricing provided by vendor
Early adopters reported some challenges with core modules.

Request references for your specific industry use.
Epicors channel of consultants and implementers is smaller than
that of competitors.
Epicor has limited industry modules, but many industry-specific
customizations can be handled through the BPM and social
modules.
24
Epicor provides a strong mobile platform for sales-focused

organizations
Vendor Landscape
Product
Overall
Features
Usability
Vendor
Afford.
Arch.
Overall
Viability
Strategy
Reach
Channel
Testing
Capabilities
Usability
Role-based controls

follow, integrated
messaging)
Process management
Ease of update
Not a strength
Value Index
100
1st out of 10
X
X
Public
Private
Vendor
End user
Administration
Better than average
Features
Analytics and
Reporting
Mobile
Applications
Multi-site ERP
functionality
Integration with
Industry specific
Exception mgmt.
end-user tools
modules
Horizontal
support
BPM support
Doc. mgmt.
App. Dev.
platform
Distributed organizations looking for a single platform for sales, manufacturing, and business processes
will find great value in Epicor.
25
Sage maintains strong partner relationships across all of

its products
Overview
Champion
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
Sage 300
13,600
Newcastle, UK
Sage.com
1981
LSE: SGE
Sage 300 ERP is widely deployed across geographies and

industries.
Strengths
Sage has focused on providing partners with better data to ensure
that customers are maximizing their Sage investment. This
initiative will also provide Sage with a one-of-a-kind best practices
and KPI network to empower clients and partners.
The UI of both the desktop and web client are intuitive and flexible
enough for all potential users from C-suite to front-line users.

tier 7, between $100,000 and $250,000
Challenges
$1
$1M+
Sage has introduced dashboarding and analytics capabilities more

slowly than many competitors in this space. Expect a robust
experience in the next round of updates.
Many social and extended features are only available through
Sage CRM and Microsoft.
26
Sage 300 will require strong relationships with the

implementer to assure long-term value
Vendor Landscape
Product
Overall
Features
Usability
Vendor
Afford.
Arch.
Overall
Viability
Strategy
Reach
Channel
Testing
Capabilities
Usability
Role-based controls

follow, integrated
messaging)
Process management
Ease of update
Not a strength
Value Index
62
4th out of 10
X
X
Public
Private
Vendor
End user
Administration
Better than average
Features
Analytics and
Reporting
Mobile
Applications
Multi-site ERP
functionality
Integration with
Industry specific
Exception mgmt.
end-user tools
modules
Horizontal
support
BPM support
Doc. mgmt.
App. Dev.
platform
Sage 300 provides a robust, customizable product for the mid-market.
27
NetSuite provides a data-driven platform to manage

business decisions
Overview
Champion
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
NetSuite is the pioneer of SaaS and cloud ERP software

applications.
Grew out of NetLedger with the financial backing of Larry Ellison
to fill the ERP need of small and mid-sized businesses.
NetSuite ERP
2,400
San Mateo, CA
NetSuite.com
1998
NYSE: N
Strengths
Has highly configurable views. There is simple navigation through
any ERP defined item or the global search function.
Has clear simple data visualizations and reporting elements that
can be expanded as use case and role demands change.
Is the only vendor in this space to provide an expandable KPI
library across all processes and data points.

tier 7, between $100,000 and $250,000
Challenges
$1
$1M+
Pricing solicited from public sources
Although the data visualizations are clear, the linkage to the

custom KPIs and analytics can require many steps to set up.
Excellent product for small to mid-market, but limited to service
and retail verticals for high growth mid-market organizations.
While NetSuite has a mobile app, the lack of support for non-iOS
platforms is disappointing given the cloud and web-based
platform.
28
NetSuite has the largest library of KPIs to ensure clear

reporting
Vendor Landscape
Product
Overall
Features
Usability
Vendor
Afford.
Arch.
Overall
Viability
Strategy
Reach
Channel
Testing
Capabilities
Usability
Role-based controls

follow, integrated
messaging)
Process management
Ease of update
Not a strength
Value Index
10
6th out of 10
Public
Private
Vendor
End user
Administration
Better than average
Features
Analytics and
Reporting
Mobile
Applications
Multi-site ERP
functionality
Integration with
Industry specific
Exception mgmt.
end-user tools
modules
Horizontal
support
BPM support
Doc. mgmt.
App. Dev.
platform
Customer service and distributors will find top value in NetSuites platform.
29
Strong solution for organizations that need to automate

complex processes
Overview
Champion
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
Sage 500 ERP is an open platform focused on the mid-large

market for the service and manufacturing verticals.
500 ERP
13,600
Newcastle, UK
Sage.com
1981
LSE: SGE
Strengths

tier 7, between $100,000 and $250,000
The visual process UI is easy, clear, and directive. Organizations

with high turnover in front-line process workers will find significant
value in Sage 500 ERP.
Very intelligent mobile app can be directly linked into mapping
functions for iOS (Android is coming) allowing for both routing
information and sales analytics for mid-market organizations.
The use of hover text and logical icons provide a very easy user
experience for both administrators and end users.
Challenges
$1
$1M+
Very step heavy. Most processes will require a high level of user
intervention. The Office connector will ease some of the process
issues.
The speed at which Sage has updated 500 is slow compared to
many of its competitors when it comes to mobile and cloud.
30
Easy, straightforward process mapping will ease Sage 500

implementation and maintence
Vendor Landscape
Product
Overall
Features
Usability
Vendor
Afford.
Arch.
Overall
Viability
Strategy
Reach
Channel
Testing
Capabilities
Usability
Role-based controls

follow, integrated
messaging)
Process management
Ease of update
Not a strength
Value Index
69
3rd out of 10
X
X
Public
Private
Vendor
End user
Administration
Better than average
Features
Analytics and
Reporting
Mobile
Applications
Multi-site ERP
functionality
Integration with
Industry specific
Exception mgmt.
end-user tools
modules
Horizontal
support
BPM support
Doc. mgmt.
App. Dev.
platform
Service and manufacturing organizations should look at Sage 500 as a key ERP system.
31
UNIT4 Agresso provides strong reporting and analytics for

planning activities
Overview
Market Pillar
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
UNIT4 Agresso
4,230
Sliedrecht, Netherlands
UNIT4.com
1980
NYSE Euronext Amst: U4AGR
Strengths

Changes to reporting and analytics, as well as workflow, can be

enabled by business users without IT assistance.
The role-based features provide a simplified and highly
customizable view to users while maintaining audit ability.
Excellent control for budget monitoring and portioning across
departments and physical units of the enterprise.
Challenges
$1
UNIT4 Agresso was designed for dynamic, service-centric

organizations.
UNIT4 Business Software merged with Agresso in 2000 to build
an integrated ERP platform.
There is a limited number of VARs and ISVs in many regions of

North America and Asia.
UNIT4 Business Software Intelligence is relatively new in North
America. Support is limited outside of the EU.
$1M+
32
UNIT4 provides an analytical platform for organizations to

standardize their resourcing processes
Vendor Landscape
Product
Overall
Features
Usability
Vendor
Afford.
Arch.
Overall
Viability
Strategy
Reach
Channel
Testing
Capabilities
Usability
Role-based controls

follow, integrated
messaging)
Process management
Ease of update
Not a strength
Value Index
N/A
could not be found.
Public
Private
Vendor
End user
Administration
Better than average
Features
Analytics and
Reporting
Mobile
Applications
Multi-site ERP
functionality
Integration with
Industry specific
Exception mgmt.
end-user tools
modules
Horizontal
support
BPM support
Doc. mgmt.
App. Dev.
platform
UNIT4 Agresso is a strong platform for higher education and service-orientated organizations.
33
Business One is primarily a second tier solution for multi-site

organizations
Overview
Market Pillar
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
Business One was developed out of SAPs TopManage

acquisition, and is a distinct product from SAPs enterprise
offerings.
SAP Business One

66,000
Walldorf, DEU
SAP.com
1972
NYSE: SAP
Strengths
Business One offers strong mobile support with an iPhone app
that helps sales teams stay connected and informed.
Supports global operations with multi-language and multicurrency capabilities, country-specific allocation, and reporting
requirements.
Business Ones highly capable CRM is integral to its solution.

$1
$1M+
Challenges
Business One is built on client/server architecture and is not
browser-based, limiting the extensibility of the solution for fast
growing enterprises.
Business One relies on add-on modules to manage and
consolidate financial data, limiting its use for mid-market multinationals.
34
Take advantage of Business One on HANA to get full value of

the platform
Vendor Landscape
Product
Overall
Features
Usability
Vendor
Afford.
Arch.
Overall
Viability
Strategy
Reach
Channel
Testing
Capabilities
Usability
Role-based controls

follow, integrated
messaging)
Process management
Ease of update
Not a strength
Value Index
N/A
could not be found.
X
X
Public
Private
Vendor
End user
Administration
Better than average
Features
Analytics and
Reporting
Mobile
Applications
Multi-site ERP
functionality
Integration with
Industry specific
Exception mgmt.
end-user tools
modules
Horizontal
support
BPM support
Doc. mgmt.
App. Dev.
platform
Strong platform for mid-sized businesses that are partnered with SAP shops or need the HANA analytics
platform.
35
Highly customizable system with a huge share of several small

niches
Overview
Emerging Player
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
Dynamics NAV
89,000
Redmond, WA
Microsoft.com
1975
NASDAQ: MSFT
Dynamics NAV (formerly Navision) serves more than 82,000 midsized enterprises in 150 countries, and is available in a licensed
or hosted deployment.
Strengths
Dynamics NAV has high flexibility to serve a broad array of

enterprises. It is very popular with VARs that serve niche markets
such as food distribution or fisheries.
Dynamics NAV provides an Office-like environment and allows for
integration with other parts of the Microsoft stack.
The licensing model provides customers with a very price
conscious ERP system.

tier 6, between $50,000 and $100,000
Challenges
$1
Dynamics NAV customization and development is difficult without

highly skilled ISVs. This customization makes NAV painful to
maintain and upgrade.
The value of the NAV platform comes from the VAR and SI
community not the product itself.
$1M+
36
NAV requires a strong industry partner to implement the

system
Vendor Landscape
Product
Overall
Features
Usability
Vendor
Afford.
Arch.
Overall
Viability
Strategy
Reach
Channel
Testing
Capabilities
Usability
Role-based controls

follow, integrated
messaging)
Process management
Ease of update
Not a strength
X
Value Index
74
2nd out of 10
Public
Private
Vendor
End user
Administration
Better than average
Features
Analytics and
Reporting
Mobile
Applications
Multi-site ERP
functionality
Integration with
Industry specific
Exception mgmt.
end-user tools
modules
Horizontal
support
BPM support
Doc. mgmt.
App. Dev.
platform
Choose NAV based on the implementer skill in your industry, not for overall features.
37
Solid, flexible ERP system for any industry

Overview
Emerging Player
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
JDE EnterpriseOne
108,000
Redwood Shores, CA
Oracle.com
1977
NASDAQ: ORCL
Strengths

JDE EnterpriseOne has the depth to serve the needs of even the
most complex mid-market enterprises.
JDE EnterpriseOne has configurations including the choice of
database, operating system, and hardware to provide extensive
flexibility and scalability.
Challenges
$1
JDE came into Oracles possession in 2005 as a part of the

PeopleSoft acquisition.
JDE EnterpriseOne is a solution best fit for upper mid-market
enterprises.
The UI and reporting features are lagging behind competitors,

leading to end-user uncertainty.
JDE EnterpriseOne is a mature product and has not seen its
advanced features upgraded to compete with other vendors.
$1M+
38
JD Edwards still has few rivals at the core ERP processes

Vendor Landscape
Product
Overall
Features
Usability
Vendor
Afford.
Arch.
Overall
Viability
Strategy
Reach
Channel
Testing
Capabilities
Usability
Role-based controls

follow, integrated
messaging)
Process management
Ease of update
Not a strength
Value Index
N/A
could not be found.
X
X
Public
Private
Vendor
End user
Administration
Better than average
Features
Analytics and
Reporting
Mobile
Applications
Multi-site ERP
functionality
Integration with
Industry specific
Exception mgmt.
end-user tools
modules
Horizontal
support
BPM support
Doc. mgmt.
App. Dev.
platform
The slow move of Oracle to clarify the marketing surrounding the ERP products and the cloud roadmap
is an ongoing concern for those choosing JD Edwards.
39
Basic product that provides financials at a low cost

Overview
Emerging Player
Product:
Employees:
Headquarters:
Website:
Founded:
Presence:
Dynamics GP (formerly Great Plains) is widely used as the

financial add-on for many specialty products.
Dynamics GP came from Microsofts 2001 acquisition of Great
Plains Software.
Dynamics GP
89,000
Redmond, WA
Microsoft.com
1975
NASDAQ: MSFT
Strengths
The core ERP financial modules provide excellent functionality
for the small to mid-market enterprises.
Dynamics GP provides an Office-like UI and integrates with
Microsoft Office to enhance the efficiency of users.
Microsoft has greatly enhanced the product in 2013 with a
cleaner UI and better use of CSS to customize the UI.

tier 6, between $50,000 and $100,000
Challenges
$1
$1M+
Dynamics GP lacks many features available in competitive

offerings.
Microsofts overall message on the Dynamics platform has lead
to confusion on GPs long-term future. Currently the roadmap
notes GP 14 will be delivered in 2015-16. However, there is no
indication if Microsoft will directly offer GP as a cloud
subscription.
40
Mature product that provides basic process and financial

control for Microsoft shops
Vendor Landscape
Product
Overall
Features
Usability
Vendor
Afford.
Arch.
Overall
Viability
Strategy
Reach
Channel
Testing
Capabilities
Usability
Role-based controls

follow, integrated
messaging)
Process management
Ease of update
Not a strength
X
Value Index
56
5th out of 10
Public
Private
Vendor
End user
Administration
Better than average
Features
Analytics and
Reporting
Mobile
Applications
Multi-site ERP
functionality
Integration with
Industry specific
Exception mgmt.
end-user tools
modules
Horizontal
support
BPM support
Doc. mgmt.
App. Dev.
platform
Non-profits and small enterprises should look at GP as a good starting point for ERP.
41
Contract Review and Negotiation Tactics

Prior to the Guided
Implementation
During the Guided

Implementation
1. Bring final contracts received from

vendors on shortlist.
An Info-Tech Consulting Analyst will

discuss with you:
Reviewing your contracts to ensure
the contract is fair and in line with
industry standards.
The best negotiation tactics to get
the best value for your purchase.
Value & Outcome

Tactics on how to get a better price

on your solution.
Confidence in the solution you are

purchasing.
42
Identify leading candidates with the Mid-Market ERP Vendor

Shortlist & Detailed Feature Analysis Tool
The Info-Tech Mid-Market ERP Vendor Shortlist & Detailed Feature Analysis
Tool is designed to generate a customized shortlist of vendors based on your
key priorities.
This tool offers the ability to modify:
Overall Vendor vs. Product Weightings
Individual product criteria weightings:
Features
Usability
Affordability
Architecture
Individual vendor criteria weightings:
Viability
Strategy
Reach
Channel
43
Issue an RFP to ensure that the vendor fits your needs,

not the other way around
Use Info-Techs ERP Solution Specification Template to conduct this critical
step in your vendor selection process.
Info-Techs ERP Solution Specification

Template is populated with critical elements
including:
Prioritization Grid
Relevant Assessment Approach

Project Concerns
Operating Unit Specific Requirements
Horizontal Requirements
Operating Characteristics
Desired Metrics
Technical Environment
44
Take charge of vendor finalist demos with a Vendor

Demonstration Script
A product demo, using Info-Techs ERP Vendor Demonstration Script, helps
enterprise decision makers better understand the capabilities and
constraints of various solutions.
The ERP Vendor Demonstration
Script will:
Provide vendors with a consistent set of

instructions for key scenarios from the
perspective of IT and departmental
managers.
Outline solution capabilities and processes
around your organizational needs.
Establish common rules of engagement for
conducting vendor demonstrations.
45
Appendix
1.
Description of Usability Graphic
2.
Vendor Landscape Methodology: Overview
3.
Vendor Landscape Methodology: Product Selection & Information Gathering
4.
Vendor Landscape Methodology: Scoring
5.
Vendor Landscape Methodology: Information Presentation
6.
Vendor Landscape Methodology: Fact Check & Publication
7.
Product Pricing Scenario
46
Description of Usability Graphic

Usability of the system is a key criteria
in the decision of purchase a ERP.
The features described below are the
basis for the Usability Harvey Ball.
Better than average

Not a strength
Testing
Capabilities
Usability
Administration
The rapid expansion of cloud

infrastructure and mobile
workers has increased the
need for cloud deployment
options.
Public refers to the
customers ability to
provision their on-cloud
services.
Private refers to the closed

systems, including data
centers and virtualized
infrastructure.
Vendor refers to the ability to
provision ERP from the
vendor as a cloud SaaS.
End user
Social tools (process follow,
integrated messaging)
Role-based controls
Process management
Public
Private
Vendor
Intuitive workflow-building GUI

Ease of update
The ease with which the system can

be administered is key to the longterm value of an ERP system to the
enterprise.
The consumerization of IT has

set user expectations for what
tools and functionality should
be available in their work life.
ERP administration is not just

updates and patches, but is also
putting the right information at end
users fingertips when they need it.
The greater the ability to push

configuration to end users, the
more usable the system will be
for end users.
47
Vendor Landscape Methodology:

Overview
Info-Techs Vendor Landscapes are research materials that review a particular IT market space, evaluating the strengths and abilities of both
the products available in that space, as well as the vendors of those products. These materials are created by a team of dedicated analysts
operating under the direction of a senior subject matter expert over a period of six weeks.
Evaluations weigh selected vendors and their products (collectively solutions) on the following eight criteria to determine overall standing:
Features: The presence of advanced and market-differentiating capabilities.
Usability: The intuitiveness, power, and integrated nature of administrative consoles and client software components.
Affordability: The three-year total cost of ownership of the solution.
Architecture: The degree of integration with the vendors other tools, flexibility of deployment, and breadth of platform applicability.
Viability: The stability of the company as measured by its history in the market, the size of its client base, and its financial performance.
Strategy: The commitment to both the market-space, as well as to the various sized clients (small, mid-sized, and enterprise clients).
Reach: The ability of the vendor to support its products on a global scale.
Channel: The measure of the size of the vendors channel partner program, as well as any channel strengthening strategies.
Evaluated solutions are plotted on a standard two by two matrix:
Champions: Both the product and the vendor receive scores that are above the average score for the evaluated group.
Innovators: The product receives a score that is above the average score for the evaluated group, but the vendor receives a score that is
below the average score for the evaluated group.
Market Pillars: The product receives a score that is below the average score for the evaluated group, but the vendor receives a score that
is above the average score for the evaluated group.
Emerging Players: Both the product and the vendor receive scores that are below the average score for the evaluated group.
Info-Techs Vendor Landscapes are researched and produced according to a strictly adhered to process that includes the following steps:
Vendor/product selection
Information gathering
Vendor/product scoring
Information presentation
Fact checking
Publication
This document outlines how each of these steps is conducted.
48

Vendor/Product Selection & Information Gathering
Info-Tech works closely with its client base to solicit guidance in terms of understanding the vendors with whom clients wish to work and the
products that they wish evaluated; this demand pool forms the basis of the vendor selection process for Vendor Landscapes. Balancing this
demand, Info-Tech also relies upon the deep subject matter expertise and market awareness of its Senior, Lead, and Principle Research
Analysts to ensure that appropriate solutions are included in the evaluation. As an aspect of that expertise and awareness, Info-Techs
analysts may, at their discretion, determine the specific capabilities that are required of the products under evaluation, and include in the
Vendor Landscape only those solutions that meet all specified requirements.
Information on vendors and products is gathered in a number of ways via a number of channels.
Initially, a request package is submitted to vendors to solicit information on a broad range of topics. The request package includes:
A detailed survey.
A pricing scenario (see Vendor Landscape Methodology: Price Evaluation and Pricing Scenario, below).
A request for reference clients.
A request for a briefing and, where applicable, guided product demonstration.
These request packages are distributed approximately twelve weeks prior to the initiation of the actual research project to allow vendors ample
time to consolidate the required information and schedule appropriate resources.
During the course of the research project, briefings and demonstrations are scheduled (generally for one hour each session, though more time
is scheduled as required) to allow the analyst team to discuss the information provided in the survey, validate vendor claims, and gain direct
exposure to the evaluated products. Additionally, an end-user survey is circulated to Info-Techs client base and vendor-supplied reference
accounts are interviewed to solicit their feedback on their experiences with the evaluated solutions and with the vendors of those solutions.
These materials are supplemented by a thorough review of all product briefs, technical manuals, and publicly available marketing materials
about the product, as well as about the vendor itself.
Refusal by a vendor to supply completed surveys or submit to participation in briefings and demonstrations does not eliminate a vendor from
inclusion in the evaluation. Where analyst and client input has determined that a vendor belongs in a particular evaluation, it will be evaluated
as best as possible based on publicly available materials only. As these materials are not as comprehensive as a survey, briefing, and
demonstration, the possibility exists that the evaluation may not be as thorough or accurate. Since Info-Tech includes vendors regardless of
vendor participation, it is always in the vendors best interest to participate fully.
All information is recorded and catalogued, as required, to facilitate scoring and for future reference.
49

Scoring
Once all information has been gathered and evaluated for all vendors and products, the analyst team moves to scoring. All scoring is
performed at the same time so as to ensure as much consistency as possible. Each criterion is scored on a ten point scale, though the manner
of scoring for criteria differs slightly:
Features is scored via Cumulative Scoring
Affordability is scored via Scalar Scoring
All other criteria are scored via Base5 Scoring
In Cumulative Scoring, a single point is assigned to each evaluated feature that is regarded as being fully present, partial points to each
feature that is partially present, and zero points to features that are deemed to be absent or unsatisfactory. The assigned points are summed
and normalized to a value out of ten. For example, if a particular Vendor Landscape evaluates eight specific features in the Feature Criteria,
the summed score out of eight for each evaluated product would be multiplied by 1.25 to yield a value out of ten.
In Scalar Scoring, a score of ten is assigned to the lowest cost solution, and a score of one is assigned to the highest cost solution. All other
solutions are assigned a mathematically determined score based on their proximity to / distance from these two endpoints. For example, in an
evaluation of three solutions, where the middle cost solution is closer to the low end of the pricing scale it will receive a higher score, and
where it is closer to the high end of the pricing scale it will receive a lower score; depending on proximity to the high or low price it is entirely
possible that it could receive either ten points (if it is very close to the lowest price) or one point (if it is very close to the highest price). Where
pricing cannot be determined (vendor does not supply price and public sources do not exist), a score of 0 is automatically assigned.
In Base5 scoring a number of sub-criteria are specified for each criterion (for example, Longevity, Market Presence, and Financials are subcriteria of the Viability criterion), and each one is scored on the following scale:
5 - The product/vendor is exemplary in this area (nothing could be done to improve the status).
4 - The product/vendor is good in this area (small changes could be made that would move things to the next level).
3 - The product/vendor is adequate in this area (small changes would make it good, more significant changes required to be exemplary).
2 - The product/vendor is poor in this area (this is a notable weakness and significant work is required).
1 - The product/vendor is terrible/fails in this area (this is a glaring oversight and a serious impediment to adoption).
The assigned points are summed and normalized to a value out of ten as explained in Cumulative Scoring above.
Scores out of ten, known as Raw scores, are transposed as-is into Info-Techs Vendor Landscape Shortlist Tool, which automatically
determines Vendor Landscape positioning (see Vendor Landscape Methodology: Information Presentation - Vendor Landscape, below),
Criteria Score (see Vendor Landscape Methodology: Information Presentation - Criteria Score, below), and Value Index (see Vendor
Landscape Methodology: Information Presentation - Value Index, below).
50

Information Presentation Vendor Landscape
Info-Techs Vendor Landscape is a two-by-two matrix that plots solutions based on the
combination of Product score and Vendor score. Placement is not determined by
absolute score, but instead by relative score. Relative scores are used to ensure a
consistent view of information and to minimize dispersion in nascent markets, while
enhancing dispersion in commodity markets to allow for quick visual analysis by clients.
Relative scores are calculated as follows:

1. Raw scores are transposed into the Info-Tech Vendor Landscape Shortlist Tool
(for information on how Raw scores are determined, see Vendor Landscape
Methodology: Scoring, above).
2. Each individual criterion Raw score is multiplied by the pre-assigned weighting
factor for the Vendor Landscape in question. Weighting factors are determined
prior to the evaluation process to eliminate any possibility of bias. Weighting
factors are expressed as a percentage such that the sum of the weighting factors
for the Vendor criteria (Viability, Strategy, Reach, Channel) is 100% and the sum
of the Product criteria (Features, Usability, Affordability, Architecture) is 100%.
3. A sum-product of the weighted Vendor criteria scores and of the weighted Product
criteria scores is calculated to yield an overall Vendor score and an overall Product
score.
4. Overall Vendor scores are then normalized to a 20-point scale by calculating the
arithmetic mean and standard deviation of the pool of Vendor scores. Vendors for
whom their overall Vendor score is higher than the arithmetic mean will receive a
normalized Vendor score of 11-20 (exact value determined by how much higher
than the arithmetic mean their overall Vendor score is), while vendors for whom
their overall Vendor score is lower than the arithmetic mean will receive a
normalized Vendor score of between one and ten (exact value determined by how
much lower than the arithmetic mean their overall Vendor score is).
5. Overall Product score is normalized to a 20-point scale according to the same
process.
6. Normalized scores are plotted on the matrix, with Vendor score being used as the
x-axis, and Product score being used as the y-axis.
Vendor Landscape
Innovators:
solutions with below
average Vendor
scores and above
average Product
scores.
Champions:
solutions with above
average Vendor
scores and above
average Product
scores.
Emerging Players:
solutions with below
average Vendor
scores and below
average Product
scores.
Market Pillars:
solutions with above
average Vendor
scores and below
average Product
scores.
51

Information Presentation Criteria Scores (Harvey Balls)
Info-Techs criteria scores are visual representations of the absolute score assigned to each individual criterion, as well as of the calculated
overall vendor and product scores. The visual representation used is Harvey Balls.
Harvey Balls are calculated as follows:
1. Raw scores are transposed into the Info-Tech Vendor Landscape Shortlist Tool (for information on how raw scores are determined, see
Vendor Landscape Methodology: Scoring, above).
2. Each individual criterion raw score is multiplied by a pre-assigned weighting factor for the Vendor Landscape in question. Weighting
factors are determined prior to the evaluation process, based on the expertise of the Senior or Lead Research Analyst, to eliminate any
possibility of bias. Weighting factors are expressed as a percentage, such that the sum of the weighting factors for the vendor criteria
(Viability, Strategy, Reach, Channel) is 100%, and the sum of the product criteria (Features, Usability, Affordability, Architecture) is 100%.
3. A sum-product of the weighted vendor criteria scores and of the weighted product criteria scores is calculated to yield an overall vendor
score and an overall product score.
4. Both overall vendor score / overall product score, as well as individual criterion raw scores are converted from a scale of one to ten to
Harvey Ball scores on a scale of zero to four, where exceptional performance results in a score of four and poor performance results in a
score of zero.
5. Harvey Ball scores are converted to Harvey Balls as follows:
A score of four becomes a full Harvey Ball.
A score of three becomes a three-quarter full Harvey Ball.
A score of two becomes a half-full Harvey Ball.
A score of one becomes a one-quarter full Harvey Ball.
A score of zero becomes an empty Harvey Ball.
6. Harvey Balls are plotted by solution in a chart where rows represent individual solutions and columns represent overall vendor / overall
product, as well as individual criteria. Solutions are ordered in the chart alphabetically by vendor name.
Harvey Balls
Overall Harvey
Balls represent
weighted
aggregates.
Product
Overall
Features
Usability
Vendor
Afford.
Arch.
Overall
Viability
Strategy
Reach
Channel
Criteria Harvey
Balls represent
individual raw
scores.
52

Information Presentation Feature Ranks (Stoplights)
Info-Techs Feature Ranks are visual representations of the presence/availability of individual features that collectively comprise the Features
criteria. The visual representation used is stoplights.
Stoplights are determined as follows:
1. A single point is assigned to each evaluated feature that is regarded as being fully present, partial points to each feature that is partially
present, and zero points to features that are deemed to be fully absent or unsatisfactory.
Fully present means all aspects and capabilities of the feature as described are in evidence.
Fully absent means all aspects and capabilities of the feature as described are missing or lacking.
Partially present means some, but not all, aspects and capabilities of the feature as described are in evidence, OR all aspects and
capabilities of the feature as described are in evidence, but only for some models in a line.
2. Feature scores are converted to stoplights as follows:
Full points become a green light.
Partial points become a yellow light.
Zero points become a red light.
3. Stoplights are plotted by solution in a chart where rows represent individual solutions and columns represent individual features.
Solutions are ordered in the chart alphabetically by vendor name.
For example, a set of applications is being reviewed and a feature of Integration with Mobile Devices that is defined as availability of
dedicated mobile device applications for iOS, Android, and BlackBerry devices is specified. Solution A provides such apps for all listed
platforms and scores green, solution B provides apps for iOS and Android only and scores yellow, while solution C provides mobile device
functionality through browser extensions, has no dedicated apps, and so scores red.
Stoplights
Green means a
feature is fully
present; red,
fully absent.
Features
Feature 1
Feature 2
Feature 3
Feature 4
Feature 5
Feature 6
Feature 7
Feature 8
Yellow shows
partial availability
(such as in some
models in a line).
53

Information Presentation Value Index
Info-Techs Value Index is an indexed ranking of solution value per dollar as determined
by the raw scores assigned to each criteria (for information on how raw scores are
determined, see Vendor Landscape Methodology: Scoring, above).
Value scores are calculated as follows:
1. The Affordability criterion is removed from the overall product score and the
remaining product score criteria (Features, Usability, Architecture) are reweighted
so as to retain the same weightings relative to one another, while still summing to
100%. For example, if all four product criteria were assigned base weightings of
25%, for the determination of the Value Score, Features, Usability, and
Architecture would be reweighted to 33.3% each to retain the same relative
weightings while still summing to 100%.
2. A sum-product of the weighted vendor criteria scores and of the reweighted
product criteria scores is calculated to yield an overall vendor score and a
reweighted overall Product score.
3. The overall vendor score and the reweighted overall product score are then
summed, and this sum is multiplied by the Affordability raw score to yield an
interim Value Score for each solution.
4. All interim Value Scores are then indexed to the highest performing solution by
dividing each interim Value Score by the highest interim Value Score. This results
in a Value Score of 100 for the top solution and an indexed Value Score relative to
the 100 for each alternate solution.
5. Solutions are plotted according to Value Score, with the highest score plotted first,
and all remaining scores plotted in descending numerical order.
Where pricing is not provided by the vendor and public sources of information cannot be
found, an Affordability raw score of zero is assigned. Since multiplication by zero results
in a product of zero, those solutions for which pricing cannot be determined receive a
Value Score of zero. Since Info-Tech assigns a score of zero where pricing is not
available, it is always in the vendors best interest to provide accurate and up to date
pricing. In the event that insufficient pricing is available to accurately calculate a Value
Index, Info-Tech will omit it from the Vendor Landscape.
Value Index
Vendors are arranged in order of Value Score.
The Value Score each solution achieved is
displayed, and so is the average score.
Average Score: 52
100
80
40
30
10
Those solutions that are ranked as

Champions are differentiated for point of
reference.
54

Information Presentation Price Evaluation: Mid-Market
Info-Techs Price Evaluation is a tiered representation of the three-year Total Cost of
Ownership (TCO) of a proposed solution. Info-Tech uses this method of communicating
pricing information to provide high-level budgetary guidance to its end-user clients while
respecting the privacy of the vendors with whom it works. The solution TCO is calculated
and then represented as belonging to one of ten pricing tiers.
Pricing tiers are as follows:

1. Between $1 and $2,500
2. Between $2,500 and $10,000
3. Between $10,000 and $25,000
4. Between $25,000 and $50,000
5. Between $50,000 and $100,000
6. Between $100,000 and $250,000
7. Between $250,000 and $500,000
8. Between $500,000 and $1,000,000
9. Between $1,000,000 and $2,500,000
10. Greater than $2,500,000
Where pricing is not provided, Info-Tech makes use of publicly available sources of
information to determine a price. As these sources are not official price lists, the
possibility exists that they may be inaccurate or outdated, and so the source of the
pricing information is provided. Since Info-Tech publishes pricing information regardless
of vendor participation, it is always in the vendors best interest to supply accurate and
up to date information.
Info-Techs Price Evaluations are based on pre-defined pricing scenarios (see Product
Pricing Scenario, below) to ensure a comparison that is as close as possible between
evaluated solutions. Pricing scenarios describe a sample business and solicit guidance
as to the appropriate product/service mix required to deliver the specified functionality,
the list price for those tools/services, as well as three full years of maintenance and
support.
Price Evaluation
Call-out bubble indicates within which price
tier the three-year TCO for the solution falls,
provides the brackets of that price tier, and
links to the graphical representation.

tier 6, between $100,000 and $250,000
$1
$2.5M+
Scale along the bottom indicates that the

graphic as a whole represents a price scale
with a range of $1 to $2.5M+, while the notation
indicates whether the pricing was supplied by
the vendor or derived from public sources.
55

Information Presentation Scenarios
Info-Techs Scenarios highlight specific use cases for the evaluated solution to provide as complete (when taken in conjunction with the
individual written review, Vendor Landscape, Criteria Scores, Feature Ranks, and Value Index) a basis for comparison by end-user clients as
possible.
Scenarios are designed to reflect tiered capability in a particular set of circumstances. Determination of the Scenarios in question is at the
discretion of the analyst team assigned to the research project. Where possible, Scenarios are designed to be mutually exclusive and
collectively exhaustive, or at the very least, hierarchical such that the tiers within the Scenario represent a progressively greater or broader
capability.
Scenario ranking is determined as follows:
1. The analyst team determines an appropriate use case.
For example:
Clients that have multinational presence and require vendors to provide four-hour onsite support.
2. The analyst team establishes the various tiers of capability.
For example:
Presence in Americas
Presence in EMEA
Presence in APAC
3. The analyst team reviews all evaluated solutions and determines which ones meet which tiers of capability.
For example:
Presence in Americas
Vendor A, Vendor C, Vendor E
Presence in EMEA
Vendor A, Vendor B, Vendor C
Presence in APAC
Vendor B, Vendor D, Vendor E
4. Solutions are plotted on a grid alphabetically by vendor by tier. Where one vendor is deemed to be stronger in a tier than other vendors in
the same tier, they may be plotted non-alphabetically.
For example:
Vendor C is able to provide four-hour onsite support to 12 countries in EMEA while Vendors A and B are only able to provide four-hour
onsite support to eight countries in EMEA; Vendor C would be plotted first, followed by Vendor A, then Vendor B.
Analysts may also elect to list only the most Exemplary Performers for a given use case. One to three vendors will appear for each of these
purchasing scenarios with a brief explanation as to why we selected them as top-of-class.
56

Information Presentation Vendor Awards
At the conclusion of all analyses, Info-Tech presents awards to exceptional solutions in
three distinct categories. Award presentation is discretionary; not all awards are
extended subsequent to each Vendor Landscape and it is entirely possible, though
unlikely, that no awards may be presented.
Awards categories are as follows:
Champion Awards are presented to those solutions, and only those solutions, that
land in the Champion zone of the Info-Tech Vendor Landscape (see Vendor
Landscape Methodology: Information Presentation - Vendor Landscape, above). If
no solutions land in the Champion zone, no Champion Awards are presented.
Similarly, if multiple solutions land in the Champion zone, multiple Champion Awards
are presented.
Vendor Awards
Info-Techs Champion
Award is presented to
solutions in the Champion
zone of the Vendor
Landscape.
Trend Setter Awards are presented to those solutions, and only those solutions,
that are deemed to include the most original/inventive product/service, or the most
original/inventive feature/capability of a product/service. If no solution is deemed to
be markedly or sufficiently original/inventive, either as a product/service on the
whole or by feature/capability specifically, no Trend Setter Award is presented. Only
one Trend Setter Award is available for each Vendor Landscape.
Info-Techs Trend Setter

Award is presented to the
most original/inventive
solution evaluated.
Best Overall Value Awards are presented to those solutions, and only those
solutions, that are ranked highest on the Info-Tech Value Index (see Vendor
Landscape Methodology: Information Presentation Value Index, above). If
insufficient pricing information is made available for the evaluated solutions, such
that a Value Index cannot be calculated, no Best Overall Value Award will be
presented. Only one Best Overall Value Award is available for each Vendor
Landscape.
Info-Techs Best Overall

Value Award is
presented to the solution
with the highest Value
Index score.
57

Fact Check & Publication
Info-Tech takes the factual accuracy of its Vendor Landscapes, and indeed of all of its published content, very seriously. To ensure the utmost
accuracy in its Vendor Landscapes, we invite all vendors of evaluated solutions (whether the vendor elected to provide a survey and/or
participate in a briefing or not) to participate in a process of fact check.
Once the research project is complete and the materials are deemed to be in a publication ready state, excerpts of the material specific to each
vendors solution are provided to the vendor. Info-Tech only provides material specific to the individual vendors solution for review
encompassing the following:
All written review materials of the vendor and the vendors product that comprise the evaluated solution.
Info-Techs Criteria Scores / Harvey Balls detailing the individual and overall vendor / product scores assigned.
Info-Techs Feature Rank / stoplights detailing the individual feature scores of the evaluated product.
Info-Techs Raw Pricing for the vendor either as received from the vendor or as collected from publicly available sources.
Info-Techs Scenario ranking for all considered scenarios for the evaluated solution.
Info-Tech does not provide the following:
Info-Techs Vendor Landscape placement of the evaluated solution.
Info-Techs Value Score for the evaluated solution.
End-user feedback gathered during the research project.
Info-Techs overall recommendation in regard to the evaluated solution.
Info-Tech provides a one-week window for each vendor to provide written feedback. Feedback must be corroborated (be provided with
supporting evidence), and where it does, feedback that addresses factual errors or omissions is adopted fully, while feedback that addresses
opinions is taken under consideration. The assigned analyst team makes all appropriate edits and supplies an edited copy of the materials to
the vendor within one week for final review.
Should a vendor still have concerns or objections at that time, they are invited to a conversation, initially via email, but as required and deemed
appropriate by Info-Tech, subsequently via telephone, to ensure common understanding of the concerns. Where concerns relate to ongoing
factual errors or omissions, they are corrected under the supervision of Info-Techs Vendor Relations personnel. Where concerns relate to
ongoing differences of opinion, they are again taken under consideration with neither explicit not implicit indication of adoption.
Publication of materials is scheduled to occur within the six weeks immediately following the completion of the research project, but does not
occur until the fact check process has come to conclusion, and under no circumstances are pre-publication copies of any materials made
available to any client.
58
Product Pricing Scenario

Info-Tech Research Group is providing each vendor with a common pricing scenario to enable normalized scoring of
Affordability, calculation of Value Index rankings, and identification of the appropriate solution pricing tier as displayed on
each vendor scorecard.
Vendors are asked to provide list costs for ERP licensing and support to address the needs of a reference organization
described in the pricing scenario. Please price out the lowest possible five-year Total Cost of Ownership (TCO) including
list prices for software, licensing fees, and maintenance terms to meet the requirements of the following scenario.
Three-year total acquisition costs will be normalized to produce the Affordability raw scores and calculate Value Index
ratings for each solution.
The pricing scenario:
An organization is looking to implement a new ERP system. The organization would like to have only the basic financial
management module. The organization has 350 employees with $90 million in revenue. It is a manufacturer of precision
industrial equipment. The organization operates in North America with four manufacturing facilities in the mid-west of the
United States. The organization also has one sales office located in Dover, Delaware.
The expected solution capabilities are as follows:
The system must provide best business process practices:
Record-to-report (AP, AR, GL, Report Generation)
Please note that this is a net new procurement scenario for ERP.
59

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Vendor Landscape: Mid-Market ERP

Cloud ERP dominates this market.

Vendor Landscape: Mid-Market ERP

Info-Tech Research Group

This Research Will Help You:

Enterprises seeking to select a solution for

Understand whats new in the ERP market.

financial management and efficient planning

Their ERP use case may include:

Geographically distributed organizations

Evaluate ERP vendors and products for your

Determine which products are most appropriate

with complex resourcing.

Organizations that need to quickly gain

Organizations with volatile resources (i.e.

Vendor Landscape: Mid-Market ERP

Info-Tech Research Group

NetSuite has a wide variety of additional tools for sharing and

Sage 500 provides small IT shops with process controls that

Infor. The ION and Infor Ming.le front-end add-ons provide

Epicor offers a very good core offering that is highly extensible.

Trend Setter Award:

1. Focus on data management tools:

Vendor Landscape: Mid-Market ERP

Info-Tech Research Group

How to use this Vendor Landscape

*Guided Implementations are included in most

Vendor Landscape: Mid-Market ERP

Info-Tech Research Group

Book a free guided implementation today!

1. Enroll in a Guided Implementation for your project

2. Book your analyst meetings

3. Get advice from a subject matter expert

Vendor Landscape: Mid-Market ERP

This symbol signifies

Info-Tech Research Group

Guided Implementation points in the Mid-Market ERP

Section 3: Negotiation and Contract Review

This symbol signifies

Info-Tech Research Group

Where its going

ERP started in the sixties as mainframe tools to

ERP has become the latest enterprise application to be

The standardization of databases by Oracle and

ERP is moving from merely a record of transactions to

Vendor Landscape: Mid-Market ERP

Info-Tech Research Group

ERP vendor selection / knock-out criteria: market share, mind

Included in this Vendor Landscape:

Infor. Focuses on line-of-business applications with a product portfolio focused on micro-verticals.

Vendor Landscape: Mid-Market ERP

Info-Tech Research Group

ERP criteria & weighting factors

Product Evaluation Criteria

The solution provides basic and advanced

The end-user and administrative interfaces are

Implementing and operating the solution is

Vendor Evaluation Criteria

Vendor is profitable, knowledgeable, and will be

Vendor offers global coverage and is able to sell

Info-Tech Research Group

The Info-Tech ERP Vendor Landscape

The Info-Tech ERP Vendor Landscape

Champions receive high scores for most evaluation