Case studies. |
CooperAitken is a leading provincial accountancy practice, providing professional services in the greater Waikato region. Established in 1914, they currently they have three branches, eight directors, three associates over 20 chartered accountants and a total team in excess of 100 staff members.
Long term relationships have been developed with their very loyal client base, majority of which, being small to medium sized entities with a strong association in the agricultural/rural sector.
CooperAitken are members of the Chartered Accountants Australia and New Zealand.
Long term relationships have been developed with their very loyal client base, majority of which, being small to medium sized entities with a strong association in the agricultural/rural sector.
CooperAitken are members of the Chartered Accountants Australia and New Zealand.
THE CHALLENGE.
The CooperAitken team had a long list of challenges around their software solutions. These issues were due to the age of the core solution and the fact that some areas were no longer supported by its software developer. However, many issues were due to the lack of integration between systems.
CooperAitken was delivering high-quality products despite their limitations, however these limitations meant they had to work harder to ensure that quality. This added time to their process and increased their costs, reduced staff satisfaction and their sense of productivity.
CooperAitken was delivering high-quality products despite their limitations, however these limitations meant they had to work harder to ensure that quality. This added time to their process and increased their costs, reduced staff satisfaction and their sense of productivity.
HOW WE HELPED.
Resolution8 team engaged with CooperAitken to build a clear view of what any future system would need to be capable of. This process involved workshops with key staff, mapping processes, current issues and considering how CooperAitken wanted to operate in the future.
From there we worked with them to identify suitable software vendors and issued a request for information (RFI) with this information. The goal of the RFI was to identify two vendors that could meet the needs outlined.
Once identified a more detailed request for proposal (RFP) process was started. A set of scenarios were issued and followed by structured workshops where they broke those down and presented their software to key staff at CooperAitken. Staff were then asked to complete evaluation sheets and ask questions of the vendors.
Once the workshops were complete the vendors provided their final proposal, and a decision was made.
This process ensured ownership by staff as they were all directly involved in the solution selection, it also leveraged staff business knowledge to ensure the selected solution could meet their needs.
From there we worked with them to identify suitable software vendors and issued a request for information (RFI) with this information. The goal of the RFI was to identify two vendors that could meet the needs outlined.
Once identified a more detailed request for proposal (RFP) process was started. A set of scenarios were issued and followed by structured workshops where they broke those down and presented their software to key staff at CooperAitken. Staff were then asked to complete evaluation sheets and ask questions of the vendors.
Once the workshops were complete the vendors provided their final proposal, and a decision was made.
This process ensured ownership by staff as they were all directly involved in the solution selection, it also leveraged staff business knowledge to ensure the selected solution could meet their needs.