Data migration
Articles, clients, suppliers, prices and balances cleaned, de-duplicated and checked before import. The longest step, and the one that decides whether the team trusts the tool.
Excel serves the early years well: it is flexible, everyone knows it, and it costs nothing. Then comes the second warehouse, the third salesperson, prices that differ depending on which file is open, and the monthly figure that arrives three weeks late. At that point the problem is no longer the tool — it is that the information lives in several places at once. An ERP fixes that by enforcing a single version of the data; a CRM does the same for everything not yet sold.
It is paid in double entry, in stock discrepancies found too late, in forgotten invoices and in hours spent reconciling two files that should say the same thing. That cost appears on no accounting line, which is why it is tolerated for so long — but it grows at exactly the rate your business does.
The ERP organises what has already been sold: order, stock, delivery, invoice, payment. The CRM organises what has not been sold yet: the prospect, the quote, the follow-up, the reason a deal was lost. Confusing the two leads to buying a tool that solves half the problem.
Most failed projects fail for non-technical reasons: the tool was too heavy for the daily gesture, the data migration was not done seriously, or the team never understood what it gained. We treat adoption as a deliverable, on the same footing as the configuration.
The two halves can go live together or one after the other. They share the same client base and the same article reference, which avoids the main weakness of tools bought separately.
It handles the full sales and purchasing cycle, with the traceability that comes with it.
It makes visible everything that happens before the order, including what is lost for lack of follow-up.
A management project succeeds or fails on three points, only one of which is technical. We handle them in this order, with a validation point at each step.
Articles, clients, suppliers, prices and balances cleaned, de-duplicated and checked before import. The longest step, and the one that decides whether the team trusts the tool.
The software aligns to your rules — units, discounts, document series, user rights — not the other way round. Publishing our own solutions lets us adjust rather than work around.
Role-based training, short written procedures and a heavier presence in the first weeks. A well-configured tool that nobody adopts produces exactly zero gain.
We follow the real path of an order and an invoice through your company, and list the breaks with what each one costs.
The agreed scope is configured, your data cleaned and imported, and both checked with you before sign-off.
The team works on the new system alongside the old one, long enough to trust the numbers and the habits.
The old way stops, balances are carried over at a fixed date, and we stay close through the first closings.
A management project is not judged by how rich its screens look but by four plain indicators: the delay between order and invoice, the gap between theoretical stock and physical count, the number of documents still produced outside the system, and how long it takes to close the month. We record those four before the project starts, so there is something to compare against.
You receive the documentation of your configuration, written procedures by role, and administrator access. If you ever decide to bring it in-house or move to another provider, everything needed to do so is already in your hands.
On quote, from 15,000 MAD excl. VAT — 20 % VAT in addition. The budget depends on user count, chosen modules and the state of the data to migrate. Third-party licences and dedicated hosting are quoted separately.Request an audit
It depends on where you are losing most. If the expensive mistakes come from stock, pricing or invoicing, start with the ERP. If they come from quotes that go nowhere and clients nobody follows up, start with the CRM. In most SMEs we work with, the ERP is the urgent half and the CRM attaches to it afterwards.
No, and we advise against it. We begin with the area that hurts most — usually sales and stock — then extend module by module. A total overnight switch multiplies the risk and paralyses the team at the first incident.
They are migrated. Articles, clients, suppliers, prices and balances are cleaned, de-duplicated and imported. This is almost always the longest part of the project, because a file used for years contains duplicates, inconsistent units and columns repurposed for something else. We show you what was corrected before the final import.
Both, depending on the need. We publish our own business software — including Imaginet Gestion Commerciale and Nexa Dental for dental practices — which lets us adapt a module instead of asking you to adapt your methods. Where a market solution fits your trade better, we implement it and we say so.
Initial training happens on site, by role rather than in one general session. Expect two to four weeks of supported operation before the habits settle. We stay reachable through that period, because that is when adoption is actually decided.
Because the gap between two projects is real: user count, article volume, the state of the existing data and the number of modules can change the work threefold. The budget starts at 15,000 MAD excl. VAT for a narrow scope, and we price yours after a process audit — an audit whose report is yours to keep, whether or not you give us the rest of the work.
Start with the process audit. We map your real flows and price the project within two working days.