All posts by Esker Admin

5 Fast Facts About Esker

In 1985, Esker was just another startup eager to establish a name for itself in a burgeoning sea of tech innovators. Back then, the company was focused on software consulting and began developing emulations and host access solutions shortly thereafter. But a lot can change in 30+ years. And it has. Esker has since gone on to become a global leader in cloud-based, AI-driven automation solutions that span the entire cash conversion cycle. Think you know everything there is to know about our company? Let’s put it to the test.

Here are five fast facts about Esker that even some of our most longstanding customers and employees may not know.

1) “Esker” is actually an acronym.

Black and white version of one of Esker’s early logos featuring the now defunct tagline, “Making Open Systems a Reality.”

When I tell people that I work for Esker, it’s not uncommon to hear a response along the lines of, “So, what does ‘Esker’ mean, exactly … does that stand for something?” Actually, yes. Yes it does.

The name Esker is an acronym derived from European Software Kernel. As geeky and esoteric as that sounds, its origin is fairly straightforward. A kernel is the central module of a computer’s operating system that connects the system hardware to the solution software. And, as stated previously, consulting on and providing host access software (to help PCs connect to mainframe computers) was Esker’s bread and butter in those early years. Lastly, Esker started out as strictly a European company, founded in Lyon, France, by Jean-Michel Bérard, our current CEO. Thus, European Software Kernel was born, shortened to Esker, and the rest is history.

2) We share our name with an ancient glacial landform.

esker

Esker at Fulufjället, western Sweden. From Wikipedia.

It’s true. If you were to Google its dictionary definition, you may be surprised to learn that an “esker” is not a software company at all … at least not in geological terms.

In this case, an esker — note the lowercase “e” — is defined as “a long ridge of gravel and other sediment, typically having a winding course.” It’s argued that most eskers were formed from deposits of meltwater from a retreating glacier or ice sheet. Areas of Canada, Ireland and Sweden feature notable eskers, while in the U.S., Maine is generally considered the go-to location to catch a glimpse of these ancient glacial landforms.

3) Esker’s worldwide HQ is located in the “world capital of gastronomy.”

Famous view of Lyon from the top of Notre Dame de Fourviere.

France as a whole is revered for its culinary specialties, but there is a special place in foodies’ hearts for Lyon, the beautifully sprawling and historical city located in France’s Auvergne-Rhône-Alpes region. And lucky for us, Lyon just so happens to be where Esker was founded and the home to our worldwide headquarters.

Lyon’s unofficial title as “word capital of gastronomy” can be traced all the way back to 1935 when renowned French food critic, Curnonsky — fittingly dubbed the Prince of Gastronomy — famously bestowed the city with the flattering description. Eighty years later, the tag still sticks. From its legendary Michelin-starred chefs like Paul Bocuse to its modest bouchons and impressive outdoor markets, there are many reasons why Lyon continues to live up to its name.

4) In Madison, before Esker, there was Persoft.

A view of the Wisconsin State Capitol in Madison.

In the mid-to-late 90s, equipped with its terminal emulation and host access solutions (which are still offered, btw), Esker had made some inroads into the U.S. market with a presence in both California and Oklahoma. However, it wasn’t until 1999 that its U.S. identity started establishing firmer roots. That’s the year that Esker acquired Persoft Inc., a Madison-based PC-to-host and Web-to-host connectivity solution provider. At the time, the merger was considered the best of both companies’ products and geographic strengths. It would seem that the prediction turned out to be quite accurate.

Today, Madison is home to Esker’s U.S. headquarters and is responsible for over 40% of company revenue. Well, technically, our headquarters used to be Madison. Following Esker’s “big move” in late 2016, when we moved just a few miles down the road, our address is now, technically, Middleton. Either way, we’ll always consider Madison home.

5) Esker just opened up its 13 country location in Hong Kong.

A snapshot of Esker’s worldwide presence.

Esker’s DNA has always been one of a growing global company. That’s why we’re proud to be one of the few mid-sized French companies to achieve international success. The most recent example of this was in September 2018 when we announced our new Hong Kong subsidiary.

This valued addition marks Esker’s 13 country location with more than 20 nationalities, joining: France (Lyon); United Kingdom (Derby); Germany (Munich & Dusseldorf); Spain (Madrid); Italy (Milan); Belgium (Brussels); United States (Madison, Denver); Canada (Montreal); Argentina (Buenos Aires); Australia (Sydney); Malaysia (Kuala Lumpur); and Singapore.

And, as Esker continues to expand internationally, our employee base is following suit. In just four years, we’ve nearly doubled the number of employees worldwide, going from 320 in 2014 to over 550 today.

Esker Expands Presence in the Asia-Pacific Through Partnership with IBIZ Consulting Services

Sydney, Australia — December 4, 2018 — Esker, a worldwide leader in document process automation solutions and pioneer in cloud computing, today announced its partnership with IBIZ Consulting Services, a consulting firm specialising in business management solutions. This alliance will enable Esker to further develop its presence in the Asia-Pacific region and IBIZ to expand its digital process automation offerings.

As part of the reseller partnership, IBIZ will introduce Esker’s solutions to its existing customers, primarily businesses using Microsoft Dynamics™ ERP systems in Singapore, Malaysia and Indonesia. With solutions that complement the existing business applications of IBIZ’s customers, Esker enables them to eliminate the use of paper and fully digitise their core business processes. The agreement could eventually expand to new countries with solution support by IBIZ’s in-house consultants.

Read more about the Press Release here: https://www.esker.com.au/company/press-releases/esker-expands-presence-asia-pacific-through-partnership-ibiz-consulting/

Building the Business Case for Digital Transformation of AP [Part 2]: 5 Key Points That Can Impact Project Success

Part 1 of Paul Tucker’s blog series on how to build a business case for accounts payable (AP) automation prompted me to share some trends that I’ve noticed over the last 20 years. In that time, I’ve seen leaders in finance and procurement both succeed and fail in getting projects funded, resourced and scheduled. In some cases, projects went ahead but there was a 3-7 year wait.

In Part 2, I go on to explore five key points surrounding this topic that have only grown more important over the last few years.

1) “No Brainer” Projects Still Need Bottom-Line Appeal for the C-Suite

In the book Let’s Get Real or Let’s Not Play, Mahan Khalsa illustrates the benefit of breaking down the value of initiatives into time savings, dollar savings, and getting a sense of scale of importance from the top execs on a level of 1-5.

Projects are often decided based on emotion — the Shared Services Director may be passionate about this digital transformation initiative, however they still to need to take the time to list the savings that will come. For example, how many loaded FTE savings will come from absorbing growth or new acquisitions? Or from not having to hire or replace staff as they move on? What percentage of early pay discounts can be protected or realized for the first time if invoices are accelerated and approved in 1-2 days versus 10-20? Or, as more invoices are processed in a PO-like fashion and maverick spend is reduced, what is the value of better cost control and using the AP folks to research spend and buying patterns?

I’ve worked with CIOs who have commented that the AP automation project is a “no-brainer” in their mind — that’s when I know we need to team up to quantify when the savings will come. Because while many c-level folks are keen to launch a digital transformation project and they do want to free up their staff to do less mundane work that is beneficial to the P2P operation and employee morale, they need financial numbers to help them justify the project over other projects.

2) IT Resources — as Rare as Gold

It seems like over a decade since the norm was for companies to seek to build solutions themselves as the default. Today, most IT teams are stretched thin working on ERP upgrades, migrations, transport and warehouse management projects, or e-commerce initiatives, etc. One of the top reasons projects do not move forward is a lack of IT resources to work on the project. As Ardent Partners note in its 2018 research, common barriers to automation in purchase-to-pay (P2P) include lack of internal resources, lack of IT support and lack of a compelling business case.

A compelling business case will certainly help the leadership team influence the projects the CIO sanctions; after all, there may be 50-100 other projects the CIO is being asked to launch or support. And, even if the business is moving ahead with a “shadow IT” project, IT resources are needed to help with activities such as setting up security access for the vendor, replicating data, etc., pulling them away from other projects.

There is also a risk that if IT is not invited to be part of the project until later on, they may overestimate the effort that is really needed and could become defensive about getting another project dumped on them without an upfront conversation and time to strategize. Many IT Directors I talk to are overloaded on projects already and the thought of another one can be overwhelming and lead to push back/revolt. In some cases, I have seen that the expected effort can be cut in half by simply engaging with the IT folks early on, getting them up to speed, and providing simple, yet detailed project plans and resource requirements. With IT resources being as rare as gold nowadays, make sure the PMO and CIO understand when you want to use the resources and for how long — otherwise, they might assume you are trying to raid the bank!

3) Hitching a Ride on the “C Train”

They say that organizations going through pain or significant change are the ones that are more likely to invest and launch projects. In my experience, it seems that there’s often a trend, initiative or a directive that is a little like a train running through the organization. The trick is how can you get a seat on that train?

One of the most effective approaches I have seen procurement and finance folks use is to look at the projects that are going on and identify if their AP automation project might be seen as aligning with existing key business objectives. For example, many CIOs will regard P2P automation, order-to-cash (O2C) automation or simply cleaning up EDI exceptions as necessary steps of digital transformation. Alternatively, treasurers and CFOs may be seeking to extend their liquidity in order to make acquisitions or simply improve working capital and/or lower the weighted average cost of cash. I will often ask stakeholders how this initiative aligns with other key initiatives or approaches that their peers are working on or that the c-suite is keen on. Sometimes, those dots have not been connected and, yet, when they are, it’s amazing how fast your project can travel from the “idea stop to the approved stop.”

4) Efficiency & Savings Are Critical … But Execs May See Another Angle

I’ve worked on a number of AP automation projects where AP managers, directors, and finance leaders were focusing on one thing (e.g., efficiency savings, lowering invoice processing costs, duplicate prevention, etc.), yet the execs signing the project were endorsing the project for different reasons altogether. For example, we worked with a manufacturing company of doors and windows in the U.S. Its COO viewed the project as a means to scale and compete with a major competitor. While the COO was keen on efficiency savings, his goal for the project was different than that of the project team.

Sometimes, it has simply been that the CFO, after an ERP deployment or moving to your organization, may have lost the visibility of spend and cost controls they were was used to having and are willing to invest to get that control back. I’ve also seen c-suite offices move quickly when the average lead time to pay suppliers extends because they realize excellent customer experience extends through the supply chain. Organizations cannot afford to be put on credit hold or have raw materials restricted due to delays in approving supplier invoices.

5) Staying on Top of Market Trends

Last but not least, it’s my view that authorities in the market (e.g., Hackett Group, Gartner, Mckinsey, etc.) have a powerful influence on the c-suite and the direction of enterprise organizations as a whole. Currently, there is huge interest and focus in projects that will harness technology like Artificial Intelligence (AI), machine learning and Robotic Process Automation (RPA), especially if those projects can be shown to help the CFO: lower costs, prevent fraud, take advantage of early payment discounts, harness supply chain finance, or eliminate the costs of check payments. Therefore, it’s worth looking at market trends and describing your proposed P2P initiative in the right language.

One of the false assumptions in the market is that the sales rep providing AP automation can rustle up a business case that will ensure your project gets a rapid green light. Instead, I think good reps should help you identify areas that may need more research and to calculate the value that will come in terms of time, money and overall strategic value of a project. The real selling takes place when the rep has left — it is the P2P teams that need to discuss the project and effectively understand internal drives and initiatives, and carefully maneuver and sell the project to a consensus group.

At Esker, I feel our team can certainly help you generate ideas for the business case and also identify the common roadblocks and issues that often need to be onboard to ensure your project doesn’t get derailed.

Stay tuned for Part 3 of this series, where Paul Tucker will pick back up where he left off after Part 1, covering how to identify your Key Performance Indicators (KPIs) and calculate ROI.

Esker Cribs: Touring Our International Offices

Introducing the new hit game: “Where in the World is Carmen Sandiego Esker?” Just kidding, please don’t sue me for copyright infringement.

Jokes aside, Esker’s offices are scattered all around the world. As a global company, we understand the intricacies of dealing with regional regulations. In our line of work, it’s important to support business functionalities wherever customers are — and, check us out, we’ve got the spread to do just that.

Play around with the interactive map below and discover our global offices!

 

Building the Business Case for Digital Transformation of AP [Part 1]: Why It Matters

Accounts payable (AP) and finance teams are acutely aware of the benefits of that AP automation has to offer. However, before an automated AP project can hit the ground running, there is one critical hurdle that must be cleared: getting buy-in from upper management and other key stakeholders.

Having worked with over 5,000 AP departments, capturing and processing millions of vendor invoices each month, the Esker team has gained valuable insights into what’s required for a successful digital transformation of AP. Over the past 30+ years, we have seen many well-intentioned AP automation projects stall or fail to start due the lack of a sound business case with clear and definable outcomes. Over the next few weeks, we will share some of those lessons learned in our series “Building the Business Case for Digital Transformation of AP”. These steps will include reusable tools, benchmarking data, and content that will help you build your own customized and compelling case for an AP digital transformation project.

Step 1: Defining Objectives & Assessing Current AP Process & Costs

Today’s fast-paced and ever-evolving business landscape demands that senior leadership focus on streamlining business functions as much as possible. This places greater emphasis on things like cash forecasting and spend analytics, lean growth management, integrating merger and acquisitions, and regulatory compliance.

It is, therefore, the responsibility of AP and finance managers to demonstrate how AP automation will not only modernize the AP department but also translate into quantifiable benefits for the entire organization. By building a strategic business case for AP automation reinforced with Key Performance Indicators (KPIs), AP and finance leaders will substantially increase their probability of convincing management that:

  • The benefits of AP automation are too encompassing to take a back seat to other projects
  • Their IT department will not be burdened with new infrastructure requirements or development projects
  • Any new solution will not require transformative changes on the part your AP staff or suppliers
  • Automated AP invoicing is not only a cost-savings initiative, but a potential revenue generator (more on this in Step 2) that increases productivity for all key stakeholders

It can be difficult to stick to a strategy if you fail to first identify what the project plans to accomplish. This can include defining what aspects of AP you wish to automate and what type of solution you want to pursue. For example, do you plan to automate all components of the AP process, or would a phased approach be better suited for your organization? We have seen many of our customers’ leverage this approach as it can provide value relatively quickly and serve as the foundation for the next phase, including funding and end-user support. For example, many AP teams will start out by digitizing paper based or non-EDI based invoices since the benefits of automating those manual processes is clear.

Common Considerations For AP Automation:

  • Front-end data capture: OCR vs. AI-driven machine learning
  • “Straight-through” processing
  • 3-way matching
  • Handling exceptions
  • Supplier self-service portal
  • Mobile capabilities
  • Real-time visibility of accrued expenses
  • Integration points
  • Approval workflows
  • Dashboards and reporting; including spend analytics
  • Archiving of tax, audit and other key business data

Keep an eye out for Part 2 of this series, where we’ll cover how to identify your Key Performance Indicators, calculate ROI and align with organizational vision/strategy. In the meantime, check out this eBook to further expand on the ideas covered in this post.

 

Esker drives AP performance at European Motor Distributors

Driving AP performance with cloud-based accounts payable automation…

Background

European Motor Distributors (EMD) is a subsidiary of Giltrap Group Holdings, a large automotive group in New Zealand. EMD import and distribute a range of vehicles from brands such as Audi, Porsche, Volkswagen, Skoda, and SEAT.

Consistent growth over the recent years created a challenging workload for the company’s accounts payable (AP) team.

EMD relied heavily on paper-driven processes. This included manually entering data from the 3,500 invoices received each month in PDF format, into EMD’s financial software. On receiving the documents, the AP department printed out and circulated each invoice for approval. The approval process included verification of the invoice amount and coding. Once approved, invoices were handed back to the AP team for data entry and processing.

This reliance on manual processes and the flow of paper around the organisation created significant challenges such as double-payments and lost or misplaced invoices. There was also an alarming lack of visibility of the AP operations and processes.

EMD knew that their AP process was too slow for a progressive business and were concerned that they had no means to quantify the full extent of the problems.

Read more about this case study: https://www.esker.com.au/sites/default/files/resources_files/esker-accounts-payable-case-study-european-motor-distributors-au.pdf

Mixing AI and Machine Learning Into Business Processes

Artificial intelligence has been the domain of science fiction for decades — think HAL, the computer in “2001: A Space Odyssey” — but as many people know, it’s actually established well-developed and growing roots in modern-day life. Amazon’s Echo, Netflix’s recommendation engines, Facebook’s facial recognition technology, auto-braking on cars, it’s all based on the ability to analyze massive amounts of data in near real-time and being able to mimic human behavior based on the results.

AI and its various subsegments — like machine learning and deep learning — are also reaching deep into the enterprise, helping to automate many of the tasks that now are done manually, creating greater efficiencies, reducing errors and offering valuable new insights into the massive amounts of data being generated. In a dynamic and fast-changing market like manufacturing, systems that can learn and adapt on their own will be crucial in driving the next-generation flexible environments.

Businesses know this. According to Accenture, 85 percent of executives plan to invest in AI technologies over the next three years. In addition, the consulting firm notes that, by eliminating repetitive tasks and enabling more creative and accurate problem-solving, AI can increase productivity by 40 percent, many times without having to grow the workforce. But it’s more than improving process efficiencies and reducing costs. Systems leveraging AI and machine learning capabilities can help businesses become less reactive and more proactive, make better decisions for the future and improving the customer experience.

How does this help your company?

So how can all this help a company fine-tune its business processes? AI-based systems essentially think in a fashion similar to humans and can help automate many of those processes, while machine learning can learn from a human by, for example, watching them correct mistakes and then being able to make those corrections on their own. A deep learning system can learn by itself and program itself.

Given all that, businesses now have the technologies that can enable significant amounts of policy and process automation — freeing up employees to handle more valuable tasks, like customer engagement. These technologies can churn through tremendous amounts of data, thousands of documents, analyze information and rapidly find patterns that can lead to better and faster decisions. For the back office, these systems can learn how to group hundreds of thousands of invoices, understand what the data means, which customers are associated with which invoices, correct errors and process the documents.

AI-based technologies like natural language processing can read data and discern whether the document is an order or invoice, the numbers on the document, the language that’s being used, the order number and any other information. The technology also can be used for chatbots that can solve most customer issues without human intervention, freeing up customer service representatives (CSRs) to deal with the most demanding buyer needs and improving the user experience. Predictive modeling means business leaders can see real-time trends in everything from customer buying patterns to changes in the market and can make product and marketing decisions based on those insights.

This isn’t science fiction. It’s happening now. Business process software vendors are rapidly building out the AI capabilities in their products with engines that use machine learning and deep learning to manage and analyze structured and unstructured data and offer core functions like document and image recognition, content recognition and analytics and reporting.

These technologies are already being used in the business world in areas such as market analysis, content management, finance and accounting. It’s also being leveraged in customer engagement, where Accenture says businesses are seeing faster resolution and a 30-percent increase in capacity — two factors which are driving customer satisfaction.

What you need to do to adopt AI and machine learning

Once a business’ executives decide to bring AI capabilities into their company, what steps do they need to take? Here are a few things to keep in mind:

  • Make sure the data is clean. An AI- or machine learning-based system is only as good as the data it is using — it can’t think or decide on its own. A company needs to ensure that the data from the databases and tables that is going into the system is accurate, complete, uniform, consistent and tagged correctly to order to be have confidence that the results are accurate.
  • Find the low-hanging fruit where AI capabilities can make an immediate impact. Determine the processes that tend to be done manually — like billing, invoicing, procurement and expense — and use AI and machine learning solutions to automate those tasks, which will have an immediate effect on efficiencies and costs. Then move up the stack and look for ways the technologies can be leveraged to create predictive models and other tools to help drive better, more-informed decisions.
  • Find the right vendor for the AI-based business process project. The terms “AI” and “machine learning” are being used everywhere, the same way “cloud” and “virtualization” were in past years. The right vendors should be able to explain the how AI in their solutions can improve operations and what the benefits will be. In addition, they should also be ready to support the company in such ways as identifying problems that need solving, ensuring the company has the right data, explaining the skills that are needed and proving ROI.
  • Remember that AI and machine learning algorithms are tools, not magic bullets. Companies need to work with their vendors to ensure that the technologies are being used in the best way to get the desired outcomes and that they’re addressing the right use cases. Executives also have to have realistic expectations of those outcomes and to keep in mind that AI-based solutions can provide insights, patterns and recommendations from the massive amounts of data they process and analyze, but in the end the decisions must be made by humans.

AI, machine learning, deep learning, natural language processing and other such technologies can have a significant and positive impact on how business processes are run. They help drive everything from efficiencies and cost reductions to better decision-making and customer experiences. Companies just need to make sure they are taking the right steps as they adopt the technologies to ensure the outcomes are what they’re looking for.

Eric Bussy is a Worldwide Corporate Marketing and Product Management Director at Esker.

Cerapedics Chooses Esker’s Automated Order Management Solution to Integrate with Multi-Tenant SAP® S/4HANA Cloud

Esker, a worldwide leader in process automation solutions and pioneer in cloud computing, today announced that Cerapedics, a novel orthobiologics company, has automated its order management process using Esker’s AI-driven Order Management solution integrated with its multi-tenant SAP® S/4HANA Cloud system.

Cerapedics’ search for an automated solution began after realizing it needed a more efficient and accurate way of processing orders. It didn’t take long for the company to discover Esker.

“We fell in love with Esker the first time we saw the solution,” said Karen Minniear, director of customer service at Cerapedics. “It was important to us to find a robust solution that provides complete transparency and Esker does just that.”

Read the full press release here

Start with Why

Have you seen the viral TEDx talk from Simon Sinek titled, “Start With Why”? If it’s been a minute, you can check it out here.

Recently, I was talking with the customer service manager of a leading manufacturer of window glass and doors and we were discussing the “big picture” as it related to his automated order management project with Esker. But more on that later …

I once heard an analogy of Sinek’s talk which stated,

  • People buy millions of drill bits every year not because they want drill bits (the WHAT they need) …
  • But because they want holes (the HOW they’re going to do it) …
  • And they want those holes so they can hang a nice painting over the mantle and check off that “honey-do” list. (the WHY they’re doing something)

When we get into the day-to-day trenches of real life, it’s easy to get tunnel vision and focus on the next task ahead. In many scenarios, this is great! But when considering something like process change within an organization, it’s helpful to keep the focus on the big picture, especially when new technology is involved.

For example, take a solution like order management automation. At its surface, it might seem like an isolated solution for a local problem. However, projects that come to fruition always keep their WHY at the forefront of any conversations with others internally.

Which brings me back to my window glass and door friends: What was their WHY, you ask? When the manager took his action plan back to the organization, he lead with WHY this project was a priority, which broke down like this:

  • WHY: We know we’re growing rapidly and plan to double revenues by 2020. Doubling the team size to scale with increased order volumes and inquiries is not an option.
  • HOW: Therefore, we need to look at how we can make our existing team more efficient. We can do this by using automated technology to perform the low-value repetitive tasks that currently takes up 40-60% of their day.
  • WHAT: We need to eliminate manual order entry. Is there something that can do this? Enter Esker.

As their initiative moved forward, every normal project activity one would expect was still carried out. The only difference? The WHY was kept at the forefront of every conversation.

Do you know your WHY on any current projects?

17 Things Companies Have Said About Esker’s AP Automation Solution

Many leaders in the finance industry are at an interesting crossroads.

They see the traditional “back office” version of accounts payable (AP) getting left behind for a more strategic, holistic business operation that’s expected to deliver greater value across the entire enterprise.

Naturally, not wanting to get left behind themselves, they begin to explore alternatives that can help them expand the boundaries of AP’s core functions. Yet, there’s a lot of new technologies to sift through … a lot of vendors  … a lot of uncertainty.

As part of Esker’s marketing crew, this is the moment I would normally start in on why AP automation is an ideal transformational solution and Esker the ideal vendor. Automated AP invoicing is a transformational tool and Esker is a pioneer in AP automation solutions. But this time, you don’t have to take from me. Instead, let’s take this opportunity to dig into what some companies, and the actual people with frontline experience, feel about Esker’s AP automation solution.

Here are 17 things companies have said about Esker’s Accounts Payable solution:

On Seamless ERP Integrations

To date, Esker can claim 70+ unique ERP or home-grown solution integrations. For our customers, that means our cloud platform can adjust to whatever IT environment already in place — from simple to complex. Take it away, customers …

We appreciate the fact that Esker’s solution seamlessly integrates with SAP, while remaining independent — which is not the case for all solutions on the market.

Project Manager | Fives

Esker’s solution integration with our ERP was absolutely key. We were able to reproduce in Esker the controls we had already set up in SAGE, such as verification of VAT codes, analytical accounts and calculation of due dates. As both systems spoke the same language, the risk of errors was zero.”

Director of Accounting | Culligan France

Across the board, Esker delivered basically everything we were looking for in terms of automated AP functionality and seamless integration with SAP.

Accounts Payable Manager | Farmland Foods

On Efficiency, Productivity & Cost Savings

It’s pretty simple: Fewer manual practices equals more productive employees equals more savings and added-revenue opportunities for the business. Here’s what some Esker customers had to say about these advantages of AP automation:

 “Esker’s solution has been extremely beneficial to the day-to-day life of our accounting teams. Responsibilities are no longer defined by tasks, but by suppliers, enabling the teams to work better together without silos.”

Assistant Accounting Director | Feu Vert

“Immediately following the launch, our users were very pleased with the productivity gains and enhanced ability to estimate budgets. In just two days, we were able to catch up on 500 invoices!”

VP & CEO | Jardiland

Esker gave us everything we needed in terms of cost reduction and better document storage. We now have a single platform helping us control multiple processes.”

Senior VP of Information Systems | Valdese Weavers

“Now, all we have to do is snap our fingers to find an archived invoice. And Esker’s mobile invoice application has made approvals so much easier for our managers. No one at CARSO will ever go back to how it used to be.”

Accounts Payable Manager | Carso Group

On Supplier Satisfaction

Efficiency isn’t everything, of course. Often, it’s the “surface level” benefits of AP automation that pave the way for far more strategic advantages down the line (e.g., improved supplier satisfaction). Many of our customer concur:

“Our supplier relationships have improved thanks to accurate and on-time payments.”

Head of Accounting | Elix Polymers

 “Our AP process has significantly improved in the past eight months since implementing Esker. Our procurement operation business no longer worries about payment delays, reduced efficiency or supplier complaints.”

Purchasing Manager | Heineken China

Esker has allowed us to streamline our document processing in AP through eliminating manual paper-based processing. We now have the ability to support our company growth with more efficient processes and help improve the way we do business with both our customers and suppliers.

Production Director | Firstan

On Visibility & Approvals

Esker’s automated AP invoicing solution comes equipped with built-in dashboards that display real-time metrics, customizable by user. How do Esker customers feel about having such a high level of visibility and control over their AP process? See for yourself …

“We now have tighter constraints on what’s being put through. Everyone is paying close attention to what they’re signing and they’re far more accountable. It’s made our managers very happy as they have visibility and control of their costs.”

Financial Controller | Property Brokers

“Before Esker’s AP solution, we had no controls in place when routing invoices for approval — some routine billings were even processed without it. Now, all expenses are routed electronically with full transparency and accountability.”

Accounting Manager | Parts Town

 “Having the ability to post invoices in SAP, and see them with 100% visibility, has had a significant impact on our company’s overall success.”

Director of Global MRO Purchasing | Albemarle

 “We can accrue invoices entered into Esker and see what’s been approved and what’s still pending. The visibility it has brought to AP has made approvals easier and payments faster. It’s expedited the entire process — a major time-savings tool.”

Director of Business Applications | Pelican Product, Inc.

On Solution Delivery & Ongoing Support

When hiccups happen or are assistance is needed during or after solution implementation, companies need a vendor with a foundation in place to deliver what you need, when you need it. Here’s what some customers had to say about the Esker Solutions Support team:

“When we sought assistance from Esker they were always ready, willing and able to assist. They not only have superb knowledge of the Esker system, but in turn how it interacts and works with Maxim’s AP process.”

Worldwide AP Process Owner | Maxim Integrated

“We have been very pleased with the quick response time of Esker Solutions Support. This is critical as it means minimal interruption to our invoicing process.”

Financial Controller | Redmart

“Esker has greatly improved our daily work — invoices and information are easily accessible and well organized. We never have to worry about inquiries from within our organization, or externally, from customers or suppliers. Esker dashboards enable us to see pending invoices, monitor operations and check any outstanding invoices.″

Senior Purchase-to-Pay Administrator | Heineken China

Well, there you have it: 17 things that companies have to say about Esker’s AP automation solution. If you’re interested in learning more about how our solution works and the advantages it can bring to your business, check out the 90-second video summary below.