IGC orders up 310% in four years

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When David George took over International Greenhouse Co. as president in 2001, the company was still processing its orders via a paper system. “I knew we had to find something automated in order to survive and keep pace with our customers’ needs,” George said.

George discovered Dydacomp’s Mail Order Manager (M.O.M.) and implemented it in January of 2003. Since then, IGC’s sales have risen 310% with an overall increase in staff from five in 2003 to a dozen today.

M.O.M. has existed for nearly 25 years, starting as a DOS program and then moving to Microsoft Corp.’s Windows platform in 1996. “It was then we became an industry leader,” said Rob Coon, president of M.O.M. marketer Dydacomp. That background in catalogs and telephone sales has really helped the software in today’s electronic world. “Most systems built today are solely built to handle e-commerce,” Coons said, “but M.O.M. has its mail-order roots [because] we added e-commerce into it, so there is a real fundamental understanding of a variety of different marketing techniques in the program. It really helps make the system complete.”

M.O.M.—which has about 7,500 licenses and more than 13,000 end users worldwide, the majority of them small-to-midsize businesses in the United States—deals with traditional mail order, direct sales, catalog business and e-commerce, as well as point-of-sale.

For IGC, the choice was simple: It was an inexpensive program that could be modified as needed. “The larger systems were completely out of our reach financially in 2002,” George said. “This made things much easier for us to be able to add modules as we went.”

George wasn’t able to pinpoint the exact increase in orders from 2002 to 2003 because of the inadequacy of the previous paper-based system, but from 2003 to 2004, orders processed rose 40%. And those orders have continued to rise, up 310% in four years.

Dydacomp puts out new modules several times a year, often in response to specific client needs, such as PayPal integration. “A larger software company needs to wait until a certain percentage of its market needs something like that before integrating it,” Coon said, “but we can do it even though it might not have a very high profit margin for us.” Sixty percent of Dydacomp’s leads and sales come via word-of-mouth, so it pays for the company to have satisfied customers.

M.O.M. continues to save IGC money. The firm is putting out a catalog this fall and purchased a postal verification and correction module from Dydacomp. “This allows us to do the whole project in-house, which will save us a fair amount of money, energy and time,” George said.

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