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Microsoft Dynamics NAV Company profile White Paper Date: August 12, 2009 https://mbs.microsoft.com/partnersource/marketing/marketingcollateral /messagingframeworks/MDNAVDemoToolsandMaterials.htm
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Microsoft Dynamics NAV

Company profileWhite Paper

Date: August 12, 2009 https://mbs.microsoft.com/partnersource/marketing/marketingcollateral /messagingframeworks/MDNAVDemoToolsandMaterials.htm

Contents1 INTRODUCTION ...................................................................................................... 4 2 DESCRIPTION OF CRONUS INTERNATIONAL LDT ............................................ 5 2.1 BACKGROUND ............................................................................................... 5 2.2 CURRENT SITUATION ................................................................................... 5 3 MISSION AND VISION ............................................................................................. 6 3.1 MISSION.......................................................................................................... 6 3.2 VISION............................................................................................................. 6 4 ORGANIZATION ...................................................................................................... 7 4.1 REGISTERED OFFICES ................................................................................. 74.1.1 OTHER COUNTRIES..............................................................................................................8

4.2 DEPARTMENTS.............................................................................................. 8 4.3 EMPLOYEES................................................................................................... 9 4.4 ORGANIZATIONAL DIAGRAM OF CRONUS INTERNATIONAL LTD. .......... 9 5 COMPANY PROCESSES ...................................................................................... 10 5.1 DESIGN AND ENGINEERING PROCESSES ............................................... 10 5.2 SALES & MARKETING PROCESSES .......................................................... 105.2.1 SALES SUBDIVISION...........................................................................................................11 5.2.2 MARKETING SUBDIVISION.................................................................................................11

5.3 OPERATIONS PROCESSES ........................................................................ 145.3.1 PRODUCTION SUBDIVISION ..............................................................................................14 5.3.2 LOGISTICS SUBDIVISION ...................................................................................................14 5.3.3 CUSTOMER SERVICE SUBDIVISION.................................................................................15

5.4 FINANCE PROCESSES................................................................................ 17 6 PRODUCTS ............................................................................................................ 18 6.1 ITEMS PRODUCED ...................................................................................... 19 6.2 TRADE ITEMS............................................................................................... 20 6.3 ALL ITEMS..................................................................................................... 21 7 SUPPLIERS............................................................................................................ 22 8 CUSTOMERS ......................................................................................................... 23 9 BANKS ................................................................................................................... 24 APPENDIX A: BICYCLE BILLS OF MATERIAL ...................................................... 25 APPENDIX B: BICYCLE ROUTINGS ....................................................................... 29 APPENDIX C: PRODUCTION AND TRADE ITEMS ................................................ 31 2 COMPANY PROFILE: CRONUS

APPENDIX D: SALES DISCOUNT TABLE .............................................................. 32 APPENDIX E: SUPPLIERS....................................................................................... 33

3 COMPANY PROFILE: CRONUS

1 INTRODUCTIONIn this document, we present the profile of a fictive company known as Cronus International Ltd. This company profile forms the background for training material aimed at individuals who want to learn 2 about Microsoft Dynamics NAV in greater detail . In order to give a clear and thorough picture of the Cronus company, the following aspects have been covered: Company description Mission and Outlook Company Parts and Locations Product Line Market and Customers1

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Hereinafter, referred to as Cronus.

Note: The Cronus database contains a wider assortment of items than the bicycles and bicycle parts mentioned in this document. For the purposes of this document, however, we will only focus on the bicycle factory/business. 4 COMPANY PROFILE: CRONUS

2 DESCRIPTION OF CRONUS INTERNATIONAL LTD 2.1 BACKGROUNDCronus was founded by a bicycle maker named Dennis Traversen who had a shop on Cutlery Street in London. He began his activities in 1935 with bicycle repair and then acquired the exclusive rights for the sale of bicycles of the German brand, Ganon, which now no longer exists. Soon after acquiring these rights, Traversen observed that there was a lot of room for improvement of the bicycles being produced. He shared his ideas with Ganon, but they didnt win great acceptance. So in 1938, Traversen began developing parts himself and used them to improve the Ganon bicycles. During the Second World War, the sale and production of new bicycles came to a near standstill. Despite the circumstances though, a new idea began to take shape in the mind of Dennis Traversen: He dreamt of creating his own bicycle factory where he could put his ideas into action. This came to fruition in 1946 when, with the help of a few well-to-do contacts and the New Bank of London, the Cronus bicycle factory was founded. Traversen chose the name Cronus, one of the Titans from Greek mythology, in order to convey a powerful image. Cronus rapidly became one of the most popular bicycle brands in the country. This was mainly the result of the highly innovative drive of Dennis Traversen and his employees. The brand also continued to gain prominence abroad. In 1980, Dennis Traversen transferred leadership of the company to Charlie Boots, who has served as the director of Cronus ever since that time.

2.2 CURRENT SITUATIONCronus has been the market leader for city and recreational bicycles in the UK for some time. And, over the past few years, Cronus has also acquired a leading position in a number of other European countries. The company strives to maintain and consolidate this position through employee training, close collaboration with suppliers and subcontractors and by building on its reputation as a market leader in innovation and design in Europe. Cronus is still fully responsible for the design, development, production and distribution of its products. It continues to work closely with suppliers for the production of parts. The Cronus Design Department usually designs the parts, which are then manufactured exclusively for Cronus by the supplier. Furthermore, since the 1990s, Cronus has been generating a significant portion of its revenue through a secondary business. It built up an important position as a wholesaler of bicycle parts from various manufacturers. During the production process, Cronus relies on subcontractors for the manufacture of parts, but performs final assembly and quality control completely in-house. End products and parts are distributed centrally from the UK. Since 1999, Cronus has used the ERP solution, Microsoft Dynamics NAV, to support its company processes. At the time, the choice was based on the fact that Cronus identified with the innovative nature of the product. Since 2009, they have been working with the new RoleTailored Client.

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3 MISSION AND VISIONIn order to focus the companys activities, and to provide employees, customers, suppliers and third parties with a clear vision, the management of Cronus drafted the following mission and outlook.

3.1 MISSIONThe development, manufacture and sale of technologically advanced, high-quality bicycles that promote mobility and thus make a positive contribution to the environment with above market-average yield.

3.2 VISIONTo be the market leader in the UK and acquire a top 5 position in other countries through: Guaranteed quality through the use of quality parts and materials Close collaboration with qualified suppliers Searching for and using the latest materials and techniques as appropriate Product design, taking into account ergonomic user requirements, and production capabilities Transparent and flexible approach to customers and retailers Efficient manufacture and distribution of products Use of state-of-the-art software to support both primary and secondary company processes Compliance with sector, consumer organization and governmental quality marks Reliability in the supply of final items, half-finished products and parts

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4 ORGANIZATION 4.1 REGISTERED OFFICESCronus has 250 employees in the UK spread out between the company headquarters, (which sends out the invoices) and 6 other locations. These locations all have their own stocks of both bicycles and parts. By having several locations in the UK, the company is able to offer a high level of service to bicycle dealers. Thus, it is even possible for dealers to rapidly replenish out-of-stock items from a warehouse in their area. Furthermore, this helps them maintain close relationships with customers. Each location was given a color as its name. The White location has an additional task (which is described on the next page) in the Cronus business enterprise. Below is a short description of the various locations. Blue Bicycle production takes place at the Blue location. Production at the Blue location is driven by demand from the other locations. When stocks decrease to a defined minimum at the other locations, transfer orders are generated and then serve as the basis for production orders at the Blue location. In addition to its production activities, the Blue location also carries out administrative activities insofar as possible. Shipments and goods received to and from the Blue location are processed by the booking of transfer orders and purchase orders. Yellow Bicycle dealers in the north of the country are supplied from this location. The receiving and storage of goods are managed separately at the Yellow location. This also holds true for the picking and shipment of items. Green The Green location has the same function as the Yellow location, but for the eastern part of the country. Red The Red location has the same function as the Yellow and Green locations, but for the southern part of the country. However, unlike the Yellow and Green locations, it does not yet have a dedicated administrative employee. Deliveries to customers are transferred to the company headquarters, which processes them in the system. Silver The Silver location was recently acquired from a competitor. This competitor had used more or less fixed storage spaces for all items. Cronus introduced this existing practice for this location into the software. The Silver location supplies bicycle dealers in the west. White The White location is very important within the Cronus organization. In addition to the same functions performed by the Yellow, Green, Red and Silver locations (but, here, for the middle part of the country), this location serves as the central warehouse for bicycle parts and trade items. Other countries are also easily supplied from this well-situated location. The White location is a so-called driven warehouse: not only are the stocks in this warehouse driven by software, but the best storage location for specific goods is also automatically determined based on various parameters.7 COMPANY PROFILE: CRONUS

4.1.1 OTHER COUNTRIES Sales in other countries are made through various sales offices. Sales offices only perform sales and marketing-related tasks. They do not keep any stock. Deliveries to other countries are performed directly via the White location.

4.2 DEPARTMENTSCronus is subdivided into the following departments: DepartmentDesign and Engineering Emil is responsible for management of the department This department designs new products. As early as the design phase, attention is given to the relative availability of parts and the required production facilities. Furthermore, there is some collaboration with materials suppliers and outsource partners. A bill of materials and routing is worked out in close consultation with the production department for new products in the design phase. This department is led by Julia and is composed of two subdivisions: Sales and Marketing. Sales, led by Kevin, mainly concentrates on bicycle dealers. They attempt to generate interest among bicycle dealers in the UK for the sale of Cronus bicycles. They try to spread out dealers as evenly as possible geographically. They also keep existing customers up-todate on new products, for example. Of course, this department also performs actual sales. Marketing, led by Benjamin, mainly concentrates on end users. Internet advertising, brochures, and print and TV ads are all used to maintain and strengthen the powerful Cronus brand name. This department is led by Vince and is composed of three subdivisions: Production, Logistics and Customer Service. Production, led by Tony, is responsible for the actual manufacture of bicycles at the Blue location. Logistics, led by Karl, is responsible for ensuring that items are available in a timely manner at the various locations, both for the manufacture of bicycles and the sale of bicycle parts. Within the Logistics subdivision, a separate role has been assigned to the White location in Limburg which, under the direction of Ellen, handles the purchasing and distribution of trade items. Customer Service is first and foremost responsible for processing complaints from bicycle dealers. Products with manufacturing defects are received and repaired by this department. Furthermore, Customer Service is also meant to serve customers who do not have their own repairs department (such as home improvement centers) but would still like to provide service to their customers. In some cases, cyclists who must go without their bicycle for longer periods of time are provided with a temporary replacement bicycle. Customer Service is led by Marie. The financial department at Cronus does more than just register sales and receivables. It is also responsible for drafting and monitoring budgets. The CFO, Sara, is responsible for management of the department.

Sales and Marketing

Operations

Finance

Also refer to the organizational diagram on the following page. 8 COMPANY PROFILE: CRONUS

4.3 EMPLOYEESThe various employees are listed in section 4.2. The following section will also cite employees by name. Below are photos of various employees of Cronus.

4.4 ORGANIZATIONAL DIAGRAM OF CRONUS INTERNATIONAL LTD.

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5 COMPANY PROCESSESUsing the Surestep Business Modeller program from Microsoft Dynamics, Cronus was able to create a graph of the company processes carried out by the various departments. The various processes are shown below by department.

5.1 DESIGN AND ENGINEERING PROCESSES

Before design can begin, the marketing department runs a market-needs study (while of course keeping an eye on the developments of competing bicycle manufacturers). The Product Manager, Benjamin, and Product Designer, Emil, then discuss beforehand which requirements the product must meet and what the costs can be. Emil represents the point of view of the Design department. In consultation with the logistics manager (Karl), relevant suppliers and the production manager (Tony), the materials and production processes are determined. Before a product can enter into real production, prototypes are often produced. In addition to the initial design of products, continued development, preparation of documentation and product management are also among the tasks of the design department. The departments tasks are once again represented in the diagram below.

Design and engineering organizational diagram

5.2 SALES & MARKETING PROCESSES 10 COMPANY PROFILE: CRONUS

5.2.1 SALES SUBDIVISION

Many processes are performed in the sales department. Some processes are part of daily duties and some are performed at other regular intervals or as needed. Among the periodic tasks is the drafting of prognoses. If you only manufactured bicycles when there was demand for them from end users, then you wouldnt be able to supply them in time. Therefore, to avoid producing too many or too few bicycles and other products, the sales manager, Kevin, examines demand far in advance and estimates how demand for certain bicycles will develop over the coming months. Aids for this task include sales figures from previous years, figures on seasonal influences and various professional journals that predict future trends. All of this information leads to prognoses (forecasts), which are entered into Dynamics NAV and serve as the basis for production. Kevin is also responsible for structured management of the sales department, which means he must consider certain questions. For example, should sales zones be extended or adjusted, are sales processes still adequate, and what are the sales objectives for this year? Salesmen and women are of course also responsible for daily tasks, such as finding new customers and closing deals. Obviously, orders must be entered into the system, and the department must also communicate with customers on when deliveries can be expected and when there are possible delivery problems. The diagrams below show the various sales processes.

5.2.2 MARKETING SUBDIVISION11 COMPANY PROFILE: CRONUS

Marketing is also concerned with sales, but in a different manner. They focus more on analysis of the market and launch of new products. Of course, they also continually work on the position of Cronus in the market. Marketing plans must be drafted and continuously adjusted. New products and entry into new markets often begin with a campaign. A campaign is a coordinated action with brochures, mailings, advertisements and discounts on special products, often for special target groups. The activities of the marketing subdivision are shown in the form of a diagram below.

12 COMPANY PROFILE: CRONUS

Sales and marketing organizational diagram

13 COMPANY PROFILE: CRONUS

5.3 OPERATIONS PROCESSES5.3.1 PRODUCTION SUBDIVISION

The production department at Cronus does more than just plan for orders, ensure the presence of materials and take care of the actual production of products. Various planning steps are required before these production tasks. One year in advance, in collaboration with the sales department, a so-called aggregated schedule is prepared. The actual bicycle model to be produced is not specified, but the total quantity of bicycles to be produced is given. Using this schedule, a resource check is performed to determine whether the production capacity is sufficient to supply the expected demand. At a later stage, the sales prognosis (see 5.2.1) and the actual sales orders form the basis for the master schedule, based on which Microsoft Dynamics NAV once again calculates the materials, which can be adjusted later. An overview of the production tasks is shown in the form of a diagram below.

5.3.2 LOGISTICS SUBDIVISION

The main tasks of the logistics department are to purchase, receive and dispatch various items. However, there are several fixed tasks associated with these activities. The purchaser, Inga, negotiates contracts with select suppliers for long-term supplies so that quality, prices, and other issues need not always be renegotiated. Agreements are set out in framework contracts. Within the Cronus organization, various measurements are made based on the TQC concept (Total Quality Control) to ensure that the quality of materials and the process are guaranteed. These measurements include inspections of both incoming and outgoing items. At most Cronus warehouses, the reception, storage, picking and dispatch of items is recorded separately. In addition, in the warehouse at the White location, goods can also be transferred from socalled bulk locations (with large storage space) to picking locations (where goods can be easily picked for dispatch).

14 COMPANY PROFILE: CRONUS

The various logistics processes are shown in the form of diagrams below.

5.3.3 CUSTOMER SERVICE SUBDIVISION

Cronus attaches great importance to a department that handles service both for bicycle dealers and end customers. For example, in one instance, they might repair bicycles assembled with a defective part and return them to the bicycle dealer, and in another case, they might also provide service for end users who have problems with a bicycle they purchased from somewhere other than the regular bicycle dealer, such as a home improvement center. Bicycles under warranty are placed under a service contract stipulating that repairs which fall under the warranty are performed free of charge. For each service, as well as for those that do not fall under the warranty, a service order is created and used by the mechanics who perform the repair service. The service-related processes are shown in diagram form below.

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Operations organizational diagram

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5.4 FINANCE PROCESSES

Below, the financial processes within Cronus are summarized in the form of a diagram. They do not substantially differ from the financial processes of other companies. Payments and collections are made. Some foreign suppliers require that a portion of the agreed price be paid prior to the delivery. For its part, Cronus requires 100 percent advance payment from some customers in less stable countries. In addition, there are of course also processes pertaining to finances of the organization. The department must always ensure that there is sufficient financial elbow room for the purchase of materials, development of new products and prompt payment of wages. For a description of the relationships between Cronus and the various banks, please refer to chapter 9. Cronus performs complete sub-management of its fixed assets with the help of Dynamics NAV. Purchasing, (re)valuation, write offs and decommissioning, sales and separations are handled via this sub-management. A process has also been defined for the annual closing of accounts. An overview of the financial processes as defined by Cronus is shown below.

17 COMPANY PROFILE: CRONUS

Financial organizational diagram

6 PRODUCTS 18 COMPANY PROFILE: CRONUS

The revenues of the current Cronus organization are mainly generated by the Operations department. The two subdivisions that generate revenues are Production and Distribution. Production is responsible for the scheduling of parts and the production of bicycles at the Blue location. The bicycles are sent to the distribution department every day. Distribution not only purchases materials for production, but also buys items which are sold directly by Cronus. Distribution supplies both items manufactured by Cronus and items purchased.

6.1 ITEMS PRODUCEDCronus has three main product lines: City bicycles Sport & recreation bicycles Electric bicycles

Each product line has several models and designs, such as womens and mens designs and childrens bicycles for a few product lines as well. Each product comes in various color combinations and is sold with various accessories. Models and accessories are adapted or renewed each year based on the latest innovations. Parts are produced by various suppliers exclusively for Cronus, based on Cronus specifications. The so-called Bills of Material (BOMs) form the basis for each end product or half-finished product. Cronus works with so-called single-level BOMs. This means that the Front Wheel half-finished product has its own BOM, which can then be included in the BOM for the bicycle. This work method is associated with the creation of BOMs in Dynamics NAV. Below is an illustration and diagram of an aggregated BOM for one of Cronus successful product models, which was launched on the market simply under the name Bicycle.

Figure of item 1000 (Bicycle):19 COMPANY PROFILE: CRONUS

The following multi-level aggregated BOM corresponds to this figure. The complete single-level BOMs are shown in appendix 1, the corresponding routings in appendix B. Aggregated BOM for item 1000 (Bicycle):

6.2 TRADE ITEMS 20 COMPANY PROFILE: CRONUS

Since the mid-1990s, Cronus has not only been active in the sale of the bicycles that it produces, but also in the resale of imported items. This concerns not only bicycle parts, but also additional accessories. Through its relations with both bicycle retailers and bicycle parts producers, Cronus has come to be viewed as the perfect channel through which to perform this wholesaler function. Now, nearly 30% of revenues are generated by the wholesaler activities. Through the significant volume of turnover, Cronus has been able to negotiate good agreements with its suppliers. These so-called ladder agreements (the larger the purchase, the better the price) were easily defined in NAV.

6.3 ALL ITEMSAn overview of both Cronus trade items and production items is shown in appendix C. The items are associated with an item discount group (currently in Item Discount Group A, FINISHED or RAW MAT). Based on the item discount group, customers receive a discount for the item in question upon purchase of a minimum number of items. Depending on whether they belong to a specific customer discount group (currently RETAIL or LARGE ACC), they can also qualify for other discounts. See appendix D.

21 COMPANY PROFILE: CRONUS

7 SUPPLIERSLike many other brands, Cronus stopped producing its own various bicycle parts decades ago. Certain parts are designed by Cronus, but production is carried out by a selected supplier. Standard parts are also used in Cronus bicycles. Cronus most important suppliers are as follows: Custom Metals Incorporated Custom Metals is in Birmingham, USA. Cronus works closely with Custom Metals to design new 3 frames. These frames are shipped ready-for-use and CIF to the Blue Cronus location. Vital image-defining parts such as the seat and handlebars are also manufactured custom made for Cronus by Custom Metals. Furthermore, standard items such as tires, are obtained from Custom Metals. These items are not only used in production, but also resold. Groene Kater BVBA Groene Kater is a well-known Belgian supplier of bicycle parts, such as hand brakes, mudguards and bicycle bells. Mudguards are produced by Groene Kater based on Cronus specifications. The bicycle bells purchased by Cronus are standard bicycle bells, but marked with the Cronus logo. For the hand brakes, standard models are purchased. Groene Kater is also both a production and trade supplier. Lyselette Lamper A/S Lyselette Lamper from Denmark is world-renowned for the high-quality lights it produces. Cronus purchases them for trade and production. Standard lights are also assembled on less expensive models (supplied, for example, to Automobile and Bicycle retail chains). The more expensive models are equipped with lights produced exclusively for Cronus. AR Day Property Management Cronus has had a business relationship with AR Day for many years. AR Day also manufactures its own bicycles for the lower segment of the market and is thus not a direct competitor of Cronus. During periods when Cronus has production capacity problems for front wheels for its Bicycle" model, it purchases parts from AR Day. In addition to a parts supplier, AR Day is also a supplier of processing services. During busy periods, tasks that cannot be planned at Cronus are outsourced to AR Day. Cronus receives a 10% discount on all invoices from AR Day. An overview of Cronus suppliers is shown in appendix E.

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CIF = Cost, Insurance and Freight, meaning that all costs for transport and insurance are covered by Custom Metals. 22 COMPANY PROFILE: CRONUS

8 CUSTOMERSCronus is active in the Business-to-Business market. Its customers can be subdivided into three categories: 1. Specialty Bicycle Shops These specialized businesses have a wide and extensive assortment of bicycles, bicycle parts and accessories. They normally have their own service and repair department. Sales are made to these customers based on the quality of the product, services and customer relations. This group also makes particular use of the Customer Service subdivision of Cronus. Nearly all of the items sold to specialty bicycle shops are within the high to middle segment. They belong to the RETAIL customer discount group and thus receive special discounts. See appendix D. 2. Retail Automobile & Bicycle Chains These are so-called specialty chains in the middle segment of the market. The bicycles are produced with their own name and logo. They often run national campaigns. The most important customer in this category is The Device Shop. The Device Shop locations often have their own independent bicycle department. They belong to the LARGE ACC customer discount group and thus receive special discounts. See appendix D. 3. Home Improvement Centers These are large national chain stores that have bicycle accessories in their range. These centers also do sell bicycles from time to time, but this concerns bicycles in the lower segment that are only sold but not produced by Cronus. They belong to the LARGE ACC customer discount group and thus receive special discounts. See appendix D.

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9 BANKSCronus has relations with various banks: The World Wide Bank Due to its many international transactions, Cronus has close relations with the World Wide Bank. The contact person there is Mr. Grant Culbertson. Cronus holds two bank accounts: Euro account 99-33-456: This is Cronus business account to which payments are made from suppliers and customers and from which Cronus also pays its suppliers and members of personnel. Dollar account 99-44-567: This account is used for dollar transactions. Local currency account 99-99-888: This account also contains Cronus credit line with World Wide Bank. At this time, it amounts to GBP 934,400. When large payments need to be made and the balance on one of the other accounts is insufficient, then money is transferred from this account to one of the other accounts. GIRO Bank In the past, an account at GIRO Bank was used for normal payments. A few customers still make their payments to this account (14-55-678). The New Bank of London In the past, Cronus mortgaged several buildings and machines with The New Bank of London.

24 COMPANY PROFILE: CRONUS

APPENDIX A: BICYCLE BILLS OF MATERIAL

25 COMPANY PROFILE: CRONUS

26 COMPANY PROFILE: CRONUS

27 COMPANY PROFILE: CRONUS

28 COMPANY PROFILE: CRONUS

APPENDIX B: BICYCLE ROUTINGS

29 COMPANY PROFILE: CRONUS

30 COMPANY PROFILE: CRONUS

APPENDIX C: PRODUCTION AND TRADE ITEMS

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APPENDIX D: SALES DISCOUNT TABLE

32 COMPANY PROFILE: CRONUS

APPENDIX E: SUPPLIERS

Microsoft Dynamics is a line of integrated, adaptable business management solutions that enables you and your people to make business decisions with greater confidence. Microsoft Dynamics works like and with familiar Microsoft software, automating and streamlining financial, customer relationship, and supply chain processes in a way that helps you drive business success. U.S. and Canada Toll Free (888) 477-7989 Worldwide (1) (701) 281-6500 www.microsoft.com/dynamicsThe information contained in this document represents the current view of Microsoft Corporation on the issues discussed as of the date of publication. Because Microsoft must respond to changing market conditions, this document should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information presented after the date of publication. This white paper is for informational purposes only. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED, OR STATUTORY, AS TO THE INFORMATION IN THIS DOCUMENT. Complying with all applicable copyright laws is the responsibility of the user. Without limiting the rights under copyright, no part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of Microsoft Corporation. Microsoft may have patents, patent applications, trademarks, copyrights, or other intellectual property rights covering subject matter in this document. Except as expressly provided in any written license agreement from Microsoft, the furnishing of this document does not give you any license to these patents, trademarks, copyrights, or other intellectual property. 2009 Microsoft Corporation. All rights reserved. Microsoft, Microsoft Dynamics, the Microsoft Dynamics logo are trademarks of the Microsoft group of companies. 33 COMPANY PROFILE: CRONUS