Automotive Dealer Management System Market by Offering (Services, Solution), Vehicle Type (Commercial Vehicles, Passenger Vehicles), Application, End-User - Global Forecast 2025-2032
Description
The Automotive Dealer Management System Market was valued at USD 4.38 billion in 2024 and is projected to grow to USD 4.85 billion in 2025, with a CAGR of 10.49%, reaching USD 9.73 billion by 2032.
Authoritative introduction outlining the strategic context, technology enablers, and executive priorities shaping modern dealer management system adoption across automotive channels
The automotive dealer management system landscape is at an inflection point as dealers confront evolving customer expectations, increasing digital touchpoints, and the need for integrated operational platforms. This report opens with a clear-minded introduction that contextualizes the current industry environment, synthesizes the primary technology enablers, and frames the core strategic questions that executives must address to remain competitive. It sets out the foundational trends that have accelerated adoption of dealer management solutions, including the shift toward unified customer experiences across online and physical channels, the rising complexity of inventory and finance workflows, and the growing dependence on data-driven decision support.
To ensure readers can act on the analysis, the introduction delineates the operational pressures and growth levers that are most relevant to automotive dealers and mobility service providers. It explains how platform modernization, service outsourcing, and process standardization can reduce friction across sales, inventory management, and finance operations. Ultimately, this opening section equips leaders with a coherent picture of the opportunities and constraints shaping investment priorities, providing the necessary context to interpret later sections of the report and apply findings to organizational transformation initiatives.
Examination of the converging technological, operational and regulatory shifts that are rapidly redefining dealer management system requirements and competitive differentiation
The industry is experiencing several transformative shifts that together reshape competitive dynamics and the value proposition of dealer management systems. First, customer interactions have moved beyond single transactions to lifecycle engagement, requiring systems that link inquiry, test drives, financing, maintenance, and resale into a coherent digital thread. Second, technology architectures are migrating from siloed on-premises deployments to hybrid, API-driven ecosystems that facilitate integrations with OEM portals, third-party financing platforms, and telematics services. These changes accelerate time-to-insight while also demanding new governance and security postures.
Concurrently, operational models within dealer networks are evolving; more organizations are balancing in-house capabilities with managed services for non-core processes such as hosted infrastructure, software maintenance, and specialized analytics. This hybrid approach enables dealers to focus on customer experience and inventory turns while leveraging external expertise for platform operations. Meanwhile, regulatory and compliance expectations are rising, particularly around data privacy and transactional transparency, which places a premium on auditable workflows and robust role-based controls. Taken together, these trends necessitate modular, secure, and interoperable dealer management platforms that can scale with customer expectations and regulatory requirements.
Detailed analysis of how United States tariff measures in 2025 have reshaped procurement dynamics, inventory policies, and software needs for dealer operations
The imposition of new tariff measures in the United States has produced a range of operational and strategic effects across the automotive dealer ecosystem. Increased import duties on select vehicle components and aftermarket parts have raised procurement complexity for dealers that depend on cross-border supply chains, contributing to extended lead times and higher landed costs. Consequently, many dealers have re-evaluated inventory policies and supplier diversification strategies to mitigate exposure to tariff volatility. In addition, administrative overhead has risen as procurement teams adapt to changing documentation, customs classifications, and compliance workflows.
These developments have also influenced software and service decisions. Dealer management solution providers and third-party service vendors that maintain import-dependent inventories or integration with international suppliers face contract renegotiations and revised pricing structures. Dealers have responded by seeking more granular cost-tracking and margin-analysis capabilities within their management platforms to preserve profitability. Furthermore, the tariffs have accelerated interest in local sourcing and remanufactured components in some segments, prompting dealers and rental services to reconfigure parts catalogs and diagnostic workflows to align with alternative supply channels. As a result, systems that enable dynamic pricing, supplier analytics, and rapid SKU substitution have risen in importance for operations teams seeking to sustain service levels amid trade-driven disruption.
In-depth segmentation insights revealing how offering types, vehicle classifications, application needs, and end-user roles guide product priorities and service models for dealers
Segmentation-driven insights reveal where value and differentiation concentrate within dealer management system deployments. Based on offering, the landscape divides between core software solutions and ancillary services; the services component further differentiates into managed services and professional services, which respectively support ongoing operations and targeted implementation or customization efforts. This offering differentiation determines whether organizations prioritize turnkey managed platforms that reduce internal overhead or invest in advisory and systems-integration support to tailor solutions to complex business rules.
When viewed by vehicle type, the market separates into commercial vehicles and passenger vehicles; the commercial segment itself bifurcates into heavy commercial and light commercial vehicles, each with distinct operational cadences, maintenance cycles, and regulatory obligations. Platforms targeting heavy commercial operations must emphasize complex fleet maintenance scheduling and compliance reporting, whereas light commercial and passenger vehicle solutions focus more intensively on rapid turnover, consumer financing integration, and retail-oriented CRM capabilities. Application-based segmentation clarifies usage patterns across customer relationship management, dealer tracking, finance, inventory, and sales modules. This perspective highlights where product roadmaps should prioritize enhancements, such as deeper CRM integration for retail-facing dealers or advanced fleet analytics for commercial clients. Finally, end-user segmentation distinguishes between automotive dealers and automotive rental services; within the dealer category, new vehicle dealers and used vehicle dealers present divergent needs for warranty management, certification workflows, and refurbishment processes. Understanding these segments together enables vendors and operators to align product features, service models, and go-to-market approaches with specific operational workflows and customer value propositions.
Comparative regional analysis demonstrating how Americas, Europe, Middle East & Africa, and Asia-Pacific dynamics dictate adoption patterns, regulatory needs, and integration priorities
Regional dynamics shape adoption rhythms, partner ecosystems, and regulatory constraints for dealer management systems. In the Americas, consolidation among dealer groups and rising consumer expectations for omnichannel purchasing have driven investment in integrated CRM and finance modules, as well as partnerships with fintech providers to streamline loan and lease origination. The region also shows advanced adoption of analytics to optimize inventory turns and pricing strategies in response to local demand signals.
Across Europe, Middle East & Africa, fragmentation among regulatory regimes and diverse dealer structures create an environment where modular, compliance-aware platforms gain traction. Vendors that offer configurable tax, documentation, and reporting capabilities tend to perform well, and there is growing emphasis on digital aftersales experiences and connected-vehicle services. In the Asia-Pacific region, rapid urbanization, high vehicle fleet growth, and strong OEM-led digital initiatives accelerate demand for scalable cloud-native solutions that support multilingual interfaces and mobile-first customer journeys. Cross-region, interoperability and standardized APIs facilitate multinational dealer groups seeking consistency while allowing local adaptation to regulatory and commercial conditions.
Strategic landscape overview of leading solution providers and specialized partners defining competitive differentiation through integrations, service models and vertical capabilities
Competitive and partner landscapes continue to mature as established technology providers and specialist software vendors expand capabilities and service offerings. Leading solution providers differentiate through depth of industry functionality, the breadth of integrations with OEMs and finance partners, and the ability to deliver managed services that reduce operational burden for dealers. Strategic partnerships with telematics, parts suppliers, and digital retail platforms have become essential to deliver end-to-end experiences that span inquiry to post-sale service.
In parallel, boutique vendors and systems integrators often compete on speed of implementation and vertical specialization, carving niches in complex segments such as heavy commercial fleet management or multi-location used vehicle operations. These firms leverage domain expertise to deliver bespoke configurations and rapid onboarding. Across the landscape, successful providers demonstrate strong change management capabilities, offering training, process optimization, and analytics services that help dealers extract measurable operational improvements. Collaboration patterns also indicate a growing trend toward ecosystem playbooks, where software vendors co-develop joint solutions with partners to address specific commercialization and aftermarket workflows.
Practical and prioritized recommendations for executives to modernize operations, balance service delivery, and institutionalize analytics for measurable dealer performance improvements
Industry leaders must act decisively to translate technological potential into sustained operational advantage. First, executive teams should prioritize investments in modular architectures that support rapid integration with OEM platforms, fintech partners, and third-party service providers; this reduces vendor lock-in and accelerates time to value. Second, dealers ought to create a balanced delivery model that combines in-house expertise for customer-facing capabilities with managed services for infrastructure, security, and compliance, thereby freeing internal teams to focus on revenue-generating activities.
Furthermore, leaders should institutionalize advanced analytics capabilities tied directly to pricing, inventory planning, and service scheduling to enhance margin control and customer lifetime value. They should also strengthen supplier and parts strategies in light of evolving trade and tariff conditions to ensure continuity of service and predictable margins. Finally, organizations must invest in human capital through targeted training programs that align people, processes, and technology; effective change management will determine the difference between successful digital transformation and stalled initiatives. Taken together, these recommendations form an actionable roadmap for executives seeking to modernize operations and sustain competitive advantage.
Transparent and rigorous mixed-method research approach combining executive interviews, vendor briefings, and functional capability assessments to validate findings and recommendations
The research methodology integrates primary interviews, vendor briefings, and systematic analysis of operational practices across dealer networks and rental services to ensure a robust evidence base. Primary inputs include structured interviews with C-suite leaders, operations managers, and IT heads at both dealer and rental organizations, which provide qualitative context on adoption drivers, implementation barriers, and performance outcomes. Vendor engagements supplemented these insights with details on product roadmaps, integration capabilities, and service delivery models.
In addition to qualitative data, the methodology incorporated a rigorous comparative assessment of functional capabilities across software offerings, including CRM, dealer tracking, finance, inventory, and sales modules, as well as the distinct requirements of commercial and passenger vehicle operations. Analytical frameworks were applied to evaluate vendor readiness across integration, security, and managed services capabilities. Throughout the process, findings were validated through cross-referencing interview inputs and documented evidence to ensure accuracy and relevance for executive decision-making. This mixed-method approach supports practical recommendations that reflect operational realities and strategic imperatives.
Concluding synthesis emphasizing the imperative for resilient, interoperable dealer management platforms and integrated transformation strategies for lasting operational value
In conclusion, dealer management systems are increasingly pivotal to the competitive architecture of automotive retail and rental businesses. Platforms that combine modular architectures, deep application functionality across CRM, dealer tracking, finance, inventory, and sales, and mature service models will enable organizations to respond to changing consumer expectations and supply chain disruptions. The combined pressures of tariff-driven procurement adjustments and accelerating digitalization underscore the need for resilient, interoperable systems that support rapid reconfiguration of workflows and supplier relationships.
Leaders who adopt a strategic approach-balancing technology investments with managed services and focused people-change programs-will be best positioned to capture operational efficiencies and enhance customer loyalty. As the industry continues to evolve, continuous monitoring of regulatory shifts, supply chain dynamics, and regional adoption patterns will be essential. This report equips executives with the analytical foundation needed to prioritize initiatives, select appropriate vendors, and implement transformations that deliver lasting operational and commercial improvements.
Please Note: PDF & Excel + Online Access - 1 Year
Authoritative introduction outlining the strategic context, technology enablers, and executive priorities shaping modern dealer management system adoption across automotive channels
The automotive dealer management system landscape is at an inflection point as dealers confront evolving customer expectations, increasing digital touchpoints, and the need for integrated operational platforms. This report opens with a clear-minded introduction that contextualizes the current industry environment, synthesizes the primary technology enablers, and frames the core strategic questions that executives must address to remain competitive. It sets out the foundational trends that have accelerated adoption of dealer management solutions, including the shift toward unified customer experiences across online and physical channels, the rising complexity of inventory and finance workflows, and the growing dependence on data-driven decision support.
To ensure readers can act on the analysis, the introduction delineates the operational pressures and growth levers that are most relevant to automotive dealers and mobility service providers. It explains how platform modernization, service outsourcing, and process standardization can reduce friction across sales, inventory management, and finance operations. Ultimately, this opening section equips leaders with a coherent picture of the opportunities and constraints shaping investment priorities, providing the necessary context to interpret later sections of the report and apply findings to organizational transformation initiatives.
Examination of the converging technological, operational and regulatory shifts that are rapidly redefining dealer management system requirements and competitive differentiation
The industry is experiencing several transformative shifts that together reshape competitive dynamics and the value proposition of dealer management systems. First, customer interactions have moved beyond single transactions to lifecycle engagement, requiring systems that link inquiry, test drives, financing, maintenance, and resale into a coherent digital thread. Second, technology architectures are migrating from siloed on-premises deployments to hybrid, API-driven ecosystems that facilitate integrations with OEM portals, third-party financing platforms, and telematics services. These changes accelerate time-to-insight while also demanding new governance and security postures.
Concurrently, operational models within dealer networks are evolving; more organizations are balancing in-house capabilities with managed services for non-core processes such as hosted infrastructure, software maintenance, and specialized analytics. This hybrid approach enables dealers to focus on customer experience and inventory turns while leveraging external expertise for platform operations. Meanwhile, regulatory and compliance expectations are rising, particularly around data privacy and transactional transparency, which places a premium on auditable workflows and robust role-based controls. Taken together, these trends necessitate modular, secure, and interoperable dealer management platforms that can scale with customer expectations and regulatory requirements.
Detailed analysis of how United States tariff measures in 2025 have reshaped procurement dynamics, inventory policies, and software needs for dealer operations
The imposition of new tariff measures in the United States has produced a range of operational and strategic effects across the automotive dealer ecosystem. Increased import duties on select vehicle components and aftermarket parts have raised procurement complexity for dealers that depend on cross-border supply chains, contributing to extended lead times and higher landed costs. Consequently, many dealers have re-evaluated inventory policies and supplier diversification strategies to mitigate exposure to tariff volatility. In addition, administrative overhead has risen as procurement teams adapt to changing documentation, customs classifications, and compliance workflows.
These developments have also influenced software and service decisions. Dealer management solution providers and third-party service vendors that maintain import-dependent inventories or integration with international suppliers face contract renegotiations and revised pricing structures. Dealers have responded by seeking more granular cost-tracking and margin-analysis capabilities within their management platforms to preserve profitability. Furthermore, the tariffs have accelerated interest in local sourcing and remanufactured components in some segments, prompting dealers and rental services to reconfigure parts catalogs and diagnostic workflows to align with alternative supply channels. As a result, systems that enable dynamic pricing, supplier analytics, and rapid SKU substitution have risen in importance for operations teams seeking to sustain service levels amid trade-driven disruption.
In-depth segmentation insights revealing how offering types, vehicle classifications, application needs, and end-user roles guide product priorities and service models for dealers
Segmentation-driven insights reveal where value and differentiation concentrate within dealer management system deployments. Based on offering, the landscape divides between core software solutions and ancillary services; the services component further differentiates into managed services and professional services, which respectively support ongoing operations and targeted implementation or customization efforts. This offering differentiation determines whether organizations prioritize turnkey managed platforms that reduce internal overhead or invest in advisory and systems-integration support to tailor solutions to complex business rules.
When viewed by vehicle type, the market separates into commercial vehicles and passenger vehicles; the commercial segment itself bifurcates into heavy commercial and light commercial vehicles, each with distinct operational cadences, maintenance cycles, and regulatory obligations. Platforms targeting heavy commercial operations must emphasize complex fleet maintenance scheduling and compliance reporting, whereas light commercial and passenger vehicle solutions focus more intensively on rapid turnover, consumer financing integration, and retail-oriented CRM capabilities. Application-based segmentation clarifies usage patterns across customer relationship management, dealer tracking, finance, inventory, and sales modules. This perspective highlights where product roadmaps should prioritize enhancements, such as deeper CRM integration for retail-facing dealers or advanced fleet analytics for commercial clients. Finally, end-user segmentation distinguishes between automotive dealers and automotive rental services; within the dealer category, new vehicle dealers and used vehicle dealers present divergent needs for warranty management, certification workflows, and refurbishment processes. Understanding these segments together enables vendors and operators to align product features, service models, and go-to-market approaches with specific operational workflows and customer value propositions.
Comparative regional analysis demonstrating how Americas, Europe, Middle East & Africa, and Asia-Pacific dynamics dictate adoption patterns, regulatory needs, and integration priorities
Regional dynamics shape adoption rhythms, partner ecosystems, and regulatory constraints for dealer management systems. In the Americas, consolidation among dealer groups and rising consumer expectations for omnichannel purchasing have driven investment in integrated CRM and finance modules, as well as partnerships with fintech providers to streamline loan and lease origination. The region also shows advanced adoption of analytics to optimize inventory turns and pricing strategies in response to local demand signals.
Across Europe, Middle East & Africa, fragmentation among regulatory regimes and diverse dealer structures create an environment where modular, compliance-aware platforms gain traction. Vendors that offer configurable tax, documentation, and reporting capabilities tend to perform well, and there is growing emphasis on digital aftersales experiences and connected-vehicle services. In the Asia-Pacific region, rapid urbanization, high vehicle fleet growth, and strong OEM-led digital initiatives accelerate demand for scalable cloud-native solutions that support multilingual interfaces and mobile-first customer journeys. Cross-region, interoperability and standardized APIs facilitate multinational dealer groups seeking consistency while allowing local adaptation to regulatory and commercial conditions.
Strategic landscape overview of leading solution providers and specialized partners defining competitive differentiation through integrations, service models and vertical capabilities
Competitive and partner landscapes continue to mature as established technology providers and specialist software vendors expand capabilities and service offerings. Leading solution providers differentiate through depth of industry functionality, the breadth of integrations with OEMs and finance partners, and the ability to deliver managed services that reduce operational burden for dealers. Strategic partnerships with telematics, parts suppliers, and digital retail platforms have become essential to deliver end-to-end experiences that span inquiry to post-sale service.
In parallel, boutique vendors and systems integrators often compete on speed of implementation and vertical specialization, carving niches in complex segments such as heavy commercial fleet management or multi-location used vehicle operations. These firms leverage domain expertise to deliver bespoke configurations and rapid onboarding. Across the landscape, successful providers demonstrate strong change management capabilities, offering training, process optimization, and analytics services that help dealers extract measurable operational improvements. Collaboration patterns also indicate a growing trend toward ecosystem playbooks, where software vendors co-develop joint solutions with partners to address specific commercialization and aftermarket workflows.
Practical and prioritized recommendations for executives to modernize operations, balance service delivery, and institutionalize analytics for measurable dealer performance improvements
Industry leaders must act decisively to translate technological potential into sustained operational advantage. First, executive teams should prioritize investments in modular architectures that support rapid integration with OEM platforms, fintech partners, and third-party service providers; this reduces vendor lock-in and accelerates time to value. Second, dealers ought to create a balanced delivery model that combines in-house expertise for customer-facing capabilities with managed services for infrastructure, security, and compliance, thereby freeing internal teams to focus on revenue-generating activities.
Furthermore, leaders should institutionalize advanced analytics capabilities tied directly to pricing, inventory planning, and service scheduling to enhance margin control and customer lifetime value. They should also strengthen supplier and parts strategies in light of evolving trade and tariff conditions to ensure continuity of service and predictable margins. Finally, organizations must invest in human capital through targeted training programs that align people, processes, and technology; effective change management will determine the difference between successful digital transformation and stalled initiatives. Taken together, these recommendations form an actionable roadmap for executives seeking to modernize operations and sustain competitive advantage.
Transparent and rigorous mixed-method research approach combining executive interviews, vendor briefings, and functional capability assessments to validate findings and recommendations
The research methodology integrates primary interviews, vendor briefings, and systematic analysis of operational practices across dealer networks and rental services to ensure a robust evidence base. Primary inputs include structured interviews with C-suite leaders, operations managers, and IT heads at both dealer and rental organizations, which provide qualitative context on adoption drivers, implementation barriers, and performance outcomes. Vendor engagements supplemented these insights with details on product roadmaps, integration capabilities, and service delivery models.
In addition to qualitative data, the methodology incorporated a rigorous comparative assessment of functional capabilities across software offerings, including CRM, dealer tracking, finance, inventory, and sales modules, as well as the distinct requirements of commercial and passenger vehicle operations. Analytical frameworks were applied to evaluate vendor readiness across integration, security, and managed services capabilities. Throughout the process, findings were validated through cross-referencing interview inputs and documented evidence to ensure accuracy and relevance for executive decision-making. This mixed-method approach supports practical recommendations that reflect operational realities and strategic imperatives.
Concluding synthesis emphasizing the imperative for resilient, interoperable dealer management platforms and integrated transformation strategies for lasting operational value
In conclusion, dealer management systems are increasingly pivotal to the competitive architecture of automotive retail and rental businesses. Platforms that combine modular architectures, deep application functionality across CRM, dealer tracking, finance, inventory, and sales, and mature service models will enable organizations to respond to changing consumer expectations and supply chain disruptions. The combined pressures of tariff-driven procurement adjustments and accelerating digitalization underscore the need for resilient, interoperable systems that support rapid reconfiguration of workflows and supplier relationships.
Leaders who adopt a strategic approach-balancing technology investments with managed services and focused people-change programs-will be best positioned to capture operational efficiencies and enhance customer loyalty. As the industry continues to evolve, continuous monitoring of regulatory shifts, supply chain dynamics, and regional adoption patterns will be essential. This report equips executives with the analytical foundation needed to prioritize initiatives, select appropriate vendors, and implement transformations that deliver lasting operational and commercial improvements.
Please Note: PDF & Excel + Online Access - 1 Year
Table of Contents
185 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Integration of AI-driven predictive analytics for real-time inventory and sales forecasting capabilities within dealer management systems
- 5.2. Migration to cloud-native modular DMS platforms enabling remote operations and seamless multi-dealer data consolidation
- 5.3. Implementation of end-to-end digital retailing workflows with contactless online car buying and financing integration
- 5.4. Incorporation of blockchain-based secure data sharing architecture between OEMs, dealerships, and third-party service providers
- 5.5. Adoption of subscription-based DMS service models offering flexible pricing tiers and continuous feature updates
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Automotive Dealer Management System Market, by Offering
- 8.1. Services
- 8.1.1. Managed Services
- 8.1.2. Professional Services
- 8.2. Solution
- 9. Automotive Dealer Management System Market, by Vehicle Type
- 9.1. Commercial Vehicles
- 9.1.1. Heavy Commercial Vehicles
- 9.1.2. Light Commercial Vehicles
- 9.2. Passenger Vehicles
- 10. Automotive Dealer Management System Market, by Application
- 10.1. Customer Relationship Management
- 10.2. Dealer Tracking
- 10.3. Finance
- 10.4. Inventory
- 10.5. Sales
- 11. Automotive Dealer Management System Market, by End-User
- 11.1. Automotive Dealer
- 11.1.1. New Automotive Dealer
- 11.1.2. Used Automotive Dealer
- 11.2. Automotive Rental Services
- 12. Automotive Dealer Management System Market, by Region
- 12.1. Americas
- 12.1.1. North America
- 12.1.2. Latin America
- 12.2. Europe, Middle East & Africa
- 12.2.1. Europe
- 12.2.2. Middle East
- 12.2.3. Africa
- 12.3. Asia-Pacific
- 13. Automotive Dealer Management System Market, by Group
- 13.1. ASEAN
- 13.2. GCC
- 13.3. European Union
- 13.4. BRICS
- 13.5. G7
- 13.6. NATO
- 14. Automotive Dealer Management System Market, by Country
- 14.1. United States
- 14.2. Canada
- 14.3. Mexico
- 14.4. Brazil
- 14.5. United Kingdom
- 14.6. Germany
- 14.7. France
- 14.8. Russia
- 14.9. Italy
- 14.10. Spain
- 14.11. China
- 14.12. India
- 14.13. Japan
- 14.14. Australia
- 14.15. South Korea
- 15. Competitive Landscape
- 15.1. Market Share Analysis, 2024
- 15.2. FPNV Positioning Matrix, 2024
- 15.3. Competitive Analysis
- 15.3.1. Autofusion, Inc.
- 15.3.2. Autosoft Inc.
- 15.3.3. BiT Dealership Software, Inc.
- 15.3.4. Blue Sky Business Solutions, LLC
- 15.3.5. CDK Global LLC
- 15.3.6. COGXIM Softwares Pvt. Ltd.
- 15.3.7. Cox Automotive Inc.
- 15.3.8. Dominion Enterprises
- 15.3.9. e-Emphasys Technologies Inc.
- 15.3.10. ELVA BALTIC SIA
- 15.3.11. Epicor Software Corporation
- 15.3.12. GaragePlug Inc.
- 15.3.13. Gateway DMS Pty. Ltd.
- 15.3.14. incadea GmbH
- 15.3.15. International Business Machines Corporation
- 15.3.16. Lithia Motors
- 15.3.17. MH Sub I, LLC dba Internet Brands
- 15.3.18. PBS Systems
- 15.3.19. Quorum Information Technologies Inc.
- 15.3.20. Ramco Systems Limited
- 15.3.21. SAP SE
- 15.3.22. Solera Inc.
- 15.3.23. The Reynolds and Reynolds Company
- 15.3.24. Wipro Limited
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