BAC Credomatic, a leading bank in Central America, was faced with the challenge of providing a consistent and empathetic digital experience to its customers across six different countries. The bank aimed to build loyal and long-lasting relationships with its customers through its digital products and services. However, the challenge was to innovate and strengthen its digital presence without compromising on empathy and approachability. The bank was in search of an automated solution that could help them achieve this goal. The solution needed to be capable of handling customer queries efficiently and effectively, while maintaining a human touch.

CEMEX, a global construction materials company, was faced with the challenge of providing superior customer service across different countries and languages. The company has always prioritized customer experience and, in the wake of the pandemic, sought to strengthen its digital communication strategy. The goal was to provide alternatives to traditional channels and transform the way they interact with their customers. The challenge was to implement a solution that could serve all customer segments, especially those located in different countries or speaking other languages. The company also aimed to automate frequently asked questions (FAQs) and provide 24/7 customer service.

The case study revolves around a fitness apparel company that had a strong presence on Instagram, primarily grown through influencers. However, the brand faced a significant challenge in marketing their products outside Instagram. Their marketing strategy was a one-way approach, heavily reliant on influencers to boost sales, which was not spreading the word about their products fast enough. The company was in dire need of a strategy to create a dialogue with new customers, grow their customer list, and drive interested buyers to their online store. The brand's existence was solely on Instagram, which posed several risks. They had no direct contact with their customers, and their entire business was at risk if they lost their Instagram account or if Instagram's algorithm changes affected their organic reach.

ARD, the world’s largest public-service broadcaster network, was facing challenges in keeping up with changes in how users consume content. The organization's previous hosted data center infrastructure was 10 years old and had a monolithic architecture, which resulted in a development turnaround cycle of three months. Video content was distributed without being tailored to particular devices. In 2018, ARD decided to change the monolithic infrastructure for its video delivery platform to improve the user experience, regardless of how users were watching or listening. The challenge was to build a new platform that could cover all touchpoints, support a truly digital-first strategy, and improve the user experience on a global scale.

In Indonesia, the fishing industry has traditionally been fraught with challenges. Fishermen relied on traditional knowledge to predict weather patterns and locate prime fishing grounds, leaving much of their catch and sales to chance. The increasing impact of climate change further complicated these predictions. Additionally, fishermen in remote villages were dependent on middlemen to sell their catch, store, and transport the fish to larger markets. This process often resulted in lower income for the fishermen. Furthermore, the fishing industry was largely paper-based, slowing down the flow of information and making it difficult to trace seafood from the fishermen to the consumer. Exporting fish abroad was a complex process due to the paperwork and logistics involved, which many fishermen did not understand. Lastly, only 25% of fishermen in rural villages used smartphones due to limited power supplies and low digital literacy, posing a significant challenge to digitizing the industry.

Asahi Group Holdings, a global corporation with a diverse portfolio in food and beverages, was facing challenges with its legacy systems. Back in 2014, the company lacked the necessary environment and tools to carry out its vision, which was affecting daily operations. The IT department was becoming a cost center, with the team focused on updating tools daily. As part of their growth strategy and mission of creating “a winning Asahi”, the company needed to modernize its business systems. Extending the life of existing assets and moving to a new environment became a priority. However, the company had limited resources to achieve this.

Like all communications companies, maximising profitability and efficiency is vital to Telefónica UK as it faces greater competition in the market, customers’ growing use of data and the move to 4G. The company’s vital marketing, sales and service and finance reports were created through a combination of Microsoft Access and Microsoft Excel. This method was limited in terms of speed and the amount of data being processed, since the files became large and slow relatively quickly. Company data was also disparate, with individual reports independently created by various ‘cottage industries’ all around the organisation. To give the business a single source for fast, accurate and detailed insight to help inform decision-making, Telefónica UK decided to implement a new system based on a single Teradata warehouse.

Ford Motor Company, one of the world’s largest automakers, needed to help its thousands of dealers quickly identify and resolve problems with warranty repair costs. The company wanted to leverage its 15 years of historical data to mine new insights about manufacturing efficiency, supplier quality, and dealer repair trends. The challenge was to use data visualization techniques to present information in a way that general managers at each dealership could easily understand and compare their warranty repair costs to other dealers.

TH Milk, a leading producer of fresh milk and dairy products in Vietnam, was facing challenges with its outdated distribution and sales process. The company's sales force would gather at the distributors’ offices each morning to get their sales plans and then spread out to the retail outlets, physical forms in hand, to take orders and disseminate information. At the end of the day, the sales teams returned with orders that had to be entered manually at each distributor’s office. TH Milk would then consolidate the data from the 180 offices. This process was tedious and resulted in a lack of market visibility and salesforce compliance.

| BackgroundThis customer is specialized in the development of ultra clean gas filling system technology for semiconductor wafer manufacturing.  They require monitoring system to control the nitrogen pressure level of the FOUP machine.  Their current system configuration is complicated to setup as it requires IP setting to connect FOUP serial server devices, which needs additional personnel to constantly monitoring the system.  They are seeking for new system design to help improve the overall manufacturing facility efficiency, and pursuing higher product quality control. | Challenges We Are FacingIP configuration and management of multiple connectionsHigh cost of deployment and maintenanceComplete system shutdown for maintenance will affect production output

Anheuser-Busch InBev (AB InBev), a global beverage company, was facing challenges in managing its technology platforms across more than 50 countries. The company had divided its business into six different zones, each managing its own IT processes, and had 16 corporate datacenters. This resulted in siloed information and operations, duplication of research efforts, and difficulty in embracing innovation company-wide. The company wanted to centralize its IT functions and move away from managing core infrastructure to focus on innovative services. Additionally, AB InBev was looking to develop a global analytics platform to gain valuable insights into the vast amounts of data harvested from each step in its manufacturing process.

BrainBox AI, a leader in building automation, uses advanced artificial intelligence technology to automate Heating, Ventilation, and Air Conditioning (HVAC) systems, reduce greenhouse gas emissions, and save money. The company's technology gathers and analyzes data from a building's HVAC system, combines it with external data such as weather conditions, and feeds it through the cloud to BrainBox AI's prediction models. However, the company faced challenges in ensuring uninterrupted data flow from the building to the cloud. They needed a wide-area network (WAN) solution independent from the on-site, wired ISP. The variance across sites was slowing down deployment, and the limitations of guest-level access left BrainBox AI's IT team wanting additional control. Furthermore, BrainBox AI's hardware enclosure is compact, which restricts the size of the WAN solution that can be used. The company also sought widespread expansion of its HVAC automation system and needed highly scalable routers that support cloud-based visibility and adjustments.

U.S. Venture, a company operating in diverse industries such as automotive aftermarket, energy, and technology, faced significant challenges in managing and analyzing customer data due to its complexity. The company struggled with creating enterprise tools and processes that could eliminate silos and promote collaboration. The Data and Analytics team at U.S. Venture, established in 2018, initially focused on data warehousing and basic reporting. However, they soon realized the need for advanced analytics at scale. The team faced difficulties in maintaining models and disparate data sources, which could quickly become unmanageable without the right people and tools. Additionally, the team's data scientists and analysts were using a varied set of tools and coding mechanisms, leading to a lack of standardization and collaboration. The individual team members built their own components that lived in different places and were created via their own tools, saved on personal computers, with no visibility for other team members about where projects were and how they were created or functioned.

J.P. Morgan, the landlord of London's iconic Spitalfields Market, faced the challenge of enhancing the property experience for its office tenants, public guests, and on-site retailers in a post-pandemic world. The need to address health and safety concerns, provide information on COVID-19 safety measures, and create safer, more engaging experiences for tenants and visitors became paramount. The global landlord also aimed to re-open their office space and market post-lockdown, grant office occupiers access to the market, its traders, and deals, and elevate their sustainability initiatives. Furthermore, J.P. Morgan sought to reduce congestion and create more touchless experiences at the market, which sees nearly 300,000 people per week at peak times. The COVID-19 pandemic accelerated this need, prompting for more touchless ways of ordering, paying, and collecting food from the popular food trucks at Spitalfields Market.

Comcast Corporation, the second largest broadcasting and cable television company in the world by revenue, was facing significant challenges due to the volume and variety of operational and billing data. With over 20 million customers across 40 states, the company needed to establish standardized processes and automate data flows to overcome a wide range of billing, finance, compliance, supply chain, and marketing challenges. In 2009, the company was dealing with massive amounts of data that were causing major revenue assurance challenges. The customer billing review interface required the processing of a billion records every month, within very tight timeframes. The company’s decentralized accounting and finance operations, with 20 different regions and 30 different accounting practices, further compounded these issues.

Tata Power Skill Development Institute (TPSDI) was established to empower individuals with employable skills, primarily in the power and associated industries. The institute aimed to address the skill gap in the Indian Power Industry by offering module training and certification across a broad spectrum of employable skills. However, TPSDI faced a challenge in making its courses accessible to a wider audience, including disadvantaged sections of society and those below the poverty line. The institute needed a platform to provide real-time information about its profile, facilities, leadership team, training hubs, and most importantly, its online courses. The platform also needed to allow students to register for these courses and provide details for upcoming and previous webinars, including registration links and video access.

Acatec S.L., a leading manufacturer of precision aeronautical components based in Spain, was striving to reduce costs and exceed client expectations by embracing new technologies. The company decided to overhaul its entire process, from the purchase of raw materials to the final delivery of the product. However, Acatec had historically outsourced all macro engineering and IT/Technology projects to external professional service companies. This resulted in a lack of in-house engineering and technology personnel to drive productivity improvement initiatives. To improve productivity, Acatec decided to implement time-saving, resource-light systems aimed at assisting forward planning of work, gauging capacities, and managing demanding delivery schedules. This included the implementation of management systems for warehouses and computerized control productions. However, the company soon realized that the first step towards increased productivity and efficiency was measuring the actual events.

With AxFina’s desire to innovate and scale and regulatory requirements looming, they turned to Hungarian IT company DIGITAL Kft. to help them migrate the entirety of its IT applications to the cloud. Microsoft Azure became the ideal solution to ensure AxFina maintained security, regulatory compliance, and speed.