Corporate Traveler’s customer success (CS) team wanted to invest in efficiency as a way to boost its customer adoption and retention rates. During the pandemic, they started using Gong, and have seen their adoption and retention rates improve dramatically. By streamlining their handover system and focusing on an accurate, trackable voice of the customer, Corporate Traveler has leveled up their CS game.

Iron Mountain, a Boston-based enterprise information management firm, had to adjust to a fully remote work environment due to the pandemic. This sudden shift posed several challenges, including onboarding new reps, managing people remotely, and keeping teams aligned. They also needed to understand what was happening in sales calls and which actions to take based on their conversational data. Before implementing Gong, Iron Mountain’s new reps participated in “physical ride-alongs,” sitting beside a seasoned rep, headphones on. In a working-from-home world, this wasn’t possible. Additionally, trying to find the right call to listen to had always been a hit or miss exercise. As a result, they couldn’t target specific behaviors, and that was something they wanted to correct.

Elmo Motion Control, an Israel-based company that designs, manufactures, and implements comprehensive, field-proven motion control solutions, was facing challenges with its sales enablement function. The company's initial training was based at the company’s headquarters in Israel, requiring new sales reps to travel in from all over the world. This made onboarding complex and difficult as the sales enablement team had to navigate around travel delays, coordinating schedules and speakers, and running the in-person training sessions. The company needed a way to make sales readiness accessible and wanted onboarding to start on day one, not in month two when the new hires could finally make it to HQ. Additionally, communicating effectively with reps in the field was another critical challenge for Elmo. The company was using an enterprise data platform, but it was used mainly as a place to store content and data and was not very effective.

SecureAuth, a provider of flexible and adaptable identity and access management solutions, was facing challenges with its sales enablement process. The process was disjointed, spread across multiple systems, and the content was outdated with no ability to track engagement. The onboarding experience was hands-on, clunky, and time-consuming for the enablement team to manage. This was ineffective for reps and did not reflect the synchronicity being executed in the field. SecureAuth needed to reevaluate how they were going to manage internal enablement to reflect the versatile solution used by customers.

Pizza Pizza, a Canadian food chain, was struggling with managing and making sense of the vast amount of data generated from its operations. The company operates over 750 locations and fulfills over 20 million orders annually, generating a database with billions of fields. The company used to rely on static reports and spreadsheets to analyze its operations, which lacked flexibility and interactivity. The reports were generated daily and if a different perspective was needed, it would take days or weeks for IT to generate a new report. The company was unable to access real-time data and lacked the ability to drill down into the details of its operations.

Sketch Books, Inc., a bookstore and stationery merchandise company with 30 branches across the Philippines, was forced to shift its focus to e-commerce due to the COVID-19 pandemic. The company needed to ensure a high level of customer service despite the shift to remote working. The challenge was to maintain the same level of service and customer satisfaction while transitioning to a new business model.

Great Ormond Street Hospital Children's Charity was facing a decrease in the performance of warm cash appeals and needed to understand the reasons why and to explore more insight driven approaches to combat this. Previously, fundraising campaign reporting was done after each campaign by pulling data into Excel to create tables and charts, then moving these into Powerpoint for delivery and presentation. This often occurred after the next campaign was already live. The process was costly in terms of the time and resource required to prepare reports and did not allow the team to be as flexible and reactive as they would like.

PSCU, a credit union-owned cooperative, was in the midst of a multiyear initiative to evolve and broaden its call center services when it realized the need for better data organization and visibility. The company was dealing with disparate data sources and flat reporting that lacked analysis, color-coding, and cross-functionality. The reports served specific needs but did not show all the inputs or outputs due to lack of integration. PSCU recognized the need to better organize its data to more effectively align with its business model and to provide the full suite of products and member experience required by its credit union relationships. The view needed to be cross-functional for the company to optimize and innovate where necessary.

Hendry, an asset protection firm, was facing a challenge of limited value in their services due to a narrow vision of their work. The industry was lagging behind in the adoption of technology and clients were demanding more than what was being delivered. The company realized that they needed to change and adapt to the fast-paced, technologically driven world. They wanted to provide more value to their clients than just services required within statutory law. They saw the potential of data and technology to transform their services and become a full-service advisory business.

Transport fleets are crucial for modern commerce, and their efficiency is paramount. However, as fleets grow in size, their management becomes increasingly complex. To keep track, organizations have equipped their fleet vehicles with sensors. However, the sheer volume of telemetry data they receive is difficult to consolidate and convert into meaningful reports that point to effective business decisions. Montrans, Russia’s leading transport monitoring company, faced this challenge. It started as a fuel consumption tracker but its systems have since grown in sophistication and it wanted to move away from static reports to provide interactive fleet control and data-driven management.

Dataspark, a company specializing in data visualization, dashboards, and reporting specifically for Exact Online, Exact Globe, and Exact Synergy, wanted to empower Exact Software users to get even more insights from their data. To achieve this, they needed to build bespoke products and become the go-to services organization for their customers. The challenge was to find a flexible, easily accessible, and fast solution that their customers demand.

Rackspace Technology was dealing with a chaotic data environment, which was more of a liability than an asset. The business intelligence team was spending more time fact-checking than delivering actionable insights. The company needed to transform its data into a strategic asset that could help it compete better in terms of customer experience. To achieve this, Rackspace Technology established its Global Data Office.

Corporater, a Norway-based company, was looking for a business intelligence (BI) solution to help their customers visualize and make sense of their vast and varied data. The company needed a tool that would empower end-users to see insights and take action. While Corporater typically developed software internally, they carefully weighed the option of partnering, instead of building, a visual analytics tool. They evaluated several options, considering factors such as integration simplicity, ease of doing business, reputation, and visualization capabilities.

CSC ServiceWorks (CSCSW) services laundry locations and air services at gas stations across the United States. These services are often overlooked because when they’re working well, no one thinks twice about them. But these are historically coin-based industries. As currency has increasingly moved into the digital sphere, these services are less convenient for the general public. About a decade ago, the payment technology for laundromats and air machines started to shift so that people could pay with a swipe of a card. It was a nice leap forward. As the years rolled on, the rise of the Internet of Things (IoT) made smart payments with mobile devices possible, connecting information on these payments to a main network. Now, we can monitor all of our machines from a central location, provide convenient app based payment, and offer a higher level of service. Just as CSCSW served a traditional coin industry, we had a traditional on-premise data warehouse platform when I joined the company as Chief Digital Officer in 2019. We have developers for these warehouses, who would run and share reports with others when necessary. It was functional in the past, but as we gained more data this wasn’t a viable solution. With connected machines, our thirst for data and analytics within the company grew exponentially. We needed to have easier access to the data within the organization so people could get the information they needed on their own, and developers could focus on more important work besides pulling queries and running reports. We needed a more efficient way of dealing with data and driving value for our consumers, clients and employees.

J.B. Hunt, one of the largest transportation and logistics companies in North America, was seeking to increase efficiency and customer responsiveness by gaining real-time insights into its operations and assets. However, the company faced the challenge of not impacting production systems while doing so. They had implemented a Microsoft Azure Databricks data lake but needed to accelerate the flow of analytics-ready data into the lake.

Naylor Association Solutions was facing a challenge in their marketing-sales processes, particularly in lead scoring and qualification. The company was using a CMS that required account executives to fill out nearly 30 different data fields, which were then used by the marketing automation platform for scoring and qualification. This process was time-consuming and frustrating for the salespeople, who viewed many of the fields as unnecessary. On the other hand, the marketing team couldn't provide a better justification for the data other than they needed it for their processes.

Beyond 12, a technology-based services organization, aims to increase the number of low-income and first-generation students who graduate from U.S. colleges and universities. However, they lacked a data scientist on staff who could build a predictive analytics model. They needed a robust in-house tool managed by their existing engineering staff for a viable and scalable solution. The objective was to refine Beyond 12’s approach to addressing their analytics needs and to provide coaches with a bird’s-eye view of their students. This would enable them to provide the right assistance to the right students at the right time.

Healthcare is a complex and disconnected environment where innovation and breakthroughs rely on navigating vast quantities of data from disparate stakeholders. IQVIA, a leading global provider of advanced analytics, technology solutions and clinical research services to the healthcare sector, specializes in meeting this challenge. In the UK, IQVIA works across eight key areas that include patient experience and outcome measures, costing, benchmarking, clinical coding and population health. It also runs one of the world’s largest life sciences laboratories supporting widescale clinical trials. Principal customers of IQVIA’s healthcare team are hospitals of the UK’s National Health Service (NHS). They use IQVIA’s insights to learn how to fund increasingly complex patient pathways and drugs, how to better manage resources and how to maximize the use of data to improve their services with a view to improving patient outcomes.