AlloDiagnostic, a network of property surveyors and inspectors in France, was struggling with a lack of online visibility, particularly in local searches. This was a significant issue in cities like Paris or Marseille, where the market is highly competitive. The company had developed their local pages internally, but maintaining them was proving to be time-consuming and expensive. They were aware of the need to improve their local search results to increase their visibility and edge out the competition.

Kroton, one of the largest private educational organizations in Brazil, was struggling with the processing and analysis of millions of records of government information regarding population segments and demographics. The lack of a visualization tool made it difficult for them to make fast and accurate insights, which was critical for efficient market analysis. They needed a platform that could provide specific information on educational branches and geomarketing resources, and could be integrated with their business intelligence dashboard, Qlikview. Previous software they tried had difficulty handling the large amounts of data.

BBVA Data & Analytics identified a gap in the market to provide location-based insights to small to medium enterprises (SMEs) in Spain, which drive a large percentage of the country's economic activity. They wanted to develop a solution that could answer questions related to Performance Management and Site Planning. Point of Sale (POS) card payment terminals provided a wealth of historical sales data, which was then aggregated and anonymized to ensure statistics on retail activity could not be traced back to individual merchants or transactions of specific customers.

The 7.1 magnitude earthquake that struck central Mexico on September 19, 2017, caused significant damage to the infrastructure of Ciudad de México (CDMX), posing unprecedented obstacles to response efforts. The earthquake destroyed 228 buildings in the city, with many more at risk of collapse, putting even more residents at risk. The immediate aim of the Commission for the Reconstruction, Recuperation, and Transformation of the City of Mexico was to rescue people trapped by the rubble and evacuate others in areas at risk of further collapses. However, the damaged infrastructure posed obstacles in terms of assessing citywide damage. The Commission needed a two-way digital resource where citizens could file property damage reports that provided local officials with crowdsourced data on where to allocate emergency resources.

Telefónica’s Smart Cities and IoT team needed to build a Smart Cities dashboard that could process and analyze data from thousands of Internet of Thing (IoT) sensors as actionable insights to enable their public sector customers to run their cities more efficiently and sustainably. They needed an integrated, FIWARE compliant platform to make large amounts of real-time data accessible to the general public and public administrators through data visualizations, interactive maps, and customized reports. The dashboard would focus on verticals most suited to optimization using IoT technologies: parking, street lighting, waste management, environment, transportation, and service monitoring.

Sistema.bio faced several challenges as they expanded their operations globally. They needed to visualize all existing and pending biodigester installations, over 15,000 existing digester locations on one map (and over 30,000 yet to come by 2023), to empower the staff to make informed decisions on their team resourcing and activities. They also needed to conduct market research and site selection for expansion plans. They needed to know where they currently have a strong market presence, and where they could be expanding. Exploring their existing customer base - such as through heatmaps - is a fantastic way to quickly build location into strategy. Lastly, they needed to connect their existing data pipelines and algorithms to optimize the activities of their field staff, whether that’s their credit, installation, sales or training teams. Most of these processes are currently managed in Salesforce.

SIL International and Ethnologue are adapting to a global landscape that is adopting new technologies and growing more interconnected by the day. As Ethnologue looks to be a more powerful resource across sectors, they need to keep pace with rapid technology growth and the need for more dynamic language intelligence. Given the spatial nature of language, where it is spoken and how it either shrinks or proliferates, the ability to visualize these 7,117 living languages was paramount to the educational component of Ethnologue’s mission. Historically, they had been using more static maps as a resource, which is natural given their literary roots. They would subsequently publish the maps online. And while this is certainly useful, especially at the more granular country level, it doesn’t provide a complete and living resource on where languages are spoken EXACTLY. It also lacks a level of interactivity which helps the project to transcend to the goal of language intelligence.

The Australian Football League (AFL) aims for around 3-4 percent growth in community engagement each year. Ensuring facilities are right in each area is an important aspect in attracting new players and retaining current players around Australia. Organisational effectiveness is important to ensure resources go to the right places. In each region, clubs and leagues make requests to the state and then to the national body for funding and the AFL must assess each application based on its merits. Local region managers are also required to make their case to local councils to obtain investment. Communicating the status of a region’s participation gives people on the ground the right starting information so they can take the right actions to improve participation. In the world of data driven decision making, the AFL needed a way to communicate quickly to local and state governments about their local needs. Communicating with local authorities using a standardised report that wasn’t tailored to a region made it more difficult to convey the AFL’s message.

ADP Netherlands BV, a part of international market leader ADP Inc., provides a wide range of HR, payroll, tax, and benefits administration solutions to approximately 1.2 million employees in over 6,000 companies every month. The company was facing a challenge in providing its customers with relevant and easily accessible information about Human Resources. The static reports generated by ADP using Cognos Imprompto and Clarion Report Writer were not meeting the dynamic reporting and analysis needs of their clients. The HR departments of their client companies were becoming more accountable and needed to provide information directly to the board of directors. This required the HR departments to have their business processes clearly mapped out. Furthermore, line managers needed feedback and overviews of various HR aspects such as employees with a high number of sick days.

Ahlers AG, a leading manufacturer of men’s clothing in Europe, faced challenges in managing and controlling production, storage, and sales due to increasing vertical integration and global competitive pressures. The company needed to provide business data quickly and precisely for decision-making. They required real-time answers to various questions related to sales trends, sales planning variations, stock quantity at the point of sale, and strategic planning of the next collection. The company initially started with a traditional OLAP tool, but it presented many shortcomings in managing high volumes of data, flexible analysis with evaluated dimensions, and speed and performance.

The B. Braun Group, a leading healthcare supplier, was facing issues with reporting and analyzing data due to the slow speed of their SAP warehouse. Not every team member had access to the SAP warehouse, leading to a loss of time for managers who were busy putting together reports in Excel, instead of actually spending time analyzing the data. The building of reports to analyze a combination of both internal and external figures was a problem, resulting in incomplete reports that could not be analyzed properly. Reporting took too much time from both the business managers and the IT department. The reports were slow to access and not in all cases complete as the capabilities to combine external data were missing. This was affecting the competitive position of B.Braun in the Belgian market, since managers were not able to get immediate insight into their customers’ sales figures, the results of the different product ranges and the net profit margins.

Berenberg Bank, a Swiss bank specializing in investment advice and asset management, was seeking to improve its customer relations management. The bank wanted to provide its staff with a toolset that would optimize their consultancy services through classic ABC customer analyses and individual reviews of customer data. The bank's management wanted an improved overview of the entire customer situation, including the composition of the customer portfolio, the number of new customers won, and the income produced with various products in different market segments. The bank also wanted each consultant to be able to access the appropriate figures for the profit margin account to monitor yields and losses on the portfolio. The data required for these analyses came from various sources, and the only way to analyze this data was via a laborious, error-prone, and rather protracted journey with Excel spreadsheet software.

Cendris Customer Contact, a service provider, was facing challenges with their existing reporting system. The company relied on static reports from different source systems and monthly reports based on Excel. This resulted in problems due to the use of different types of data from various source systems. The slow speed and lack of flexibility in reporting left much to be desired. Furthermore, they wanted to provide their clients with uniform, up-to-date and consistent reports all with a comprehensive look and feel. The company's first step towards a full Business Intelligence solution was unlocking the different source systems, including Synergy, an Exact business process management solution for time registration, leave, absenteeism and payroll management; and Globe also from Exact, for the financial administration and different systems for calling, planning and email handling.

Cheshire and Wirral Partnership, a provider of services for people with mental health, learning disability, and drug/alcohol problems in the Northern UK, was facing a challenge with their Business Intelligence. They needed to make it more flexible, easier to understand, and intuitive. The existing system was not providing the necessary insights and was not user-friendly for the clinicians and managers who needed to use it.

DeLuca Homes, a leading homebuilder in America, was facing several challenges. The company needed to proactively manage complex construction schedules while reducing administrative costs. They also needed to efficiently manage the company’s data needs without overburdening IT. Furthermore, they wanted to streamline supplier relationships based on analysis of real buying trends and buyer preferences. The company was growing and diversifying, and their geographical sphere of development had grown from throughout the mid-Atlantic region of the US, to southeastern Pennsylvania, New Jersey, Delaware, Maryland, and Florida. They had also opened a new regional division in Orlando, Florida, which now accounts for 50 percent of DeLuca Homes’ sales. The company is vertically integrated with in-house capabilities for land acquisition/development, architecture, construction, manufacturing, mortgage, and title. Controlling every facet of the business provides DeLuca Homes with complete control over the end result – to deliver the finest homes in the finest communities.

Pharmaceutical companies often struggle with negotiating profitable deals with managed care organizations. The lack of transparency into data and the time-consuming process of aggregating data across various sources often leads to suboptimal discounts and deal profitability. Companies need a solution that can provide insights into the potential value of managed care entities, recommend discounts for each account, and project the impact of the deal over time. They also need a tool that can answer specific business questions and deliver insights across disparate data sources.

Estrella, a Swedish snack food producer, was bought from Kraft Food in 2008. One of the conditions of the deal was that Estrella could only continue using Kraft Food’s IT systems during a transition period of six months. This meant that Estrella had to build a completely new IT structure from the ground up in record time. During this period, the company had an enormous need for information and a basis for decision-making. There was no CEO, hardly any administrative staff and only a small number of management personnel in place. The new owners, the Norwegian company Herkules Capital, needed to be able to monitor the company’s development, to an even greater extent than usual, through a number of key figures. The company needed to be guided by remote control from Oslo. The company had used an ERP solution from SAP for many years, but did not have time to procure and put in place such a large and complex system.

Flipkart, the largest B2B e-commerce business in India, experienced rapid growth and diversification, expanding its network of warehouses and procurement operations. This scale added to the need for Flipkart to continually upgrade its business discovery software to better serve multiple business units with new applications. As a startup, Flipkart initially used open source technology to support the launch, but soon found that open source business intelligence (BI) tools had limited functionality. Scalability was a problem and it was hard to drill down into their data to produce complex reports. Flipkart was experiencing an increasingly complex data flow from different business units—for example, inventory and supply chain.