DocuSign, a leader in eSignature transaction management, faced a challenge common to many B2B companies: potential enterprise buyers were visiting its site but leaving before accessing the most relevant content. The company needed to attract the right audience and serve engaging content to visitors. Specifically, DocuSign aimed to drive more traffic from accounts most likely to buy, increase click-through rates to high-value, form-gated content, and boost the conversion percentage of those reaching forms without sacrificing important information.

The digital marketing team at Thermo Fisher Life Sciences Solutions Group wanted to understand which companies were visiting their website and what actions were being taken. This would enable them to understand the efficacy of their digital marketing programs, which in turn would inform how their commercial strategy would move forward.

The ServiceMax marketing team was faced with the challenge of providing a more tailored and personalized web experience for its visitors, while increasing form submissions. They aimed to decrease bounce rates and increase time on site for a specific group of targeted accounts. ServiceMax serves a wide and diverse client and prospect base, and with a small marketing team there just wasn’t enough bandwidth to manually create all the necessary personalization rules. ServiceMax needed to ensure it had enough reliable data to determine what content was relevant to specific visitors to drive engagement and ultimately conversions on their website.

Optymyze, a global provider of enterprise cloud applications and services, faced challenges in reaching their target accounts through digital advertising. As an ABM-first marketing team, they aimed to build awareness and credibility within their target accounts and support sales throughout the funnel. However, the specificity of ABM made it difficult to reach the right audience. Additionally, there was uncertainty about targeting the correct individuals within large enterprises, where only a few employees might be relevant to their efforts.

Flight dynamics change quickly. From weather to gate conflicts, efficiently adapting to changing flight conditions can save millions of dollars in annual fuel costs, as well as reducing carbon emissions. Flight Quest tackled this real-time big data analysis challenge. In Flight Quest I, participants were given multi-source flight and weather data and asked to predict precise runway and gate arrival times for domestic flights in the United States. The winners produced a 40% accuracy improvement over industry standards—equivalent to saving 5 minutes at the gate per flight (an annual savings of $6.2 million for a mid-sized airline). Flight Quest II was even more challenging: Participants optimized flights in real time. The second phase included significantly more complex weather data—rain, wind, barometric pressure, ice, and more—as well as crew and passenger counts, airport traffic, and no-fly-zones. The winning solution was evaluated in a flight simulator and found to be a 12% efficiency and cost improvement over real flights.

Anderson Seafoods' e-commerce offering was met with rave reviews and instant repeat customers, yet it also attracted unwelcome attention from fraudsters targeting the new site with fraudulent orders. Manual order reviews, frequent phone calls to merchant services, and efforts to prevent chargebacks added a minimum of a half hour of back-office work to each transaction. Time-consuming validations, costly chargebacks, and lost product concerns were wasting valuable man-hours and taking the focus off growing the business. As demand for their online store grew and the 2011 holiday season loomed ahead, Anderson Seafoods knew they needed to take a proactive stand in the fight against retail fraud.

Special Agent Chris Woehr, assigned to the economic crimes squad, learned about a baby abduction from a local hospital's maternity ward. The police responded quickly, locking down the hospital and establishing a perimeter, but believed the suspect had already left. They had a description of the car, including the age, make, model, and a partial license plate number. The Sanford Police Dept. issued a 'BOLO' alert for the vehicle. Agent Woehr approached Robin Sparkman, an analyst at FDLE, with the vehicle information. She entered the information into the dFACTS system, developed with the LexisNexis® Advanced Investigative Solution platform. Using the Wild Card search feature, she received a list of five vehicles, four of which were in central Florida. One vehicle was registered to a female in the city where the abduction took place. FDLE used an additional source to get a description of the woman and matched it with the suspect in less than 10 minutes. The information was relayed back to the investigators, who matched the driver's license photo of the suspect with surveillance footage from the hospital. A police unit in Lake Mary spotted the car and conducted a traffic stop, finding the infant boy unharmed in the suspect's car.

While the collections industry continues to grow due to the increase in debt, that growth has spurred greater competition and produced debt-savvy consumers who are adept at subverting collections efforts. These trends combine to drive down margins, increase operating expenses and lower contingency fees, thereby making it essential for agencies to work smarter and more decisively to locate debtors and recover delinquent debt. As Midpoint reviewed the market, and its prospects for growth, it knew that success hinged on identifying and employing the right research and skiptracing tools. Midpoint already subscribed to a pair of competitive solutions to aid its skip-tracing work and identify Right Party Contacts (RPCs), including LexisNexis® Accurint® for Collections. Accurint for Collections provides collections agencies with comprehensive data on people, businesses and assets. The solution aggregates data from thousands of sources and features advanced link analysis technology to deliver the answers collections agencies need to locate debtors and shorten the collection cycle. Over the years Midpoint had fallen into the habit of minimizing usage of Accurint for Collections in favor of Acxiom® Insight. In early 2007, they decided to test the two systems to determine which solution was the right tool to stimulate and support growth.

The company faced three main challenges: identifying the most-likely-to-purchase customers, maximizing the value of its customer data, and optimizing marketing return on investment. Traditional marketing campaigns were casting a wide net, resulting in low returns and wasted resources. The ultimate goal was to improve revenue growth and increase retention rates among existing policyholders by leveraging existing policyholder data for new revenue opportunities and achieving the greatest benefit from cross-sell and up-sell efforts.

As a start-up collection agency, EAS is challenged with competing against entrenched competition staffed by experts in collecting student loans. In order to jump-start growth, the company brought in loan industry veteran Don Taylor as president to lead the efforts to insure the firm’s ability to compete. Upon joining the company, Taylor realized that many of his agents had limited experience in collections and most had no experience in student loan collections. Furthermore, the agency had yet to invest in many critical resources, such as skip tracing tools, on which other firms rely on. Taylor was determined to find a way for EAS to discover and exploit a competitive advantage while implementing a lean, highly profitable operating structure that would protect margins.

As consumers continue to demand immediate communication and connectivity, telecommunication providers are becoming increasingly burdened by fraudsters looking to capitalize on the increased distribution of mobile phones. In launching the new mobile service, the telco recognized that it was susceptible to fraudsters looking to make money from premium handsets or defaulting on large phone bills. The company needed a solution that could accurately distinguish between legitimate and fraudulent customers in near real-time, while also promoting a frictionless experience for good, returning customers. The telco needed to be able to detect and block fraudsters signing up for new accounts using stolen identities, as well as block cybercriminals trying to take over good user accounts to order new handsets or SIMs. The company also needed a solution which would help detect fraudulent payments and identify fraudsters attempting to monetize stolen credit card credentials. As consumer behavior becomes more complex, with fraudsters becoming increasingly adept at mirroring that behavior, it was vital for the company to genuinely understand the digital identity of its connecting users and distinguish the good from the bad.

The retailer wanted to better understand the behavior of genuine good users to avoid increasing false positive rates for customers operating on the outliers of what is considered normal behavior. For example, a B2B contractor may have multiple users accessing one account from different locations and devices – a pattern of behavior which could be indicative of fraud for a consumer account. The retailer required a solution which would be able to recognize legitimate users across its varied customer base and promote a frictionless online experience for trusted customers. Streamlining the user experience was a key priority for the retailer, with plans to introduce improved e-commerce capabilities across the customer journey. For example, an expedited checkout process necessitated the need for risk-based decisioning, with the retailer requiring a solution which would protect high risk touchpoints, without compromising the user experience for trusted customers. As fraudsters continue to attempt to monetize stolen credentials, the retailer also required a solution which would accurately detect and block fraudulent transactions in near real time, without adding unnecessary friction for genuine customers.

As the point of contact for mail-order prescription issues, this client’s call center fills a critical organizational role. With a 40% attrition rate, and the exorbitant hiring and training costs associated with that metric, it was also the source of significant budget drain. As such, it had been identified as an area ripe for cost-cutting… with a catch. The cuts absolutely could not come at the expense of service quality. Customers contact this center regarding the most important and sensitive aspect of their lives: their health. Often, they’re experiencing some degree of anxiety. In some cases, they’re quite literally calling about a matter of life or death. So it was imperative to the client that calls be handled not only quickly and efficiently, but with a high degree of interpersonal skill and effectiveness. These customers don’t just need to be taken care of; they need to feel taken care of. Like most organizations in recent years, this client was being pushed to do more with less. They turned to Mattersight to help them meet the challenge.

Serious Integrated faced significant challenges with their disconnected legacy software systems, including QuickBooks, MISys, and Salesforce. These systems were not integrated, leading to difficulties in reconciling financial and inventory data. The company struggled with manual entry and reconciliation, which was time-consuming and often inaccurate. Additionally, they lacked visibility into inventory levels at partner locations in China, Canada, and California. The need for better bill of material (BOM) management with revision control was also a pressing issue. As the company grew, it became clear that a new, integrated system was necessary to manage inventory, add traceability, and support their expansion plans.

FLOCK Specialty Finance was outgrowing QuickBooks for financial management and received pressure from potential investors to manage portfolios with a more robust, secure, cloud-based solution. The company faced challenges with limited logins, potential data loss, and the need for a more sophisticated system to handle its growing number of financial portfolios. Additionally, FLOCK needed a solution that could integrate seamlessly with its existing Microsoft Office 365 and SharePoint systems, and provide better financial control and streamlined portfolio management.

McStain’s growth was outpacing QuickBooks, and it needed to integrate back office accounting data to its BuildTopia homebuilding software and replace manually-driven processes. The team at McStain spent considerable time with a consultant to review its workflows, processes, and pain points. McStain also considered alternative construction management solutions which would also encompass accounting functionality, but in the end determined that keeping BuildTopia for construction management and replacing QuickBooks with Microsoft Dynamics would be the most cost-effective, efficient path.

With a 16 million-dollar investment portfolio and multiple non-profit organizations to manage, Wingspan needed state-of-the-art business technology to make accurate and strategic business planning decisions. Their operations cover a broad range of services, each presenting unique funding challenges. They recognized the need for a sophisticated business management solution to handle these diverse challenges.

With new project-based work encompassing full scale design, engineering, project management, installation and support services, VCA found they needed more than top notch equipment and technical skills to meet customer needs. They needed a new accounting system. As audio, video, and IT began to converge, VCA recognized the growing importance of service as an essential part of their product portfolio. “We started business as a distribution company, a straight reseller of audio visual equipment,” said Chuck Heuer, Vice President of Information Technology for VCA. “Today, we’re a technology integrator as well. Professional services are now a substantial part of our business that wasn’t there 20 years ago.”

LPK was outgrowing its industry-specific software, which lacked systematic controls and sophisticated tools for reporting and analysis. The existing software performed well in many aspects but was inadequate in terms of reporting and analysis tools. Additionally, support for the system was available from only one source, which limited LPK's ability to get timely assistance and updates. The company needed a more robust and scalable solution to handle its growing needs, especially in terms of project management and financial reporting.

In the past, KYOCERA was using Maximizer CRM. There were many issues with Maximizer, primarily lack of connectivity and integration. Different segments of the company were not able to see each other’s work, and they lacked the ability to communicate effectively with offices in other countries. The KYOCERA sales cycle was complex, with multiple reps, some working outside of their CRM System, making it hard to create a pipeline of leads.