HIMSS Analytics is a global healthcare advisor, providing guidance and market intelligence solutions that move the industry forward with insight to enable better health through use of IT. Prior to their collaboration with GoodData, clients could only download data into their spreadsheet or database programs, or view their reports as PDFs. As a result, the information was difficult to disseminate; many clients had to rely on their tech teams to download the data and send it to the appropriate managers. Also, the system only provided standard reporting with no customization features, so individual users were unable to drill down to the specific information they needed to make decisions. In addition, even minor changes had to be made by the development team, typically requiring four to six months. New features and updates required similarly long.

LiveVox, a leading cloud-based provider of customer service and digital engagement tools, was looking to improve its analytics capabilities. The company wanted to provide its customers with deeper and more actionable insights to maximize their performance. However, LiveVox's platform was primarily reporting on voice call interaction metrics and agent performance data. The company recognized a significant gap in analytics needs for customers who wanted to dig deeper into analytics beyond the pre-packaged reports that were currently available. LiveVox also recognized the rising market demand for self-service analytics and believed that delivering these advanced analytics features to a larger pool of customers would give them a strategic advantage over their competitors.

Zendesk, a customer service platform used by over 40,000 companies worldwide, recognized the need for more extensive reporting to provide a deep understanding of customer interactions and internal support workflows. However, building the architecture to support premier analytics was a significant investment. After some research, Zendesk found that it was significantly less expensive to partner with a third party to build their advanced analytics. They chose GoodData, a cloud-based partner that could handle the scale of Zendesk’s business. The challenge was to leverage their new and improved analytics to enhance their trial-to-pay monetization model.

Repsly, a retail execution platform provider, was looking to expand its market and secure larger customers. To do this, they needed to integrate deeper data insights into their platform to better serve and inform the decision-making of large consumer packaged goods (CPG) companies. They required an analytics partner that would enable enterprise customers to better track product and promotion-specific performance while being easy to understand for both business users and thousands of field representatives. Prior to 2018, Repsly’s platform was best suited for teams of up to 50 to 100 CPG field representatives. To help acquire enterprise CPG customers, Repsly brought on Peter Billante as its Chief Product Officer. Billante identified that the company needed to improve its analytics and reporting capabilities to accommodate its desired targets. More specifically, he knew that Repsly had to increase avenues for large CPG companies to efficiently analyze substantial amounts of data. These improvements would inform decisions based on insights derived from in-store sales and workforce feedback.

CompareNetworks, a platform provider of an online comparative marketplace, was already leveraging GoodData to evaluate platform performance and demonstrate the value of their solution to customers. However, they identified a gap in their service. After the handoff to sales, their customers’ marketing departments were losing visibility into how their assets were performing as prospects moved through the buyer’s cycle. Without a full picture of the success of their content at all stages of the customer journey, marketers couldn’t optimize materials to meet their buyers’ and sellers’ needs. This gap presented an opportunity to deliver more value to customers, while creating an additional line of revenue for CompareNetworks.

Open Universities Australia (OUA) is a pioneer in providing open and flexible access to quality online higher education. However, with the evolution of traditional education and the increasing investment in blended and fully online programs, students have become more discerning. OUA saw an opportunity to offer an analytics solution for its university partners and the wider market. They wanted a solution that could be used by any educational organization and provide real-time, actionable insights into the user journey from acquisition to completion. The solution needed to seamlessly integrate with the existing OUA product, be easy to use by non-technical users, and allow for a continuous improvement cycle.

ServiceChannel operates a SaaS platform for facilities management, helping businesses manage everything from finding qualified contractors to managing labor and supplies, straight through to final payment. However, the company wanted to provide more value to its customers by offering advanced analytics and benchmark results to help optimize their businesses. They also wanted to provide insights to external contractors to help them win more business.

As a rapidly growing company, Redbubble was dealing with an abundance of data across all areas of their organization. They recognized the importance of these insights for maintaining the positive trajectory of their online platform, but extracting them was a challenge. The team was spending valuable hours extracting data from RJ Metrics into Excel to build manual pivot tables. They were also challenged by the limitations of their software to layer information together and look for trends and causality among the myriad data points. They reached a point where they were spending more time manipulating the data than using it to make decisions, indicating the need for a new solution.

The Sunshine Act of 2013, for example, requires pharmaceuticals, medical device, and biotechnology companies to collect, track, and report all payments made to healthcare professionals. Every time a company reimburses a healthcare professional, he or she generates what regulators call a “Transfer-of-Value”. The company must keep records of all such Transfers of Value and measure them against the thresholds based on their company’s policies and direction. Violation of policies and not conforming to compliance controls leads to serious fines sometimes to the tune of millions of dollars not to mention multi-year oversight of the company’s compliance processes and procedures by monitors that cost the company a lot of money. Life Sciences companies internationally including in the European Federation of Pharmaceutical Industries and Associations (EFPIA) face similar regulatory challenges. MediSpend has partnered with GoodData since the product’s earliest iteration. During the first few years, they partnered with a third party for the ETL (extract, transform, and load) side and with GoodData for the analytics. Soon it became clear that having separate data management and dashboard technologies was sub-optimal and was not efficient in onboarding new customers.

Fourth, a leading provider of cloud-based cost control solutions to the hospitality industry, was struggling with data management. They had a large amount of data but found it difficult to bring the information together and see the interdependencies and correlations. The analytics packages that were available were beyond the budgets of most operations budgets. Those who couldn’t afford it were doing everything in Excel. Another problem lay in the distribution of the data, or lack thereof: There was no easy way to get the data into the hands of all the different stakeholders for informed decision making at various levels. Fourth recognised an opportunity to offer their customers an affordable, cloud-based distributed analytics solution to meet the needs — and fit the budgets — of the entire business chain in the hospitality industry. But first they needed the right platform from the right partner.

The GED Testing Service, a joint venture between the American Council on Education (ACE) and Pearson, was looking to adapt the 70-year old GED test to the skills needed in the 21st century. They wanted to centralize testing via authorized testing centers to provide significant quality control for scoring, monitor for fraud detection, and distribute practice tests anywhere to any platform. However, all test scores were fed from various states downstream to a legacy data warehouse that the GED Testing Service would use for statistical analysis and to confirm the accuracy of test scores. This resulted in a detailed annual report, but the data was only updated once a year, which was not sufficient for their needs.

FCm Travel Solutions, a top 5 global travel management company, was facing challenges with its existing analytics service. The company's solution, built on a database rather than a warehouse, was struggling to keep up with customer reporting needs, taking up to 15-20 minutes to produce dashboards. The volume of data that the solution had to handle had grown due to the proliferation of travel channels and partnerships. Additionally, the number of individualized contracts employers had to manage was increasing, necessitating a higher degree of personalization. Employers were also identifying an elevated need to balance company financial goals and employee comfort to retain top talent.

Technomic, a leading information services company in the foodservice industry, wanted to provide its customers with powerful consumer data insights. They aimed to build a customizable analytics dashboard that could be used by both product and technical teams. The company launched their comprehensive consumer data product in 2009 and an enhanced version called Ignite Consumer in 2009. Ignite provides reports and data to Technomic’s foodservice customers via an interactive online dashboard. The challenge was to find a platform that had all the features they needed or build a custom one. The platform needed to allow customers to create their own custom dashboards and be easy to use.

SalesHood, a sales enablement platform, was facing challenges in providing insights showing the performance of engagement with the content they had on their platform. Their customers wanted to customize their metrics to their own unique KPIs and correlate a rep’s performance data with actions taken within the enablement platform. SalesHood also acknowledged the risks they faced if they failed to introduce analytics. They needed to embed analytics to ensure a seamless customer experience, but their developers were already maxed out. They didn’t have the time or the bandwidth to create something new when they were dedicated to their product roadmap and accelerating their business.

Mass transit is coming under pressure from rideshare services, such as Uber and Lyft, and micromobility via scooters and bikes. GMV ITS North America, formerly known as Syncromatics, was founded in 2006. It was the first cloud-based provider of transit-tracking tools, pulling data from GPS trackers on buses. The technology was “wildly impressive,” at the time, and enabled transit authorities to know whether buses were on time or late, how many passengers got on board, as well as where and when they boarded and departed. But as GMV grew, along with demands on transit agencies, it innovated to enable further exploring of data and, in turn, enable better transmit management. In March 2020, it launched Sync Insights to allow customers to better explore and analyze data. Rather than simply receiving reports of what happened, transit authorities can now more easily discover insights in data that they weren’t specifically looking for.

TownNews, a leading provider of content management systems and platforms for U.S. media organizations, found that most of its customers, mid-sized to smaller community-based outlets, lacked deep insight into their content assets. They had long generated audience and editorial data from content management systems, traffic reports from Google Analytics, and advertising revenue reports. However, they lacked deep insight into their content assets, and knowing what content mattered most to their audience and advertisers. In most media organizations, data is siloed within departments. The advertising team can see how the ad stack is performing but doesn’t have access to editorial analytics, and vice-versa. No one can see the big picture.

Informa's Aviation Week brand was facing the challenge of creating a flexible, customer-specific experience that satisfies each aviation community without exposing sensitive data from one company to another. The company's customer base consisted of commercial, military, and manufacturing customers that were interconnected but also disparate with their own unique data needs. Each customer could require access to one or more of Aviation Week’s vast datasets — which include fleet, flight, defense, and maintenance data. The challenge was to create accurate and secure data experiences that aligned with Aviation Week’s best-in-class reputation. Furthermore, the aviation industry was becoming more data-driven and competitors were prioritizing providing customers with stronger data analytics.

CenterEdge Software, a company that provides a comprehensive platform for managing various aspects of businesses in the entertainment industry, was seeking a new analytics tool. The goal was to find a solution that could extract raw data and present it in a visually appealing and meaningful way to users. The company wanted to empower its customers with a platform that could provide tangible insights and answer specific questions to help streamline business operations and increase profitability. The challenge was heightened by the onset of the COVID-19 pandemic, which imposed new regulations and safety precautions that businesses had to adapt to.

CleverMaps, a map-based analytics platform, was designed to simplify data-driven decisions for non-technical users dealing with location data. However, previous vendors and in-house attempts to build a BI infrastructure did not meet their needs to quickly and efficiently simplify this process, thus inhibiting CleverMaps’ ability to scale. The team learned that more data is not the key for better decisions. Rather, the key for better decision-making is the correct representation, interpretation, and context of the analytic insights. To address this, the company committed to providing better data storytelling capabilities for customers to combine location intelligence insights with BI visualizations.

BizzTreat, a Czech data consulting company, initially served small to midsize companies and sought to provide a cost-effective, easily accessible platform for data visualization and streamlining operations. The company also needed an internal solution for data analytics to cater to its rapidly growing employee base. As BizzTreat grew, it noticed that many companies struggled with data distribution and presentation, particularly when forecasting sales or developing strategic initiatives. One such company was Czech textile supplier MALFINI, which was experiencing slow and inaccurate Excel reporting across departments due to disparate and siloed data sources. This led to inconsistent monthly goal fulfillment and inefficient decision-making processes.

ELEVATE, a provider of a modern, talent-focused and supply-oriented workforce management platform, was looking to differentiate itself from competitors by offering flexible data analytics capabilities. However, the company did not want to build these tools from scratch or increase costs due to expensive licensing arrangements. ELEVATE's customers, Managed Services Providers (MSPs) in contingent labor worldwide, needed a solution that would give them more control over data integration and modeling. The company sought a Business Intelligence (BI) innovation partner that would provide a flexible solution adaptable to any environment or touchpoint in the talent acquisition and management chain.

CompareNetworks, a company that builds B2B media marketplaces to connect science and healthcare manufacturers with target buyers, needed a business intelligence partner to fulfill their complex business needs. They wanted to help their customers cut costs and increase revenue with their proprietary imSMART tool, while also accelerating their own growth as a creator of comparative B2B marketplaces. However, they lacked the necessary analytics. Over the years, they observed their customers struggling to share data across sales and marketing teams to realize business goals. This led to the development of imSMART, an interactive mobile sales enablement tool for B2B companies within the science and healthcare industries.

EAB, a leading provider of education research, technology, and advisory services, was facing challenges with its data reporting process. The company's tailored data reports for each partner school could only be manually created internally in a complicated Excel template and then presented in PowerPoint. This process was slow, laborious, and lacked the utility and accessibility needed for institution-specific analyses. EAB wanted to enhance its analytics capabilities and provide the data tools and visualization capabilities that colleges and universities needed to better manage their initiatives and gain insights about their work.

Destination marketing organizations (DMOs) are responsible for properly allocating taxpayer dollars to local and state tourist attractions, and they require deeper insights to make data-driven decisions. However, DMOs are traditionally slow to innovate and rely on survey results that are at least six months old. The lack of real-time data insights has been a significant obstacle to improving decision-making. Jay Kinghorn, Zartico’s Co-Founder and CIO, saw how the private sector leveraged data for strategic alignment to better understand customers and transform organizations, and he knew there had to be a way for public sector entities to do the same. According to Kinghorn, DMOs lacked both the data and the technical resources to improve operational efficiencies for the communities they serve. Zartico set out to bring these organizations into the future — move them away from survey data as the main decision-making source (typically taking six to nine months to complete and analyze), and toward real-time data analytics for better distribution of private investments and taxpayer dollars.