Bike Totaal B.V., a two-wheeler specialist group with 165 affiliated stores, faced a challenge in analyzing and reporting key performance indicators (KPIs) from its various stores. With half of the stores managed centrally and the other half decentralized, it was crucial to have a clear overview of the performance of all the stores. The company needed to know how many products each store sold, for which brands, the revenue per square meter, and so on. It was also important to provide entrepreneurs and suppliers with insight into the lead times of products and their results, so they could optimize their business operations. Prior to implementing a Business Intelligence solution, Bike Totaal collected information from various databases and Excel sheets as well as its Point of Sales system. This data was compiled and processed manually in Excel, which was time-consuming and inefficient.

Bliss, a leading body and skincare retailer and spa services provider, was facing challenges with data reconciliation across its three disparate ERP systems. These systems were spread across three lines of business, making it difficult to maintain accuracy and speed in reporting. The company needed a solution that could improve these aspects and provide a more streamlined approach to data management.

Blyth HomeScents International (BHI) was facing challenges with its manual approach to reporting and analysis, which was inefficient and hampering the company's growth. The lack of visibility in sales performance was causing significant frustration. Multiple reports were coming from various sources, making it difficult for executives to focus on the numbers themselves. Additionally, by the time actual sales were reported for the previous month, it was too late to make necessary adjustments with suppliers or shift promotional programs. Marketing couldn't gauge the sell-through of product lines, and the company accumulated significant excess-and-obsolete (E/O) inventory. These issues were directly impacting BHI’s bottom line.

Brdr. Dahl A/S, Denmark’s leading distributor within plumbing, contracting, water supply, industry tools, and technical commodities, was facing challenges with their existing Business Intelligence (BI) solution. The development and design of new applications were time-consuming, and the company was dealing with a large volume of data. The company was also experiencing growing information needs due to increasing web-based trading. The logistics department at the head office of Brdr. Dahl in Brøndby, near Copenhagen, had used a traditional BI solution for a couple of years. They were actually content with their solution, but the development and design of new applications were time-consuming.

California Casualty, a leading provider of auto and home insurance programs, was struggling with disparate business system processes. The company was operating with a variety of systems for leads management, policy management, call center management, claims management, code debugging, and IT project management. The company was stuck in an environment of mainframe static reporting, information silos, multiple reporting tools, and constantly reconciling data because of all the different algorithms used in the various downstream systems. Their goal was to reorganize and streamline reporting with a 'one version of the truth' philosophy.

Canon India, a leader in the digital imaging industry, was seeking a tool that could provide real-time information on product, category, and dealer metrics to help them become the number one digital imaging company. The company had a centralized data center at the corporate office, connected to all locations through a Virtual Private Network. However, the process of generating reports from Oracle applications, extracting them into Excel, and cleaning the data was proving to be time-consuming and not user-friendly. The company needed a solution that could provide relevant and right information easily to the decision-makers of the organization.

Christian Aid, an international development charity, has a large supporter database that records details of voluntary donations given by supporters in response to marketing and fundraising initiatives. The ability to easily access and report on this data is vital to ensure that the best use is made of investment in fundraising, and to assure supporters that effective use is being made of their generous gifts. However, until recently, Christian Aid had struggled to deliver comprehensive analysis of results and trends from its large and complex database.

CIBER, a global IT services and system integration provider, was looking for a new software application to add to its exclusive stable of preferred software applications. The company was already a Microsoft Gold Partner and the leading Microsoft UK CRM vendor in 2008/09. However, it was looking for a tool that could be deployed at client sites in a matter of days, rather than months or years, and that would allow users to execute complex queries on huge data sets in seconds, without having to involve IT. The company was also looking for a tool that could be integrated with its existing software applications, including Sage, Microsoft Dynamics CRM and Microsoft Dynamics AX.

Before the implementation of QlikView, CMC Call Center faced several challenges. They had issues with viewing reports from different angles and the need to monitor departments separately. They experienced performance-related problems in terms of report queries, access to information in different applications, and version changes. The lack of a flexible platform led to delayed decision-making. Additionally, when users sent similar queries direct to the operating system, a heavy load built up on the system itself. When business units wanted to make advanced-level and value-added analyses, they needed to devote more time to preparing reports. Since the reports were not prepared in a standard format, the preparation of new reports suitable for each changing request exacerbated the workload of both the operating and IT teams.

In 2004, The Cocoa Trees found that its accounting system, which was designed for generating static reports and financial statements, and based on batch processing, became inadequate for the rapidly growing operations. They were unable to generate reports on inventory levels on-demand or in real-time. Twice a month, the warehouse supervisor had to physically inspect stocks to prepare an inventory expiry date report to monitor the shelf-life of these perishable items. It was time-consuming as each report took two days to complete, with inevitable errors. Service levels were unsatisfactory as the order fulfillment cycle took too long. Salespeople could not propose or confirm orders with customers immediately against inventory levels. On top of that, because of the lack of clarity on inventory, some salespeople circumvented the system by physically pre-packing stocks at the warehouse to reserve the stocks, leading to many internal conflicts.

In 2005, Colonial Life's Business Intelligence and IT groups decided to provide improved analytic and reporting capabilities to its user community. However, it was imperative for user acceptance of any solution that it be as easy to use as possible at all skill levels. In addition, high transaction volumes among the company’s 60,000+ customer accounts meant that the chosen solution needed to aggregate information quickly and completely to facilitate decision-making. A visit to a data warehousing conference brought QlikView to the attention of Bryan Allen, the company’s Assistant Vice President of Business Intelligence. After an evaluation process put six tools through their paces, the Colonial Life team ultimately selected QlikView based on their capabilities, ease of use, and performance.

In 2008, the CUD‟s general management launched a project to assess the public body‟s spending efficiency. They had to look at predictable areas of spending on human resources, finance and energy. The team faced a daunting challenge. In order to assess spending efficiency, they had to obtain information on the relevant parts of the business including human resources and finance. They then had to provide management tools to the departments concerned, in order to carry out management analyses, and correlate public policy with the resources used. This was a typical business intelligence (BI) project, with a familiar challenge: the data was highly disparate, while there was a need for consolidate and cross-reference of data across very different areas of the organization.

Context, a leading technology research company in Europe, was in need of analytical tools that could improve upon spreadsheets and static reports for delivering research to customers. The company was looking for tools that did not have the complexity and delays of traditional OLAP cubes, which would impair the value of reporting. The challenge was to find a solution that could provide dynamic, unrestricted reporting on timely, actionable market intelligence.

Crédit Agricole CIB's fixed income markets monitoring & control (FIM M&C) business unit faced the challenge of optimizing the use of reports produced by market and credit risk teams. The team needed to deploy tools to help consolidate data from various Crédit Agricole CIB risk teams. Prior to QlikView, the FIM M&C team received Microsoft Excel spreadsheets containing information on different fixed income market product lines by email. Consolidating and analyzing such data volumes was a challenge, but there was the added challenge of all the different file formats. Each product line had its own front-office and back-office system. Terms used, file formats, and information sending frequency were all different. This made it difficult for the FIM M&C because it needed to obtain a transversal and consolidated view of the data. The objective was also to compare historical data, which was difficult with the previous system.

Danderyd Hospital in Stockholm was seeking ways to improve the quality of their bowel surgery work. They had been manually working with the ERAS protocol since 2000, which initially performed well, but due to difficulty in seeing any change in the work, they soon fell back into old routines. The hospital needed a system that could help them maintain high compliance with the ERAS protocol and easily generate reports to show what areas of the care system are working well and where improvement is needed.

Danone-Unimilk, a division of Danone Worldwide, was facing challenges in preparing reports on production efficiency. The company had developed an internal corporate standard of reports for controlling equipment use efficiency. However, the process of data input in MS Excel was time-consuming and the timeframe of reports preparation for production lines efficiency analysis was not satisfactory. The company needed a tool for preparing internal standard reports to the parent enterprise and for analyzing the information to uncover the efficiency of the measures for equipment performance improvement. The new system had to meet several requirements including compliance with the corporate standard of reports, no data contamination, possibility of data analysis with hourly refinement of production lines use efficiency, support of associative data model, automatic data updating on schedule, support of web-access and mobile devices, and 24/7 system availability.

Deloitte, a global professional services firm, was facing a challenge with its reporting environment. The firm's reporting involved various aspects such as staffing levels and requirements, results by practice, industry and region, time entry and billing, headcount utilization, targets and more. Different roles within the staffing organization required different reports. All these reports were developed in Excel, which proved unsustainable due to the large size of the files and the lack of in-depth, intuitive views and drill-down options. Deloitte needed a solution that could provide data insight and open new paths to growth and improvements of their bottom line.

Dienst Stadstoezicht, an independent public service in Amsterdam, was facing fierce competition from private companies in the fields of supervision and safety. To maximize its efficiency, it decided to automate as much as possible. It scans the number plates of parked cars and checks them against a database to determine whether the owners have a parking permit. This procedure also generates information about payment patterns in the various neighborhoods. However, the organization had six databases that were not linked, leading to considerable obscurity. They needed a solution to link these databases and transform the data into meaningful information.

DIGITURK, the first and only digital platform in Turkey, identified that its Information Systems infrastructure could be improved to match the development of the business. A corporate reporting structure was required to bring the business together and to allow DIGITURK to continue to provide a consistently high level of service to its 2.5 million customers. The key areas that senior management and departmental heads wanted visibility into included, churn and acquisition, sales, marketing, finance, the call centre, Customer Relations Management, Lig TV and media marketing. As the demand for these applications increased, DIGITURK started realizing that maintenance costs rose for the existing applications and for the dashboards that were in the queue to be developed. This was because they had scattered coding and a lack of standards in the visualization. In addition, this also introduced problems with their data consistency, getting one version of the truth, and below par performance as there was no integration with their corporate reporting infrastructure.

The DDG, General Practitioner (GP) call services, had been using Adastra, a call management and patient registration system specifically designed for GP services. However, Adastra lacked sophisticated analysis functions, making it difficult to generate management information beyond the number of patient contacts and consultations. The organization needed to find out whether they were satisfying the performance criteria for the response to calls. They initially attempted to tackle the problem by developing an Access database themselves, but soon realized that QlikView was a far better option.

EAT, a successful high street food retailer in London, was facing challenges with its data analysis process. The company was relying on Excel for data analysis, which involved going through numerous spreadsheets to find specific information. The process of downloading data to share with teams was time-consuming and led to inconsistencies when different employees ended up working from various versions of the 'latest' information. This was particularly problematic in the fast-paced food and drink industry where product popularity can change rapidly due to factors like competitor deals or weather changes. EAT needed a system that could provide managers with instant access to easily digestible information in real-time.

eQuest, a leading provider of job delivery services, collects approximately five million job board performance statistics weekly. With this volume of data, the company needed a business intelligence (BI) solution that could analyze this data and produce impactful insights for its customers. The company was looking for a solution that could help them visually digest the information in order to strategically advise their customers. They needed a BI solution that could provide companies with insights into its data so that useful and impactful decisions can be made.

Essent N.V., an energy company supplying gas, electricity, and energy services to consumers and businesses in the Netherlands and Belgium, was facing challenges in implementing Business Intelligence (BI) as a strategic tool. The IT department at Essent believed that BI was an important solution to gain insight into the business. However, the business had a preconceived idea that all BI solutions on the market required in-depth technical knowledge, extensive programming, and had a long response time before the required data was ready for analysis. The costs of expanding a traditional BI platform were not supported at Essent; they felt that the benefits were not in line with the costs. Furthermore, IT wanted to change their role within the company to become an enabler instead of being the facilitator. They wanted to provide business with solutions which put them in control and give them the tools to manage their data proactively.

EDEKA Hessenring, part of the EDEKA Group, was facing significant inventory discrepancies amounting to €4.5 billion annually across the German retail industry. These discrepancies were largely due to organizational weaknesses and employee crime. The company's auditing department, consisting of only four people, was responsible for auditing approximately 4,300 employees. The auditing process was heavily reliant on the experience of the employees and required a significant amount of effort. With a data volume of more than 36 million lines of accounting data per month for 73 markets and branches, this was a near impossible task. EDEKA Hessenring needed an analytical tool that could evaluate all the transaction data according to various criteria both systematically and quickly.

Energiedienstholding was facing a challenge with their existing SAP-BW system. The system was too time-consuming as most standard filters and interfaces could not be used directly due to the need for individual adaptability. As a result, essential reporting and planning were carried out manually in Excel, which was inefficient and prone to errors. Furthermore, the requirements for analysis and simulation in seven parallel accounting systems were increasing sharply within Energiedienstholding, adding to the complexity and workload.

Enganches y Remolques Aragón, a Spanish company specializing in the manufacturing of winches for vehicles, trailers, electrical kits, and various automotive accessories, was facing a challenge in processing all company information relating to the commercial sector in a rapid and straightforward manner. The company wanted to keep control of all businesses processes with a single BI environment. The initial need to adopt a business intelligence (BI) solution was felt in its commercial department, because sales, customer care and the commercial area in general were important to the company. However, they realized the potential that a BI solution could offer for other departments in their organization, so they expanded its use to the cash flow, finance, production, and marketing departments.

Exmplar Inc., a leading e-marketing services company, designs and executes complex, data-driven marketing campaigns across multiple channels. The company's 'Brand Personalization' process allows clients to uniquely personalize mail, web pages, print promotions, call center scripts, and even retail spaces. However, despite its in-depth knowledge of customer habits, Exmplar only had static reporting to deliver to its clients. The follow-up queries based on those reports triggered a time-consuming 'one-off' response. Exmplar's VP of Analysis, Jim Williams, started looking at BI tools, but even getting a proof-of-concept from the traditional vendors was a major effort.

Federazione Lombarda di Banche di Credito Cooperativo (FLBCC) had to process and analyze the import of 1 million data lines and 24 million records each month from its member banks. The federation had built its previous data management solution in-house based on software from ACL Services. However, by 2011, FLBCC needed to replace this system with a more agile and scalable business discovery platform to improve productivity with easy-to-use self-service discovery capabilities. The in-house platform required a number of manual interventions and cumbersome repetitions of controls. Databases had to be downloaded and manually processed to obtain historical analysis on a monthly basis. The task was difficult, time-consuming, and error-prone. FLBCC also found that the ACL solution could produce analysis covering a short time span, but wasn’t suitable for longer-term reports.

FE Global Electronics, a leading electronic components distributor in the pan-Asia region, faced challenges due to its broad distribution coverage and complex web of supplier and customer relationships. The company had trouble getting consistent, timely, and visual information from its legacy systems and other data sources, in addition to its SAP ERP system. This lack of timely and correct information made managing inventory a major headache. The organization faced several problems of increasing and aging inventory, identifying and managing demand and consumption patterns, and managing obsolescence. Managers lacked timely and enough information on receivables aging, which affected cash flow and increased bad debt. Compounding the problem, the company had been unable to get its A/R information in foreign currencies to understand exposure and minimize currency exchange losses.

FFF Enterprises, a multidimensional healthcare company, was facing challenges in accessing real-time data. The pharmaceutical industry's dynamic nature necessitated quick access to information that impacts their business and the delivery of safe, effective products and services. The company had implemented a technology, but it was difficult to use and did not provide easy access to data. This led to a lack of use of the tool. The company needed a solution that would provide real-time data access, be easy to use, and enhance operational efficiency across the company.