Corelight, a mid-market technology company specializing in network detection and response solutions for cybersecurity, was facing a common business challenge - too many leads and not enough resources to manage them effectively. This problem was particularly evident in the aftermath of events and tradeshows, where the company struggled to follow up with all attendees, registrants, and booth scans. The team needed a more efficient way to engage these leads, educate them about their solutions, and explain their importance to enterprise security. The challenge was not just about managing the volume of leads but also about providing valuable and relevant information to nurture these leads.

LA Galaxy, one of the most popular American soccer teams, faced significant challenges during the pandemic. The team's Sales and Marketing teams were spending too much time chasing leads and fans, and their phone outreach was inefficient. The team's primary focus was to convert people in the Los Angeles area into season ticket holders, a task made difficult by the competitive nature of the Sports and Entertainment industry and the presence of rival teams. The team was also struggling with incomplete contact information for potential leads, with basic details like phone numbers often missing. This lack of information made it difficult for Account Executives to effectively reach out to prospects at scale. The onset of the pandemic further complicated matters, as the industry's reliance on people gathering together was severely impacted.

OEConnection, a provider of data, software, and services to the automotive industry, was facing challenges in scaling its Customer Success team and enhancing customer engagement. The company had over 20 Customer Representatives in North America, each managing between 500 and 1,000 dealers. The primary methods of customer engagement were emails and phone calls, which proved to be time-consuming and often ignored by customers. The company categorized its customers into three groups based on usage, and the outreach strategy for each group was different. However, this manual outreach was not only labor-intensive but also resulted in low engagement, especially from customers who needed the most attention.

Hootsuite, a leading social media management and analytics platform, was grappling with an excessive volume of leads. The popularity of their platform resulted in a high influx of leads, which posed a challenge for the team to effectively follow up. This led to missed opportunities, wasted time on unqualified leads, and frustration among team members. The company was also undergoing significant changes in Marketing and Sales, with a new Commercial Sales team handling inbound leads. Despite launching a lead scoring model, the conversion of leads was not at an optimal level. The team identified that the most converting leads were coming from their website and were labeled ‘demo request’. However, they needed to go beyond website-generated leads and demo requests to accelerate sales-ready leads from other sources such as webinars, email database, and self-service plan setups. The challenge was to find a scalable way to discover opportunities within these lead sources.

CloudCheckr, a cloud management platform serving a wide range of customers, was facing challenges with their lead funnel. They had leads that were 'stuck' in the top or middle of the funnel, and their email campaign strategy was underperforming. The Sales and Marketing teams were keen on finding new ways to optimize their lead funnel and discover more opportunities within it. Despite their efforts to motivate these stuck leads through email marketing and nurture campaigns, they were not achieving the desired results. They were also wary of burdening their Sales Development team with the task of chasing potentially cold leads.

DocStar Enterprise Content Management (ECM), a division of Epicor Software Management, was facing challenges with managing their lead volume. They were receiving about 500 leads per month, mostly inbound leads generated through their website. To manage these leads, they scored them based on demographic, firmographic and behavioral data before sending them to the Business Development team for follow-up. However, the Business Development Representatives (BDRs) had trouble meeting their quota for the number of outreach attempts for each lead, especially when lead volume was high. Additionally, the timing of the outreach was often not optimal, being either too early or too late in the customer journey to be of any value to the prospect. DocStar was acquired by Epicor in January 2017, but for a while the two organizations had separate Salesforce instances. When Epicor adopted Conversica’s Conversational AI in October 2018, they saw a significant boost in their lead engagement rate via email.

ScaleArc, a recent startup, was faced with the daunting task of not only building a new brand but also pioneering a new software category - database load balancing software. The challenge was twofold. Firstly, they had to establish their brand in the highly competitive tech market. Secondly, they had to educate potential customers about this emerging software category. Given the crowded nature of the tech market, prospects required multiple interactions before they could be moved through the sales cycle. This posed a significant challenge for ScaleArc as they needed to accelerate a wide base of prospects while also educating them about their innovative software.

The Faulkner Organization, one of Pennsylvania's largest multi-franchise automobile dealerships, was struggling to manage the high volume of internet leads it received each month. The company's Internet Sales department was receiving nearly 6,500 leads per month from various sources, including third-party lead aggregators and Faulkner’s own multi-brand website. However, the department's appointment setters could only effectively handle a maximum of 150 leads each day, leading to potential sales opportunities being missed. Consequently, the company's engagement rate consistently hovered around 25 percent. The challenge was to increase lead engagement rates and ensure no potential sales opportunities were lost.

Leica Geosystems, a leading provider of geospatial solutions, was facing a significant challenge in their lead conversion process. In 2020, they noticed that their net new leads were not converting to Marketing Qualified Leads (MQLs) at the expected rates. Despite not having concrete proof that their Pardot lead scoring methodology was flawed, the data suggested that a new approach was needed to nurture and warm up leads. The company also had a large group of untouched, aging, and dormant leads that needed to be re-engaged. The challenge was to keep new leads moving through the pipeline and reconnect with the untouched group of aging, dormant leads.

Alquería, a leading dairy company in Colombia, faced significant challenges in managing its supply chain, particularly in the collection and processing of fresh milk. The company processes 1.2 million liters of fresh milk daily, involving numerous processes such as purchasing, milk collection, farm visits, and supply to production. The process of collecting raw milk involved many people who had to manually control the amount of milk collected on paper, which was subsequently consolidated into Excel sheets. This often generated delays that impacted decision making in the supply chain, milk quality analysis, freight payment, and application of discounts to farmers and transporters. The company needed a solution that could streamline these processes, improve efficiency, and provide real-time control of their operations.

Toyota Spain, as part of its environmental commitment, aimed to implement the ISO 14001 Environmental Management System across its entire Official Dealer Network. This system had already been adopted by over 80% of Toyota dealers in Spain, with the goal of achieving 100% certification. The main challenges faced by Toyota Spain included the implementation of an effective management system that ensured compliance with current legislation, minimizing environmental impact, and optimizing processes that could potentially impact natural resources. The company needed a solution that would make environmental management in many centers both feasible and efficient, simplifying performance improvement analysis, increasing visibility, and ensuring compliance with legal environmental obligations, all while utilizing only the necessary human resources.

EPM Group Empresas Públicas de Medellín, a public utility group providing services like energy, gas, water, and waste management, faced several challenges in their operations. The implementation of a digital platform for the EPM Shared Services center was a key part of the national plan to achieve synergies, economies of scale, savings, and standardization. However, during the creation of this new service area, several fundamental problems were detected. These included a lack of unified processes for support activities throughout the group, resulting in work duplication and dispersed functions. There were multiple technological platforms to support transactional activities in the various companies that make up the EPM Group. Synergies and economies of scale were lost in contracts related to similar activities in EPM and its subsidiaries. The resources used and activity support indicators did not correspond with what you would expect from a business group the size of EPM. The incorporation of new acquisitions could not be carried out efficiently due to the lack of standardized and unified best practices across the entire group. The generation of group reports was complex and involved many manual activities. The structure by functions did not support continuous improvement or promote innovation in support activities.

Pret Communique, a leading distributor of AT&T in Mexico, was facing limitations in its growth and development due to the lack of systematization of several processes. These processes were being carried out using basic Office packages, which were not sufficient to keep up with the rapidly changing mobile telephony market. The company also had an internal software development team, but they were unable to adapt quickly enough to the constant technological and process changes in the sector. With the addition of AT&T to the Mexican market, Pret Communique also needed to meet their control and performance standards. The company realized that they needed a more advanced solution to empower their continued growth and development, and to ensure compliance with the standards and requirements of the operator.

The Department of Infrastructure and Development at the Ministry of Interior of Colombia was facing a significant challenge in managing its infrastructure projects. Between 2010 and 2016, the department approved 1,138 infrastructure projects with a total contribution of approximately 410 million USD from the National Security and Coexistence Fund. The Viability Process, which is made up of 8 sub-processes and involves interaction from 13 professionals and 3 support staff, was complex due to the manual coordination of activities. In 2015 alone, 974 projects were reviewed and evaluated, each containing an average of 120 pages of documentation. The lack of document management made monitoring and obtaining information difficult, and the supporting documentation needed to be submitted in person, requiring public officials from across the country to travel to Bogota. The department also needed to generate reports for various government entities, but the large volume of records generated without automation did not provide any process traceability or accurate information.

New Millennia Group Ltd., a company operating within the £28 billion per annum United Kingdom Temporary Recruitment Industry, faced significant challenges in managing its administrative processes. The company provides invoice funding, credit insurance, payroll, and administration facilities to recruitment agencies nationwide. However, the administration processes and government compliance issues were complex and susceptible to several major changes each year. From 2000 to 2010, New Millennia used several disparate software packages interconnected via manual paper systems, leading to operational headaches. The main challenges included operational process speed and security, communication between operational processes, external interaction of operational processes, supply chain system integrations, frequent change of operational processes, real-time information management, and mountains of paperwork.

KPN, a leading telecommunications provider in the Netherlands, faced significant challenges due to a rapidly changing market. The company was compelled to evolve their primary processes, focusing their management on offering personalized services to their clients. The goal was to attend to each request with the utmost precision and efficiency. The main challenges included the automation of business processes, providing personalized services for customers, and processing requests with maximum accuracy and efficiency. The company also had to manage a vast amount of process management possibilities and casuistries, and a large volume of information that flowed between different processes. Furthermore, the chosen BPM platform had to be capable of adhering to and executing strict ACM (Authority for Customers and Markets) guidelines, in combination with the management of a vast number of products, services, and order flows.

Banco de Finanzas (BDF), a leading mortgage provider in Nicaragua, was facing challenges in improving and simplifying its internal processes to enhance customer satisfaction. The bank identified two key areas that needed improvement: the Management of Customer Complaints and Suggestions, and the Internal Legal Management Process. The former required a reduction in response times and a system to keep customers informed about the progress and resolution of their issues. The latter was carried out manually, leading to difficulties in tracking requests, measuring response times, and reprocessing due to a lack of necessary documents or information. BDF aimed to improve monitoring and tracking of different stages of the process, ensure 100% of notifications were sent to customers regarding the resolution of their requests, and automate manual processes.

The ArcelorMittal Foundation in Brazil, a private foundation of ArcelorMittal Brazil, was facing challenges in managing the increasing volume of cultural project proposals sent by cultural agents. The foundation, which develops social projects benefiting around 800,000 people, was struggling with the large amount of legal documentation and controls required for each step in a cultural project evaluation process. From 2004 to 2007, the foundation invested approximately $30 million on cultural initiatives, but the systems used were not integrated and required the use of paper, combined with manual labor. The process of registering projects was done by the cultural agents in printed forms and then input into a database. All cultural project monitoring was done manually, searching for information from different systems and resources. The foundation realized that the quality of the accepted projects could be improved if they were able to select the best cultural project proposals in a faster, more agile manner, through the standardization and automation of its processes.

ChevyPlan, a leading brand of payment schemes for new Chevrolet vehicles in Ecuador and the Andean Region, faced significant operational challenges due to its growth. The company was dealing with a high volume of operational work across various departments to monitor and manage the provision of vehicles for each customer. The manual generation and review of documentation were labor-intensive and time-consuming, involving approvals and the collection of signatures. The process was also prone to errors, leading to reprocessing of work. ChevyPlan needed a software solution that would give them control of all the elements involved in the vehicle provision process, including document generation tools, a notification system, and connectivity with internal systems.

CAF Power & Automation, a company providing specialized technological solutions for the rail sector, was facing challenges in managing its daily processes related to several management areas such as Commercial Management, Product Design, Project Management, Purchasing Management, Quality Management, etc. These processes had to meet the requirements of quality standards and models such as ISO 9001 and CMMI, as well as new industry standards demanded by the customers. The main strategic aspect to be improved was the optimization of the company management processes. The company aimed to automate process workflows, optimize document management, enhance accessibility via the internet, and eliminate paper documentation. The challenge was to find a digital platform with BPMS as a tool specialized in process management that could help achieve these objectives.

PEMEX, the largest company in Latin America and a global leader in crude oil production, faced significant challenges in managing its operations. Despite its size and influence, most of its operations and processes were carried out manually, not automatically. This was largely due to the use of a system called SEAPSA, which had been in place for over a decade. The company recognized that this manual approach was not the most efficient way to manage the organization. Key business processes such as Job Applications, Technology Change Administration, Minor Change Administration, Design Process Automation, and Monitoring and Control of Vehicle Maintenance and Mechanical Integrity were all carried out manually. This led to issues such as task duplication, reliance on paper documentation and Excel spreadsheets, and high complexity in several processes. The company also faced challenges in integrating with external systems.

Grup Balfegó, a leading Catalan company in the fishing, aquaculture, and sale of Bluefin tuna, faced a significant challenge in managing the administrative complexity of its operations. The company is committed to sustainable fishing practices and customer satisfaction, which requires strict adherence to over 30 guidelines set by the International Commission for the Conservation of Atlantic Tunas (ICCAT). The ICCAT's recuperation plan, implemented in 2006, aimed to preserve the Bluefin tuna species, making it one of the most regulated fishing activities globally. The company's vision for future generations to continue responsible fishing required an improved approach to ensure maximum cost-effectiveness. The challenge was further compounded by the need to automate administrative activities, reduce human errors, and provide complete traceability of Bluefin tuna from capture to consumption.

Fundación Séneca, a Science and Technology Agency in the Region of Murcia, was facing significant challenges with its existing system, EIS software. The system was largely manual, lacking automation and control over records. Document management was not integrated, and any additional documentation had to be physically handed in, making the process cumbersome and inefficient. Information retrieval was complicated due to the variety of applications it could be obtained from, leading to an overproduction of paper documentation. The main challenge that arose during the project was the integration with three institutional systems and the accounting program, an ad hoc program for the Fundación Séneca that managed the accounting and payment forecasts.

Andorra Turisme, S.A.U., a public company created to aid the development and promotion of tourism in Andorra, faced significant challenges in optimizing its company management processes. The company's main strategic objective was to improve Andorra's competitive position as a tourist destination, but it was hindered by three main issues. Firstly, there was poor interdepartmental management, which led to inefficiencies and communication breakdowns. Secondly, the company was heavily reliant on printed documents, which not only increased costs but also slowed down processes. Lastly, the company was burdened with dense and complex administrative management, which further complicated operations and made it difficult to implement changes quickly and effectively.

The University of Deusto, a Spanish educational institution with a rich history of 125 years, was faced with the challenge of implementing Internal Quality Assurance Systems (IQAS), a requirement mandated by the European Higher Education Area (EHEA). The EHEA states that universities must have formally established and publicly available Internal Quality Assurance Systems. The University of Deusto believed that a Business Process Management (BPM) tool was the most suitable solution for this requirement, given the process-oriented nature of quality systems and the significant advantages of automating these systems. However, the university's Technical Unit for Innovation and Quality (TUIQ) needed to have the capacity to design, build, and implement the processes with as much autonomy as possible. This posed a significant challenge as this new task would be added to their existing responsibilities.

Frutas Bean, a leading exporter of sweet fruits in Spain, was facing challenges in maintaining product quality and competitiveness in the expanding horticultural market. The company's workforce was widely dispersed, often working in different locations each day, and many did not have access to the internet. This led to reliance on paper documentation for work reports and pesticide treatments, resulting in a lack of control over work performance in certain activities. The company was seeking a solution that could connect its employees, improve product quality control, and streamline its operations.

ARCE LEGALIZACIONES ARCEEP, a professional cabinet specializing in the legalization of facilities, faced several challenges due to its rapid expansion. The company's consultants needed to have remote access to data due to their mobile nature of work. This necessitated a system that allowed telecommuting for real-time updates. Document management was another critical aspect for ARCEEP as it formed the basis of all development. The company needed a document management system that was accessible to both employees and customers and allowed remote incorporation of new documents to update the status of different legalizations. The document input was crucial as it triggered the start and end of production tasks and processes. ARCEEP also required quick and accurate reports on the actual situation of each case to inform customers and ease the work of employees in controlling deadlines and action plans. The company needed an agile system to handle the heavy workload and distribute it among employees to ensure no process was left unattended due to an employee's absence.

TRAC Rehabilitació d´Edificis, S.L., a leading building restoration company in Barcelona, was facing a period of growth that necessitated a significant organizational improvement. The company manages multiple restoration projects simultaneously, each with its own unique complexities and requirements. These projects range from initial study and commercial phase to execution, including material purchases and contracting of external suppliers. The company needed a system to monitor the status and situation of each project at any given time. Furthermore, once approved, the projects required meticulous planning to ensure customer satisfaction in terms of deadlines and work quality. In a highly competitive market with very small margins, TRAC also needed strict economic control over project costs to make accurate quotations and anticipate and control possible cost deviations.

ELPOZO ALIMENTACIÓN, a meat processing company with over 65 years of experience, faced the challenge of digitally transforming their operations. The company, part of Grupo Fuertes, one of Europe's largest agri-food holdings, was committed to generating value for its stakeholders and saw the need for digital transformation. The initial steps involved overcoming resistance to change, defining roles, and clarifying process objectives. They needed an intelligent Business Process Management suite (iBPMS) capable of orchestrating an agile workflow to handle complex processes involving many people and consolidating processes across all companies under Grupo Fuertes.

The Ministry of the Interior of Colombia faced significant challenges in managing the administrative procedures related to religious entities. The issues were common to paper-based administrative management that required multiple actions and involved extensive documentation with many variations and exceptions. The geographical conditions of Colombia, with its vast area, mountain ranges, tropical forests, and significant rural population, posed additional difficulties for administrative proceedings. The procedures related to the recognition of religious entities as legal entities, statutory reform logs, legal representative updates, changes of address, and many others, required updating or the creation of a record in the Public Registry of Non-Catholic religious entities. These procedures could take longer than a month to complete and were costly and complicated for the applicant, often requiring them to travel long distances. Furthermore, maintaining updated information in the public record was challenging, leading to misinformation and duplication problems.