Ecosia, a search engine that donates 80% of its revenue to a tree planting program in Brazil, is looking to scale up globally. The company is competing with major players in the market by providing equal-caliber search quality with a unique value proposition. However, given the number of various data sources and high search volume, it can be challenging to maintain focus and silence a great deal of noise. Additionally, since Ecosia takes the privacy of its users very seriously and doesn’t store any data or employ personalization algorithms, measuring usage and engagement is a difficult endeavor.

Rubicon Project, a leading technology company automating the buying and selling of advertising globally, is a metrics-driven organization with a massive marketplace that powers more than 180 billion ad trades per month. They have a Greenplum data warehouse and use Graphite extensively, with over 250,000 graphs. Despite having sophisticated business intelligence and analytics tools, they needed a way to get a quick, generic overview of what was going on in the company. Traditional methods like Excel sheets were time-consuming and not efficient. They needed a tool that could automate the process of displaying data in a way that could be easily shown to people in staff meetings every week.

Kigu.me, Australia’s largest importer of animal onesies and authentic kigurumis, experienced a surge in demand when onesie-wearing celebrities made the comfortable piece of clothing the new ‘it’ item. The trend spread globally, and Kigu.me needed a tool to help them keep up with the growing demand. The company was experiencing a parabolic growth, with sales doubling or tripling every month. The founders found themselves constantly refreshing the orders page to keep up with the sales. They needed a better way to monitor the health of the business on a daily basis.

Quiet Logistics, an Ecommerce Fulfillment company, was in search of a dashboard to complement their offering. They wanted a solution that could help them quickly summarize and access large amounts of data. The company wanted to leverage the infrastructure of a dashboard solution and utilize a number of custom widgets available. The goal was to create a system where everyone in the organization could instantly see how they were doing without having to ask questions like how many orders did they ship today, this week, this month.

Mirabeau, a full-service online agency, was looking for a way to empower their teams, build stronger relationships with clients, and develop a culture of result-oriented individuals. They needed a solution that could provide real-time insights into commercial or technical KPIs for their clients and give a multidisciplinary overview of running projects and daily operations for their Scrum/Agile/DevOps teams. The challenge was not only in designing and configuring a dashboard but also in defining the right KPIs and obtaining the right data in the first place. They faced difficulties in getting appropriate data from back-end located systems and databases due to security restrictions or distributed responsibilities.

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.

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.

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.

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.

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.

In 2020, Traveloka’s business was significantly impacted by the COVID-19 pandemic. The company, which provides a wide range of travel and lifestyle services, faced a dramatic drop in new bookings due to pandemic restrictions, border closures, and a significant decrease in flights. However, despite the decrease in new bookings, the company's workload did not slow down. Instead, the team was busier than ever providing customer support as travelers tried to cancel trips, get refunds, or reschedule trips. The company faced a significant spike in customer support volume, which it needed to manage effectively.

CAE USA, the largest segment of CAE’s Defense and Security business unit, initially implemented Domo as a sales and marketing tool nearly seven years ago. The company designs and builds flight simulators for the world’s most complex, high-tech aircraft, and also provides complete classroom and in-flight training. The company started using Domo to manage its business development process so sales and marketing teams could optimize their efforts. Then the finance department started using it to process forecasting, planning and reporting. Then the engineers got their hands on it. The company has about 300 regular users, with 75 of those classified as power users.

National Tiles, a leading stone and tile installation provider in Australia, was struggling with a complex and error-prone process of scheduling jobs. The process required a team of schedulers to use multiple manual spreadsheets to book jobs. It would take the customer service team up to 10 minutes just to decide which contractor was capable of completing the installation, and then 20 more minutes to raise a purchase order. The process was not only time-consuming, but prone to errors. With information about contractor availability, skill sets, and locations all saved in different spreadsheets, the scheduling team constantly ran the risk of booking the wrong person for the job, frustrating the contractor and the customer in the process. It also began to affect the bottom line as mistakes would lead to overpaying for the installation, thereby eating into their margin.

The COVID-19 pandemic had a significant impact on the business travel industry. Gant Travel, a corporate travel management company, had to pivot its services from booking business travel to helping customers understand their travel commitments so they could make alternative arrangements. The company needed to quickly disseminate information to its account managers and travel managers. Furthermore, as the pandemic continued, Gant Travel realized that the disruption in corporate travel would impact the company and its customers for many months. They needed to redesign their dashboards and reporting to meet the needs for traveling during and after COVID-19.

Steuler Group, a manufacturing company with over 25 subsidiaries worldwide, faced a significant challenge in consolidating data from different sources and systems. This lack of a unified data source slowed down decision-making processes and hindered the company's ability to pivot processes, products, and operations effectively. The company's IT department was burdened with programming a system that could only be accessed by a few, and there was no single point of truth for data across the organization.

PuroEGO, a Spanish company in the textile sector, was facing challenges in accessing detailed information quickly for strategic decision-making. In the retail sector, an overview of the entire logistical value chain is needed to plan strategies that allow excess stock to be relocated and to know exactly what the profit margin is each day. Before choosing the Domo solution, PuroEGO would prepare their reports manually in Excel, a task that would take a dedicated person two days to complete. Therefore, from Monday to Wednesday each week, they would be working without a complete vision of their margin or surplus, and by the time they had finished collecting and analysing the data, it was already two days out of date. PuroEGO’s objective was to have better control of its margins and surplus so it could rotate its stock more effectively, thus reducing operating costs and increasing profits.

Before implementing Domo, Martinelli’s was struggling with a decades-old legacy ERP system and a spreadsheet-driven planning process. The company had very little insight into its business beyond its financial statements. Over the past ten years, Martinelli’s has digitally transformed operations by implementing new systems such as SAP S/4HANA, Workday Adaptive Planning, and ADP. While these systems helped the company generate more and better data, business users still found it difficult to access that data for driving decisions.

Before implementing Domo, NorthShore Care Supply relied on a combination of internally built dashboards and basic analytics solutions to manage its analytics needs. However, having data stored in many locations and formats made it challenging for NorthShore to analyze its customer needs. The company's rapid business growth found it struggling to keep pace, requiring NorthShore to seek out a more capable BI solution. One of NorthShore’s key customer acquisition tools is its sampling program, which allows customers to try a product to find the right fit before placing an order. However, NorthShore was struggling to effectively track the sampling program and target its marketing communications towards interested prospects.

Rugby league is a significant part of life in New Zealand, but the pandemic severely disrupted it. While the game could be played safely at the club level within New Zealand and professionally in Australia, the country's stringent border controls made international play impossible for more than two years. To bring back international rugby league, New Zealand Rugby League (NZRL) knew it needed to leverage all the data at its disposal. After a two-year hiatus due to the pandemic, NZRL was given the chance to host an international doubleheader Test match, bringing the pinnacle rugby league event back to New Zealand shores. The challenge was to increase fan engagement and boost ticket sales for the match and beyond.