Myfreight, an Australian freight management company, faced challenges with its transport management system (TMS). The system struggled to access real-time data from numerous sources, both internal and external, which hindered the company's ability to provide timely updates to customers regarding consignment status. The lack of agility in the available systems resulted in difficulties in customizing applications or adding new features to meet the demands of the growing customer base.

Before implementing Domo, Fuji Xerox faced significant challenges in visualizing data, which affected its speed and agility in problem-solving. The company was reliant on a Business Intelligence software that was slow and cumbersome, often taking months to solve even the simplest problem. The sales team lacked transparency, often making monthly sales projections without any data to back up their claims. The company also struggled with profitability transparency across its various business lines, including device sales, service click charges, and software.

Mark Brand, a chef, professor, and social impact entrepreneur, runs multiple businesses and advocacy programs aimed at helping marginalized populations reintegrate into society. His restaurant, Save On Meats, has a program where individuals in need can exchange a plastic token for a sandwich. The program has served over two million meals to the community since its launch in 2012. However, with so many programs pressing his time, Mark needed a way to more effectively and efficiently run his core business so he could focus more on expanding his vision. He needed a mobile-first solution to access the statistics and evidence he needs to substantiate his call for change. He also needed a real-time view of what was happening in his Save On Meats business, including metrics around the restaurant’s profitability, from revenue to operational costs, and how it all contributes to the bottom line.

Goodlife Health Clubs, a part of the Fitness and Lifestyle Group, was facing a significant challenge in managing and utilizing its vast data resources. The company had 1.4 billion rows of data sitting virtually stagnant in a physical data warehouse. Reprocessing the queue of the data warehouse took between four to six hours, which was a significant drain on resources and time. Additionally, to access data, employees had to connect to the company server via VPN, which limited decision making across the organization. The company needed a solution that could sculpt to their business needs across marketing, operations, finance, and information technology pillars to reveal historical and current business trends.

La-Z-Boy, an international furniture manufacturer and retailer, had a challenge managing the data needs of the company due to its vast product variations. The company needed a solution that could raise the visibility of data throughout the organization while making it available for all. The company's CEO emphasized the importance of data-driven decision making, which further necessitated the need for a robust data management solution. The company needed a solution that could integrate data from various departments and provide real-time insights for effective decision making.

Spinach, a full-service agency, was facing a challenge of managing the increasing data input from its clients. The agency was looking for a tool that could help them collate and analyze information efficiently to find valuable insights. They wanted to ensure that their talented consultants weren’t being bogged down in tedious tasks. The agency was in need of better-quality data to predict advertising outcomes and real-time insight to increase productivity.

Modernizing Medicine, a data-savvy organization transforming healthcare information, was facing challenges with their own data. They were wasting resources on duplicated reports by different departments. Additionally, they had non-aggregated data living in separate systems. This was causing inefficiencies and hindering their ability to effectively utilize their data.

Save the Children, a global humanitarian organization, wanted to better leverage data to further advance its goal of driving progress for children globally. They needed a solution that could provide quicker insights into the populations they serve and enable them to be more efficient in how they allocate limited resources. The organization also wanted to communicate essential information and metrics globally in real-time.

Many of the world's wild fisheries are either fully or overexploited, putting stresses on the billions who rely on them for nutrition and livelihood. If nothing is done, this trend will continue, and most of the world's fisheries will be in serious trouble by 2030. EDF worked with Domo to help make this problem visible and build the global movement necessary to transform fisheries to sustainability. They're putting the processes in place to help end hunger and malnutrition and create reliable income while allowing people and nature to prosper together.

Swire Coca-Cola, one of the largest independent bottlers and distributors of Coca-Cola products, was facing challenges with its existing solutions for analyzing business data and reporting. The solutions were complex, time-consuming, and not designed for real business people. Moreover, by the time data was delivered, it was stagnant and out of date, which meant that managers didn't have the best information against which they could make decisions. The company's executives knew that Swire's proprietary data could be an incredible asset to enhance the value that the company delivered to its employees, customers, and communities, and thus, they led an initiative to find a better solution.

D2L, the maker of Brightspace, an EdTech platform, found that its previous BI tool had become an obstacle to generating the insights required to help users and their students achieve all they could. The user experience wasn’t ideal, and they wanted to improve that by picking a new partner that would let them level up the whole product. When evaluating its BI options, the Brightspace platform needed a tool with the flexibility to meet the needs of its wide variety of education and corporate clients around the world. Their criteria around localization, translations, security, access, integration, usability and breadth of features quickly culled their list from every BI tool on the market down to just one: Domo.

Propel Insurance, a company providing specific insurance solutions for businesses across several industries, was falling behind in terms of technology. The company's internal business reporting system was complex and industry-specific, making it difficult to find an alternative solution. The technology was also cumbersome, making changes a challenging task. The combination of needing a strong understanding of the data and having to deal with bad tools meant that Propel was not prepared to tackle this issue in the first few years.

JAMF, the world’s largest Apple device deployment company, initially implemented DOMO to address challenges around fall-off within a critical customer journey. The company was looking for a tool that could help them make sense of their complex business and gain faster and more powerful insights to fuel their growth. The initial success of DOMO in resolving a critical customer journey issue sparked interest among the senior leadership, leading to the question, 'what else can we do with DOMO?' This marked the beginning of JAMF's journey with DOMO.

CitrusAd, a leader in the e-commerce retail advertising space, helps retailers incorporate an auction-based advertising platform into their e-commerce operations. This allows brands to more effectively advertise to customers as they browse and search, helping them gain the exposure they need to get added to the cart and helping retailers further monetize their e-commerce operations. However, the company faced challenges in terms of scalability and the ability to extract insights and value out of data. Without a solution like Domo, it would have taken nearly six to twelve months to stand up a comparable solution.

Asure Software, a provider of Human Capital Management (HCM) software for small businesses, wanted to enhance its data science capabilities to better understand its customer health, improve forecast accuracy, and identify and convert prospects more effectively. The company aimed to gain a holistic, 360° view of each customer to reduce churn. However, the company faced challenges in managing and integrating data from various sources, including its CRM Salesforce, DealHub for quote creation, its Deal Software Integration platform for integrating transactions into their ERP NetSuite, Concur for expenses, Rockettrip for gamification of travel expenses, and an Excel-based corporate performance management tool. The company also used external data from Dun & Bradstreet, customer usage data, macroeconomic data, and customer sentiment data from social networks and Zendesk.

Freddy’s Frozen Custard & Steakburgers® has grown from a single location in the heart of the Midwest to nearly 400 locations across the US. The company has a modern approach to data science. However, when Freddy’s first began its data science journey, it struggled with a lack of technology and perspective. After a failed pilot engagement, Freddy’s needed a different partner and a different approach to sell the initiative to its leadership team. The company had to deal with 18 different data sets spanning over 100 different columns of information created for each of the Freddy’s locations at multiple points in time. With so many individual columns of data to consider, store quality was difficult to understand and assess.

Harmons, a family-owned and operated supermarket chain with 19 locations throughout Utah, faced a significant challenge during the COVID-19 pandemic. The sudden increase in demand for certain products, coupled with supplier shortages, made it difficult to keep shelves stocked. The situation was exacerbated when local celebrity and Utah Jazz star Rudy Gobert tested positive for COVID-19, raising awareness about the seriousness of the virus and leading to a surge in sales. Harmons needed a way to quickly identify the top-selling items and adjust their orders accordingly.

ESPN, a global leader in multimedia sports entertainment, was facing several challenges in delivering quality service to its fans. The company needed a way to quickly aggregate customer comments to spot emerging issues with access to ESPN and identify which services were affected before it caused subscriber churn. With a large and growing set of content distribution partners, ESPN wanted to partner more closely with them and use data to engage them on improving service quality levels. Additionally, ESPN wanted to increase convenience for fans by adding additional web, phone, text-based support channels. However, a lack of visibility into existing activity was holding back these new implementations.

Dr. Consulta, a healthcare clinic startup in Brazil, was founded to provide high-quality, low-cost healthcare to Brazilians who often lack access to timely, quality care from their public healthcare providers. However, the company faced challenges in improving the speed and quality of its care due to a spreadsheet-driven process that created a delay in collecting and sharing information. The process of downloading patient satisfaction information, building a spreadsheet, sending it to each medical center for analysis, and waiting for the analysis to come back for a final report would take about 30 days. This delay in data processing and analysis hindered the company's ability to act on critical information like patient satisfaction scores instantly.

The Positive Group, a financial services company, was facing challenges due to the lack of a centralized data platform. The company was generating data from more than 10 major sources, but had no way to collect, analyze, and access this data in a centralized manner. This lack of data transparency between their headquarters in Adelaide and their branch in Manila made it difficult for leaders to obtain the information they needed to track and streamline interaction between their platform and those of their partnering lenders and financiers.

Genpact, a global professional services firm, was looking to bring automation and digital technologies into their marketing function. They needed a reporting tool that could enable real-time, data-driven insights powered by data from all channels and tools. The challenge was to find a platform that could connect disparate data sets and provide a user-friendly experience. The goal was to have accurate data at their fingertips so they could determine the right insight for the right audience, all in real-time.

The NBA, a global media company, needed to accurately estimate the viewership for every single game to make key decisions, including which games are broadcast on which networks and which games receive advanced promotion. The manual process of comparing historical data from Nielsen’s TV ratings was labor-intensive and not as accurate as needed. The NBA needed more data, and more speed and agility to put it together, so they could gain insights that would help the NBA succeed in an increasingly competitive media landscape.

Emerson’s Cold Chain business helps businesses ranging from dairies to convenience stores to pharmaceutical manufacturers to not only keep their perishable products at the perfect temperature, but ensure those products stay at that temperature as they travel throughout the supply chain. Real-time traceability throughout the global perishable supply chain keeps your ice cream solid, your food safe, and critical vaccines viable as they make their way from the lab to the pharmacy. Emerson relies on Domo to capture the data its technology creates to ensure its products operate at peak performance. In addition, Domo Everywhere lets Emerson share this data back to customers so that they can track and verify temperatures across the supply chain for themselves. Dashboards turn the raw data into easily understandable insights that customers can use to make decisions.

International Data Group (IDG) had a problem with their reporting process. Their clients were demanding more detailed reports than what they were currently providing. The process of delivering these reports was labor-intensive and inefficient. IDG needed a solution that could automate their reporting process and provide real-time, detailed analytics to their clients. They also wanted a solution that could be used by anyone in the organization, not just the analytics team.

Unilever, a multinational consumer product goods company, launched the United for America initiative in the US to support communities devastated by COVID-19. The initiative involved a National Day of Service in May of 2020 and 2021, where Unilever’s employees and 170 corporate partners worked together to support the communities with more than $25 million in goods and services donated. However, the challenge was not finding employees willing to volunteer; the challenge was in coordinating and tracking their efforts. Unilever needed a system to accurately track the campaign impact and coordinate key resources, including volunteers and products.

Before implementing Domo, Walker Edison, a furniture company, was struggling with inventory management. Despite having a strong reputation for quality products, fast shipping, and excellent customer service, the company was frequently out of stock. This was a major concern for their retailer partners. The company attempted to address these issues using spreadsheets, but the task of manually aggregating data from all their disconnected sources quickly became too complex. The company needed a solution that could provide real-time insights into their inventory and supply chain performance.

Odele, a startup in the consumer packaged goods industry, was struggling with managing data using spreadsheets. The process was time-consuming and frustrating, taking up entire days to clean, code, and plug data into spreadsheets. The founders of Odele, coming from a corporate CPG background, understood the importance of data in expanding their brand. They wanted to build a data-driven business from the outset, but the initial struggles with spreadsheets were a significant challenge. They needed a solution that would allow them to make quicker decisions and ensure every dollar spent was being utilized in the best possible way.

In the quick service restaurant chain world, fresh tomatoes, lettuce, potatoes, and other produce represent just a tiny percentage of the cost of a meal, which means there are usually only a couple of people dedicated to managing produce for hundreds or thousands of locations across the country. However, the perishable nature of produce means that roughly 40% of complaints are due to products being used past their best-by date. This results in a lot of challenges for the restaurant chain without the manpower available to solve them. Danaco Solutions helps large quick service restaurant chains overcome that challenge by working as their outsourced produce supply chain experts. Before Domo Everywhere, Danaco struggled to share reporting with its restaurant chain clients. They would end up sending a lot of reports, but there wasn’t a ton of interactivity.

Webata, a company that provides data and insights to optimize digital shelf performance, product presentation, marketing, promotional materials, and more for brands selling through Walmart.com, faced the challenge of sharing real-time data with its clients. The company needed to provide its clients with the ability to make data-driven decisions to improve their Walmart eComm business. The challenge was to create reports and dashboards that are populated with the most current data, allowing clients to self-serve insights without wait or technical knowledge.

MX, a company that helps banks, credit unions, and fintechs grow their business and power their solutions by providing the connectivity, data, and personalization required to power modern financial experiences, was facing a challenge. The company had nearly doubled its headcount within the last two years, with more than 50% of employees having less than a year of tenure. This rapid growth and high turnover rate meant that the people experience organization needed to do everything it could to engage employees. Additionally, the company needed to ensure that the work marketing does at the top level is reflected in the company’s bottom line.