V&B, a popular wine and beer cellar and tasting venue in France, was facing a challenge in attracting new clients as not all of their stores appeared within local search results. They wanted to bring clients in-store to experience their unique ambiance and special events, but struggled with creating online brand awareness to attract new clients. The challenge was to extend V&B's innovative marketing strategy to the digital world and increase its online visibility.

Crédit Agricole des Savoie, a leading banking services and insurance provider in the Savoy and Haute-Savoy regions of France, was facing the challenge of transitioning into a digital bank. The company had previously focused on traditional, physical branch client relationships and was now looking to combine their offline offering with an online strategy focused on digital efficiency. The company wanted to strengthen its local presence by maintaining its network of branches while simultaneously developing its customer services online. The goal was to optimize its online visibility and attract online users into their branches.

Thomas Cook France was focused on achieving three key objectives with the creation of their two new store locators: Optimize search engine indexing and the online visibility of its agencies, Use the web to generate traffic and qualified leads for its points of sale, Improve the experience and the satisfaction levels of clients by following them individually from the initial online search through to their appearance in the physical travel agency.

Crédit Conseil de France, a franchise network of independent debt consolidation experts, aimed to increase its local and national visibility online. The company operates in 43 cities and plans to expand to 50 locations. Their strong presence across the nation and the desire to provide superior customer service with a focus on the local meant they needed to connect with prospective clients from the beginning of their customer journey — from the client’s first location-based search on the Internet. With a goal to bolster online to offline strategy, they needed to leverage the web to attract and retain prospects, and drive them to the physical agency locations.

Pizza Hut is a well-known brand worldwide, however, to ensure they maintained their brand presence online they needed to improve their indexing and positioning within local search results. To combat poor performance in search engines the brand initiated a project to redesign its websites including the standardization and optimization of pages dedicated to each restaurant location.

AXIA DIGITAL, a digital marketing agency, was facing a challenge in integrating online and offline channels for a seamless shopping experience for customers. This was a common issue across their clients in the FMCG, automotive, and finance industries. The agency understood the importance of creating an omnichannel strategy that addressed the customer journey from online to offline or web to store. However, finding the right tool to address these needs while achieving results for their clients was a challenge. They evaluated and tested multiple tools on the market, but many of those still required the agency to perform in-house customizations — requiring more resources, time and money.

AlloDiagnostic, a network of property surveyors and inspectors in France, was struggling with a lack of online visibility, particularly in local searches. This was a significant issue in cities like Paris or Marseille, where the market is highly competitive. The company had developed their local pages internally, but maintaining them was proving to be time-consuming and expensive. They were aware of the need to improve their local search results to increase their visibility and edge out the competition.

Euromaster, a leading tire specialist and vehicle maintenance network across Europe, was struggling to generate leads online. The company recognized that an increasing number of consumers were using the web to research and select motor service providers. Therefore, it was crucial for Euromaster to leverage its online presence and generate qualified leads for its auto centers. Before increasing online traffic, Euromaster wanted to strengthen the consistency between its online offering and the auto centers. With a network that spans Europe, the solution needed to be customizable to each country, while respecting the brand guidelines.

Gan Assurances, a leading insurance company in France, was facing a challenge in leveraging the digital experience to attract and gain new clients. The company had a strong conversion rate once a client visited the agencies, but driving them in-agency from offline proved to be an opportunity. The internet being the primary tool in a client’s pre-purchase phase, the first step in establishing the brand online was to optimize its presence. The company aimed to improve local search result rankings to attract online traffic and generate qualified leads for the agencies.

Havas Voyages, a leading travel agency in France, was looking to establish an online presence without cannibalizing its brick-and-mortar business. The company wanted to create a multichannel solution that would not only provide e-commerce functionality but also direct online traffic and offline prospects to its 350 agencies. The goal was to improve customer satisfaction by offering a seamless online to offline shopping experience.

Ducati, an iconic motorcycle brand, was struggling with maintaining a consistent online brand presence across its 60 dealerships in France. The dealerships had varying levels of online presence and did not always adhere to the Ducati branding. Ducati was also facing the challenge of increasing dealership footfall. They were seeking a solution that could attract clients online and direct those same clients to the dealerships.

Leroy Merlin, a global home improvement retailer, needed to sense changes in selling patterns and quickly translate that intelligence into a series of decisions that go up the supply chain. Most decisions were made from headquarters, including the analysis of market areas, zones of influence, and distribution areas. This required executives and managers to know when and how much to ramp up or cut back on production, and where to distribute. It also meant choosing the right combination of transport modes to balance the urgency of delivery costs. Leroy Merlin found aggregating the data for key decisions an arduous and time-consuming task. To unify these data sources into a coherent and complete picture, managers created a seamless real-time reporting visualization to introduce precise predictive demand planning capabilities with a goal to share geomarketing and geolocalized data among store managers, marketing and business development departments, and executives.

Kroton, one of the largest private educational organizations in Brazil, was struggling with the processing and analysis of millions of records of government information regarding population segments and demographics. The lack of a visualization tool made it difficult for them to make fast and accurate insights, which was critical for efficient market analysis. They needed a platform that could provide specific information on educational branches and geomarketing resources, and could be integrated with their business intelligence dashboard, Qlikview. Previous software they tried had difficulty handling the large amounts of data.

Rilos, a consulting firm operating in 15 countries, provides retail location intelligence solutions. They gather, update, standardize, and analyze data to help clients minimize risk, make informed decisions, and optimize sales and networks. However, this process was complex, costly, and time-consuming. As their client base grew, Rilos needed a solution that would allow clients to perform their own analysis with site studies and reports on demand, without the need for additional employee resources.

The telecommunications industry has limited visibility of the end customer quality experience. Assessing mobile phone users' needs is challenging due to barriers of access to actual, accurate customer experience related information. The two standard methods of collecting network quality information, through a drive test and by collecting data within the network from nodes, are either costly and inefficient or only provide an estimation and a very limited network centric view of the customer experience. Telecoms struggled to analyze trends and variances in traditional formats. In some cases, they lacked pertinent information to make timely decisions and take corrective action.

Following seismic demographic, economic, and technological shifts across the city of London, JLL and London & Partners realized a modern site planning tool was needed that advertised the advantages of working in this global business center. JLL wanted to provide commercial Real Estate clients determining where to start, relocate, or expand operations with a solution that would process large volumes of data into accurate, precise, and up-to-date insights for clients without GIS expertise and accessible through a centralized application.

Vodafone Business, the B2B division of Vodafone, was faced with the challenge of managing the rapidly increasing mobile data traffic and the growing demand for location-driven insights. The company wanted to leverage the big data generated across its mobile networks to better understand human mobility patterns. However, this presented two major obstacles. Firstly, to comply with privacy regulations, Vodafone needed to extract movement patterns on populations, not individuals, necessitating a robust anonymization and aggregation methodology. Secondly, to familiarize customers with working with mobile data, Vodafone needed an accessible interface capable of presenting the true value of these insights. In addition, the company saw a larger opportunity to deliver the first mobile data business solution by combining Vodafone’s data and Location Intelligence.

BBVA Data & Analytics identified a gap in the market to provide location-based insights to small to medium enterprises (SMEs) in Spain, which drive a large percentage of the country's economic activity. They wanted to develop a solution that could answer questions related to Performance Management and Site Planning. Point of Sale (POS) card payment terminals provided a wealth of historical sales data, which was then aggregated and anonymized to ensure statistics on retail activity could not be traced back to individual merchants or transactions of specific customers.

The UNHCR’s Inter-Agency Coordination Unit based in Beirut, Lebanon’s capital and largest city, operates at the epicenter of a complex web of refugee support and response. They coordinate between over 200 organizations, governmental, NGO, and private sector. In order to effectively coordinate, they created 12 working groups, each with a distinct focus area. These working groups, supported by a unified IT infrastructure, create and execute on 4-year plans while also meeting unexpected challenges with rapid response. The refugee crisis, and the support system that has risen up to help refugees in Lebanon, is complex. Unofficial settlements pop-up regularly and the landscape is constantly shifting. Government policies impact refugee settlement status, environmental factors impact refugee safety, shifting populations require constant re-prioritization and resource allocation. While having this data is a great start, for the Inter-Agency Coordination Unit’s working groups to leverage the data towards their 4-year plans, and for emergency service and rapid response efforts, they also need a system that allows this data to be accessed, visualized, analyzed, and disseminated across their 200 partner organizations.

The 7.1 magnitude earthquake that struck central Mexico on September 19, 2017, caused significant damage to the infrastructure of Ciudad de México (CDMX), posing unprecedented obstacles to response efforts. The earthquake destroyed 228 buildings in the city, with many more at risk of collapse, putting even more residents at risk. The immediate aim of the Commission for the Reconstruction, Recuperation, and Transformation of the City of Mexico was to rescue people trapped by the rubble and evacuate others in areas at risk of further collapses. However, the damaged infrastructure posed obstacles in terms of assessing citywide damage. The Commission needed a two-way digital resource where citizens could file property damage reports that provided local officials with crowdsourced data on where to allocate emergency resources.

Endesa, the largest electric utility company in Spain, was looking to grow its customer base and maintain its leadership in the Spanish market. They needed to understand how to best serve their existing B2C customers and how to gain market share from their competitors. Their Business Intelligence team had previously used Microsoft Excel to evaluate their coverage and measure demand in complex models which were not always accessible to business users in other departments across their business. Endesa wanted to make this process easier, using a more intuitive tool to share insights with departments such as Corporate Strategy, Finance and Location Planning.

Telefónica’s Smart Cities and IoT team needed to build a Smart Cities dashboard that could process and analyze data from thousands of Internet of Thing (IoT) sensors as actionable insights to enable their public sector customers to run their cities more efficiently and sustainably. They needed an integrated, FIWARE compliant platform to make large amounts of real-time data accessible to the general public and public administrators through data visualizations, interactive maps, and customized reports. The dashboard would focus on verticals most suited to optimization using IoT technologies: parking, street lighting, waste management, environment, transportation, and service monitoring.

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.

De Hypotheekshop, a leading Dutch mortgage advice provider, needed to adapt to the changing financial market environment, which was marked by a recession and new compliance regulations. The company wanted to operate based on up-to-date information rather than gut feeling. They needed a Business Intelligence tool that could be deployed in different ways: standalone, mobile, in the cloud or on-premise. The tool needed to link to multiple data sources, combining the internal data of De Hypotheekshop with third-party data sources from their growing network of franchisees. This would provide users across the network with insights that would have an impact on the business. Additionally, the company faced the demand for transparency and compliance enforced by the Autoriteit Financiële Markten (the Netherlands Authority for the Financial Markets).

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.

DeLuca Homes, a leading homebuilder in America, was facing several challenges. The company needed to proactively manage complex construction schedules while reducing administrative costs. They also needed to efficiently manage the company’s data needs without overburdening IT. Furthermore, they wanted to streamline supplier relationships based on analysis of real buying trends and buyer preferences. The company was growing and diversifying, and their geographical sphere of development had grown from throughout the mid-Atlantic region of the US, to southeastern Pennsylvania, New Jersey, Delaware, Maryland, and Florida. They had also opened a new regional division in Orlando, Florida, which now accounts for 50 percent of DeLuca Homes’ sales. The company is vertically integrated with in-house capabilities for land acquisition/development, architecture, construction, manufacturing, mortgage, and title. Controlling every facet of the business provides DeLuca Homes with complete control over the end result – to deliver the finest homes in the finest communities.

Deroma, a leading global manufacturer of industrial terra cotta products, was facing challenges in tracking production across the nine companies that make up the Deroma Group. The company needed a solution that could streamline management data and use it constructively in an easy-to-use format. The company's products are distributed by six marketing subsidiaries in Europe, the United States, and China and can be found in all major DIY chains and over 8,000 Garden Centers around the world. With over 2,000 employees and €100 million in revenue, the company needed a robust solution to manage its complex operations.

Devon and Cornwall Police were facing challenges with their previous performance management system, Northgate Information Solutions, which was incapable of meeting the needs of the Force for granular and easily accessible information. The system was outdated and had a disjointed approach between different information systems with no joined up approach for data manipulation, data table amalgamation or presentation. The Force needed a solution that could improve resource allocation, offer better support for intelligence-led policing, and improve information flow between the police and the community.

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.