Domo

audibene, a rapidly growing hearing care company, was struggling with the volume of data generated by their online tools. They needed a way to effectively track, visualize, and act on their marketing and sales data. Despite using Tableau as their central business intelligence platform, data was still being used and stored in silos across the business via Excel sheets and third-party tools like Salesforce. These third-party solutions lacked the structure and functionality to easily analyze data, leading to low adoption rates across the business. The siloed data also led to longer and more complex decision-making processes. audibene wanted to bring data to the masses and provide greater transparency across departments, but they needed a platform that could help drive adoption rates and self-service usage.

Velasca, a direct-to-consumer brand, faced several challenges. These included gathering the right data to know who buys which products and when, collecting omnichannel insights from both online and offline channels, managing inventory and adjusting production to meet changing demand, analyzing customer service to gauge customer needs, pain points, and solutions, and monitoring performance marketing to better build and optimize campaigns in real time. Despite having multiple data tools, they struggled with siloed data that couldn't be synced across teams and platforms, manual processes that wasted valuable time and resources, supply chain problems that threatened to interrupt the direct-to-consumer experience, and out-of-date analytics that were not readily available or usable.

In 2014, Sears Auto Center was facing declining sales and margins. The company had useful operations data, but it was inconsistent, difficult to analyze, and open to misinterpretation. The operations performance, particularly at the regional retail level, was difficult to analyze. Different management layers had different reports, and even shared data was open to misinterpretation. In a competitive business environment, static monthly reporting was not dynamic enough to enable Sears Auto Center to respond to in-market regional trends. When a location’s business was struggling, it was tough to fix things when you couldn’t agree on what the data tells you.