The Union League Club (ULCC) is a private city club that offers a wide range of hospitality services. It uses multiple systems to track data related to membership, finances, guestroom availability, event planning, inventory, and other aspects. The ULCC has three main systems that handle membership data, and various facilities and services offered to the members. All the three systems work in unison to provide a complete picture of membership and club activities data. This enables to the ability to extract actionable insights to effectively manage resources, finances, and membership services, for better member experience. To achieve this, the Club must use a data integration solution to move and orchestrate data between MySQL and Oracle databases. The solution also helps in mapping specific tables from each system to keep them up-to-date and consistent for use in further analyses.

The Michigan Education Association (MEA) was facing a major challenge with its manual data extraction and integration process. The association received invoice data from a third-party vendor via an SFTP server. This data, contained in a zip folder, had to be downloaded, unzipped, and loaded into an MS SQL transactional system. The zip folder contained different types of files, including CSV and flat files, often with thousands or millions of records. Without an automation tool, the team at MEA had to download the individual files, set up flows, and execute the integration process manually. This was a time-consuming process. Additionally, MEA only wanted to insert records that had been changed or updated into the MS SQL transactional system, which was a challenge without a tool to facilitate the process.

The Finland-based engineering and service company, a global leader in the manufacturing of escalators, elevators, automatic doors, and moving walkways, faced a significant challenge in processing claims for maintenance and servicing on broken or faulty parts. The company's after-sales team had to manually sift through entire agreements to find out whether a customer is eligible for its under-warranty services. The biggest challenge was extracting coverage and exclusion information from 40,000+ contracts manually. Each contract contained heavy legal verbiage that spanned up to 250 pages. It took anywhere between several hours to days for the paralegals to review each contract and draw out a synopsis for claim eligibility. Due to the sheer volume of contracts and lack of resources, reviewing every document with precision and verifying customers' claims would've taken the team thousands of man-days.

GaP Solutions, a retail solutions provider, was facing challenges with its invoice processing system. The company received around 3,000 invoice variations from vendors in various formats, all containing unstructured data that needed to be transformed into a structured format for further processing. The company had to process 6,000-10,000 files monthly, with employees manually inputting invoice data into their store systems for payment processing, reporting, analysis, etc. The existing invoice processing approach was inefficient and slow, leading to higher processing order time. GaP Solutions tried multiple data extraction solutions but experienced several issues pertinent to data transformation and quality. The company couldn't afford sub-optimal data extraction performance as it would lead to inaccurate payment processing and reporting.

Alshaya Group, a leading name in international brand franchising, was looking to overhaul its existing legacy data architecture as part of its digital transformation journey. The company aimed to implement modern retail and merchandising solutions for better order, inventory, and warehouse management across all their locations. The primary focus was to deploy a standardized data migration framework that could intelligently handle the high volume and velocity of historical data belonging to each brand category. The company opted for a hybrid cloud approach to achieve this objective, which required moving historical data from its legacy ERP systems into an enterprise data warehouse and making trusted data available for real-time analytics through cloud applications. However, Alshaya Group faced challenges in all three key foundational areas of digital transformation: people, process, and technology. The company didn't have the technical resources, dedicated processes, and the right technology stack to build and sustain a standardized framework for moving historical data to its enterprise data warehouse.

AutoZone was faced with the challenge of managing 'first-mile' production visibility across a diverse international supplier base. The company needed a solution that could provide comprehensive visibility and control over its global production and transportation processes. The challenge was further compounded by the need to integrate the solution with AutoZone's existing legacy ERP system without requiring extensive reprogramming.

DevicePilot's customers, such as POD Point, have connected devices deployed in the field, and services are delivered on top of these devices. The challenge was to ensure that these services are delivered effectively and efficiently. Initially, the company needed simple notifications to be distributed to various platforms like email or Slack. The next step was to integrate tickets into the service management platform, which required bidirectional programmatic links with the customers' ticketing CRM system. This was a time-consuming process, taking around 10 minutes to create a ticket manually.

Monica Vinader, a global demi fine jewellery brand, was facing a challenge in handling integrations. As a data-driven and tech-enabled company, they were focused on optimizing their customers' experiences as well as their own operational processes. However, their existing method of handling integrations was proving to be inefficient. They were using marketing automation software or using their resources to maintain their systems, which resulted in long waiting and development time. Their initial problem was that they were replatforming their CRM email tool and needed a method to address the abandonment email use case. They needed to find a solution to help solve this; whether it was a separate vendor, such as a marketing automation tool, an off-the-shelf product where JavaScript code was added to their website, building it themselves with their own development team, or see what is on the market in terms of toolkits for building flows to manage data pipelines.

Leadoo, a conversion optimization platform, was facing challenges with customer integrations. As they help their customers generate and convert more leads, they wanted the Leadoo service to integrate seamlessly with their pre-existing processes. Prior to using Cyclr, Leadoo dealt with these integration requests in two ways: sending the information for how to achieve the integration to the customer, relying on the customer fulfilling and correctly setting up their integration on Zapier themselves, or directly creating the integration for their customer inside their own Zapier account. This required some back and forth to scope their user's integration requirement and Leadoo to get the customers credentials and authenticate on their behalf.

The client, a leader in the international movie industry, had recently expanded its chain of movie theaters in the United States. The US corporate marketing team needed comprehensive profiles of 11 key markets to set strategic directions and develop market-level tactical plans. Local operators also needed fact-based profiles of their current and potential customers, as well as the breadth of competitive entertainment opportunities their customers could choose from. Due to tight budgets, all information was drawn from publicly available sources.

Ad Blockers are a significant threat to digital advertising. The use of Ad Blockers by phone and operating system manufacturers, such as Apple's announcement to add an Ad Blocker feature in its new iOS 9, has raised concerns in the Advertising Industry. In July 2016, the client was finalizing its media budgets and needed to ascertain the latest market trends and threats to make an informed decision about advertising. The client sought to understand the potential threat from Ad Blockers across specific geographies and its impact on their advertising.

The client, a global hi-tech and cloud solution company, had recently migrated from Adobe Marketing Cloud to Google Analytics and required assistance during the migration effort. They were running more than 50+ campaigns a week and wanted to understand the efficacy of their omni-channel campaign efforts. They aimed to create and run comparative dashboards for key site sections and pages, pilot, iterate and operationalize dashboards with insights to answer business questions related to digital pathing analysis, campaign efficacy measurement, and marrying campaign and digital path data to create customer personas/segments.

The client, a top 15 pharmaceutical firm globally, was facing challenges with their existing reporting system. The processes were cumbersome, manual, and time-consuming. Despite having a plethora of data sources, there was no defined analytics architecture. The client wanted to capture all the geo and product level data at a central location for easy competitive and comparative study.

The client, a US-based technology company, wanted to track and measure the performance of its online campaigns. They were interested in understanding the efficacy of their online research base campaigns and video games performance. The data they wanted to analyze included creating awareness of their gaming product in the US and UK, finding out how many users use their gaming product app, analyzing how many users purchase the product, and identifying how many users have heard about various video games. The challenge was to extract and analyze this data in a meaningful way to inform future business decisions.

Mobiles/smartphones are a commodity today with multiple brands – both global and local – selling around 25,000 new models in the market at all perceivable price-points. While original equipment manufacturer (OEM), such as Apple sell devices in the millions with minimal effort, it is a herculean task for other OEMs to get a buyer to select their device – unless differentiation is shown to the buyer that is peerless and value that is unparalleled. In order to develop a unique customer experience that included the device and accompanying service, the client wanted to understand the various pain points experienced in their mobile journey.

The client, a leading pharmaceutical company, was looking to formulate a promotional strategy for two new anti-diabetics. The strategy was to be based on sentiment mapping and unmet needs analysis using social media. The scope of the project included various online social media channels such as blogs, microblogs, forums, meta-sites, and video- and image-sharing sites, with a geographical focus on the US.

In the hyper-competitive telecom world, the client needed to find a cost-effective and efficient way to keep their divergent teams abreast of news, rumors and published research findings related to competitor product offerings, rate changes, and network developments. In addition, they needed assistance with more strategic, market opportunity assessments to fuel their new product development process. Internally, their small team struggled to find, review and distribute information consistently, even though late breaking market developments often had an immediate impact on their strategic initiatives.

The client, a major technology company, was implementing changes around the different sales outlets to overcome competition and embrace the changing landscape. They replaced a few pre-existing brands with a single easy-to-carry, less space-occupying product across the major U.S. electronic/technology retailers for all the states. This step was taken as the company was facing issues like increasing instances of malicious downloads and difficulty in storage and use. The client wanted to conduct a deep dive study to understand the effect on sales due to these changes. They also wanted to breakdown the effect by different regions and products to develop a deep level understanding of various factors. This analysis will help the company evaluate the new strategy and hence formulate the future roadmap.

The client, a leading CPG company, had limited access to customer behavior, preferences, and need states based on primary MR data. They wanted detailed insights into key attributes such as need states and consumer preferences, opportunities for product innovation, enriching the existing consumer database using social data and mapping it to DB, and using the platform for direct marketing and 1:1 customer mapping. The challenge was to define the exact requirements which the solution should fulfill, identify different demand spaces for client products and attributes, and configure the platform based on client needs.

The client, a leading technology company, was facing several challenges. They wanted a unified view of their customers across different business lines – B2C, B2B, EPP and B2V. Insufficient customer details and incorrect data was leading to inaccurate customer targeting causing low customer conversions. Lack of integration among different databases and inability to link data among them hampered plans to create a centralized database and “single view of the customer”. They were also unable to measure the efficacy of their marketing plans.

The client, a leading US PC manufacturer, had over 80,000 web pages spread across 15 domains and multiple languages. This vast digital presence led to data integrity challenges in the implementation of Adobe SiteCatalyst. There was a lack of coordination between the site and analytics teams, resulting in inconsistency and errors in tagging. Business partners frequently found questionable data, often without any explanation, leading to a distrust of the numbers shown by the analytics team.

The client, a large print provider, was facing a challenge in evaluating potential partners. Despite having a strong portfolio of products and processes, and heavy investment in state-of-the-art technologies, the client lacked established metrics for assessing potential partners. The client wanted to ensure that any investment in a trade partner would be mutually beneficial. However, to make insightful decisions, they first needed to understand what was important to their end customers and how those customers used their services and products.

Blueocean Market Intelligence was tasked with providing a comprehensive analysis of a Chinese internet and communications company. The client, a leading multinational technology and consulting corporation, was considering a potential partnership or acquisition with the Chinese company. The challenge was to gather and analyze relevant information about the Chinese company, including its profile, customers, competition, product strategy, go-to-market strategy, focus on emerging technologies, and investment and merger and acquisition activities. The data availability for China was limited, adding to the complexity of the task.

The client, a large US public utility, was looking to develop an engagement scoring system for profiling highly engaged residential customers as input to product/service marketing efforts. The challenge was to measure engagement based on the number and importance of interactions by the customer with the utility on four different dimensions. The goal was to establish a distinct segment of most engaged customers for targeted marketing of new product offers and ways to increase interaction with and convert less engaged customers.

The client, a leading US-based prepaid telecom operator, was facing a challenge in the rapidly evolving telecommunications industry. Customers were demanding more control over their service subscriptions and the amount they pay, moving away from traditional 'one-size-fits-all' pricing plans. They were looking for customized plans that met their individual needs and price points. This trend forced prepaid cellular operators and Mobile Virtual Network Operators (MVNOs) to offer 'create-your-own' plans. As the customer base became more demanding, mobile operators needed to regularly innovate with their pricing plans to attract new customers and encourage loyalty among existing ones. The client wanted to offer an attractive pricing plan that would keep them ahead of the competition and avoid getting caught in the pricing conundrum.

The client, a large US public utility, was facing a challenge in understanding the key drivers that influence the propensity to enroll in their program. They wanted to identify which residential customers are the best prospects for the program and optimize campaign costs by targeting the best subset of prospective customers. The traditional response rate of program participation was 4%, and the client wanted to increase this rate while decreasing mailing costs.

The client, a large technology company, wanted to better target profitable segments for acquisition and enhance engagement with their profitable customers to drive digital utilization. They also wanted to propagate engagement to drive customer brand advocacy. The company asked Blueocean Market Intelligence to create more personalized engagement initiatives based on digital profiles. They specifically wanted to avoid one-size-fits-all approach in the marketing campaigns and consider customer preference in defining engagement models.

The client, a leading devices and services company in the IT industry, recognized the potential of predictive maintenance in transforming their strategic and operational environment. However, due to the industry’s infancy, the client faced challenges in understanding the competitive dynamics and the impact of predictive maintenance on their business. They wished to gain insights into the market landscape of predictive maintenance offerings, including details such as key vendors, company background, details of offerings, launch timelines, use case stories, industry focus, and list of customers.

The client, a large US public utility, was looking to develop an engagement scoring system to profile highly engaged residential customers. This was intended to serve as input for their product/service marketing efforts. The challenge was to measure engagement based on the number and importance of interactions by the customer with the utility on four different dimensions. The goal was to establish a distinct segment of most engaged customers for targeted marketing of new product offers and ways to increase interaction with and convert less engaged customers.

The client, a leading US-based prepaid telecom operator, was facing challenges in the fast-changing dynamics of the telecom industry. The trend of customers wanting greater control over their service subscriptions and the amount they pay was making the traditional “one-size-fits-all” pricing plans obsolete. Customers were looking for customized plans that met their individual needs and price points, including personalized offers. This trend was compelling prepaid cellular operators and Mobile Virtual Network Operators (MVNOs) to offer “create-your-own” plans. As the customer base of prepaid plans continued to grow and become more demanding, mobile operators needed to regularly innovate with their pricing plan(s) to attract new customers and encourage loyalty among existing customers. The client wanted to offer an attractive pricing plan that would keep them ahead of the competition and avoid getting caught in the pricing conundrum.