EBP Supply Solutions, a commercial cleaning and food service supplies provider, was facing significant challenges with their document management processes. The company, which serves customers in the eastern United States, was struggling with an inefficient reporting process. Reports were printed on green-bar paper and manually delivered to recipients in three different buildings. The company's 50 sales representatives would receive several hundred-page reports from their IBM i (AS/400, iSeries) system, which had to be manually separated and distributed. Additionally, EBP was dealing with a high volume of document printing, with every order requiring a delivery ticket and an invoice. The company was also printing several thousand AR statements per month, all of which had to be printed out individually, resulting in tens of thousands of documents each month. The finance department was also overwhelmed with requests for proofs of delivery (PODs), which required a time-consuming process of printing, scanning, and emailing documents.

Focal Point Lights, a Chicago-based architectural lighting manufacturer, was facing challenges in a competitive industry. The company was growing and needed to be more competitive and easier to do business with. Their computing environment consisted of running EnterpriseOne from Oracle across Windows and iSeries servers, as well as custom apps servers, including VB and .net. Before the arrival of Camillo Catuara, Applications Development Manager at Focal Point, the organization was scheduling everything manually on the iSeries servers. This method was inefficient and lacked versatility. It was an extensive process to prepare for month-end, and there was no way to send alerts for issues unless someone was constantly monitoring the system. The business would have to put all month-end jobs on hold, and upon release, the team would have to monitor the process while it ran all night long. This extra effort required the company to hire consultants just to monitor month-end batch jobs.

Frontline Technologies, a market leader in workforce management software, heavily relies on SQL databases for its applications. However, the company faced several challenges with SQL's native tools. Firstly, SQL Server Agent required granting extensive database permissions to users such as developers and support staff, which was a security concern and consumed significant staff time. Secondly, SQL Server jobs were prone to blocking, where one process fails due to the consumption of a critical resource elsewhere on the system. This was a common issue when interacting with SQL at the application level. Lastly, using native SQL tools for disaster recovery did not provide Frontline with an acceptable standard of synchronization. The company required an alternate production database to be up and running within 15 to 30 minutes in case of a disaster recovery event. However, with SQL Scheduler, jobs were never 100% in sync and required manual copying of jobs, risking the loss of recent changes.

Humphrey Products Company, a Michigan-based pneumatic valve manufacturer, was grappling with an outdated Windows-based document management system (DMS) that had limited functionality and still required hard copies for document routing. The situation worsened when Microsoft acquired the software they had been using and discontinued its support. The company was in dire need of a more robust DMS, particularly for managing their engineering drawings. They required a centralized storage location and version control to ensure that workers on the shop floor were using the latest drawings to create the valves. Additionally, the Accounts Payable department was heavily reliant on manual processes, which was time-consuming and inefficient.

Meissner Manufacturing, a leading swimming pool and spa filter element manufacturer, faced a significant challenge in managing their accounts receivable (AR) portfolio. After outgrowing an outdated ERP system, they adopted HarrisData Software to manage and integrate their business functions. However, due to their industry's unique payment terms, they required a configurable business intelligence software to complement HarrisData. The software needed to enhance their ability to access data and quickly create reports tailored to their unique processes. The lack of quick access to data was slowing down Meissner’s ability to identify customers with the highest debt, overdue invoices, and other crucial information for running a successful business.

The Merchant Bank of Sri Lanka & Finance PLC (MBSL) is a leading financial services provider in Sri Lanka, serving 21 million islanders through its 49 branches and service centers. As the bank grew, so did its transaction volume and workload. The bank's IT team, led by Chamara Withanachchi, was manually entering and running jobs on the system, which led to increasing inconsistencies. The manual operations were not only inconsistent but also delayed branch openings, affecting the bank's efficiency and customer service. The challenge was to improve consistency and reliability, reduce errors and operational cost, and streamline processing without increasing the headcount.

Merchant Bank of Sri Lanka & Finance PLC (MBSL) is a leading financial service provider in Sri Lanka, with over 40 branches across the country. The bank's core banking system is the IBM i, a powerful operating system known for its robust security mechanisms. However, the bank faced challenges in ensuring maximum security and compliance, particularly in mitigating the risk of internal security breaches caused by powerful users or administrators. The bank also needed to comply with the Baseline Security Standard and Regulatory Framework on Technology Risk Management and Resilience for Licensed Finance Companies issued by the Central Bank Sri Lanka (CBSL). Furthermore, MBSL needed greater control and visibility into user activities, such as accessing, downloading, and uploading data. The bank also faced challenges in managing access to sensitive data, reducing the time spent on password resets, and generating audit reports efficiently.

Mercury Financial, the largest non-bank credit card company in the U.S., was facing a significant challenge in securely transferring files. As a financial institution, it was crucial for them to protect consumer information, a key component of their customer service and a significant factor in their reputation risk. Moreover, they had to adhere to strict compliance regulations, notably the recently updated Payment Card Industry Data Security Standard (PCI DSS). Their existing data loss prevention (DLP) solution was slowing down their operations, making it difficult for them to transfer files securely and efficiently. The challenge was not only to ensure secure file transfer but also to ensure that the data within those files was compliant and well protected.

A leading global professional services firm was grappling with the challenge of high processing time for new hires, particularly during peak onboarding seasons. The firm was heavily reliant on traditional manual onboarding processes carried out by their HR, IT, and facilities teams to recruit their clients' contract resources. This reliance on manual processes made the onboarding experience clunky and inefficient. The onboarding process is crucial to a new hire's success and longevity within the organization, and this is even more critical for remote employees who have fewer opportunities to organically integrate into the company processes and culture.

In the face of severe weather events or other emergencies, organizations often rely on external parties for support. However, choosing the right partners who can deliver under pressure and understand the specific needs of the organization is a significant challenge. This was the situation faced by Texas Children’s Hospital, one of the largest pediatric hospitals in the country. The hospital needed reliable third-party vendors who could provide actionable insights and support during emergencies. The challenge was not only about the contractual obligations of these vendors but also their ability to understand the hospital's needs and deliver when required. The hospital needed partners who could be trusted to provide accurate information, especially during severe weather events, and who had a national presence and could draw on a wide range of resources.

The case study revolves around the challenge of ensuring business continuity and effective emergency management in healthcare organizations. The primary responsibility of managing these aspects often falls on individuals who already have other roles within the organization. The key challenge is to get senior management on board with the importance of emergency planning and business continuity. This is often difficult as senior leaders may not fully understand the difference between emergency management and business continuity. Emergency management is about reducing vulnerability to hazards and coping with disasters, while business continuity is about ensuring operations and core business functions are not severely impacted by a disaster or unplanned incident. Another challenge is to understand the business drivers and determine which parts of the business need to be brought back online first in the event of a disaster.

The aviation industry is significantly impacted by changing weather conditions, especially in regions with diverse climates like Brazil. These volatile weather events, including strong winds, heavy precipitation, and intense storms, can cause flight delays, cancellations, and in extreme cases, grounding of all flights. Azul Airlines, Brazil's largest airline, operates in over 150 locations across the country, making it a challenge to monitor and adapt to changing weather conditions at each airport. The safety and efficiency of their operations are paramount, and the lack of accurate and timely weather information can lead to operational disruptions and potential safety risks.

The Northeastern U.S., particularly states like Massachusetts, is often hit by severe winter weather, including heavy snow, ice accumulation, and freezing temperatures. In 2022, the greater Boston area experienced four major winter storms, one of which dropped a record-setting 23.6 inches in a single day. These winter conditions pose significant challenges for municipalities in terms of staffing, snow removal, maintenance, and asset management. Pat Hill, Commissioner of Public Works for the City of Brockton, and Joe Flanagan, Director of Public Works for the Town of Dedham, are responsible for managing these operations. However, without precise information on when precipitation will start and stop, they were often left guessing when and for how long to staff crews, secure equipment, and close roadways, leading to inefficiencies and unnecessary costs.

Ford Performance Racing, a prominent player in the NASCAR circuit, was seeking ways to gain a competitive edge over other racing teams. The challenge was to find a solution that could help them harness the impact of weather on racing performance. Factors such as wind and surface temperature significantly affect vehicle performance and, consequently, the outcome of races. The team needed a platform that could provide them with world-class weather intelligence and data, not only to improve their racing performance but also to enhance the operational efficiency of the logistical and setup tasks involved in touring the NASCAR circuit.

Ford embarked on a three-year study to explore the potential of commercial plug-in hybrid electric vehicles (PHEVs) in enhancing air quality in urban centers, providing a solution for eco-friendly city transportation. The study involved collecting over 400,000 kilometers of data, using Ford Transit vehicles as municipal and commercial fleets in London, Cologne, and Valencia. The primary objective was to understand how geofencing and blockchain technology could be used in conjunction with electric vehicles to improve urban air quality. The challenge was to find a way to trigger zero-emissions in specific areas, improving air quality where it was most needed.

In the face of increasing climate-related disruptions, understanding the impact of weather on business operations has become crucial. From supply chain disruptions to predicting demand for certain services, weather patterns can significantly influence business outcomes. However, the challenge lies in making this weather data accessible and understandable to everyone in an organization, not just meteorologists. This is particularly important for businesses like hardware stores, which need to match historical weather patterns with purchasing patterns to optimize their inventory. Similarly, industries like construction and travel, which are heavily influenced by weather conditions, need to incorporate weather intelligence into their planning and decision-making processes.

Insurance companies often face the challenge of dealing with a high number of claims, especially during damaging weather events. These claims can cost millions of dollars and can negatively impact the customer experience. Customers usually interact with their insurance companies only during the claims process when their property has been damaged. This reactive approach to customer service can lead to dissatisfaction and a lack of engagement. Furthermore, insurance companies are particularly concerned about weather events that cause property damage, such as hurricanes, floods, and windstorms. These events can lead to a surge in claims, putting a strain on resources and potentially impacting the company's bottom line.

Shipt, a delivery service provider, operates in over 5,000 U.S. cities, reaching 80% of households. Their business model is not just about delivering items from one point to another, but also about providing a world-class service that delights customers. However, weather is a significant variable that impacts their delivery operations. Precipitation can cause unexpected spikes in demand, and winds can make it difficult for drivers to navigate routes safely. This wide reach and commitment to customer satisfaction and Shipt Shopper safety make adapting to the ever-changing forecast a critical yet challenging part of their operations.

UK Power Networks, serving 19 million people across 8.3 million homes and businesses, faced a significant challenge in meeting the growing demand for new levels of support and services. The rising global energy prices, the pandemic, and recent climate events have increased the number of customers facing vulnerability. The company had to tackle the climate crisis by connecting renewable energy, electric car chargers, and low carbon heating. They also had to improve services to meet customers' evolving needs and go above and beyond for the communities served. Furthermore, they had to support customers in vulnerable circumstances. The challenge was to quickly and efficiently transform their services to meet these demands.

One of the world's largest family-owned agricultural companies, with 350 branches, was grappling with inventory issues due to inaccurate forecasting. This resulted in high costs and an aging inventory. The company had to place product orders, such as crop seeds, a year in advance for each season. However, the forecasting was poorly done due to reliance on lagging indicators to predict demand, leading to a large write-off of seasonal inventory. Additionally, the company was unable to control total inventory costs due to poor planning and sub-par scenario modeling. The company also lacked planning knowledge, with key decision-making processes being disconnected due to multiple sources of data, disconnected analyses, and an immature planning system.

BluePulse, a leading maritime data analytics company, was faced with the challenge of helping reefer container ships save energy costs and reduce carbon emissions. The traditional Great Circle Navigation practice, which involves sailing the shortest distance between two points on the planet, was not always the most energy-efficient. BluePulse needed to test over a thousand shipping paths to identify the most optimal one for reefer energy saving and fuel consumption. To do this, they required global, reliable weather information to add to their digital energy simulation twin.

Arkansas Children’s Inc., a health care system dedicated to caring for Arkansas’ 700,000 children, faced a significant challenge in managing weather-related emergencies. With facilities located across the state, the organization was particularly vulnerable to tornadoes, which consistently ranked among the top 10 threats in their annual hazard vulnerability analysis. Their existing inclement weather plan primarily focused on tornado response, leaving a gap in preparedness for other weather events such as winter storms and severe thunderstorms. The organization also had to be prepared for an influx of patients evacuated from areas impacted by tropical systems. The decision-making process during weather threats, which affected the safety and comfort of patients, families, and employees, required coordination across multiple departments. The emergency management team struggled with predicting the impacts of severe weather, often spending late nights monitoring weather apps and radar for potential threats. The lack of expertise in interpreting and applying weather data from disparate sources was a significant source of stress.

Flexential was facing a significant challenge in effectively and efficiently following up with leads. The company was primarily using drip campaigns, which only pushed information to inbound leads. However, this method was not providing any data to indicate any other follow-up. The company needed a solution that was not only effective but also scalable, given the large number of leads and the company's growth trajectory. The lack of a robust follow-up system was potentially leading to missed opportunities and inefficiencies in the company's marketing efforts.

OptionsANIMAL, a leading financial education company, was facing several challenges in managing their leads. The sales team was overwhelmed with the number of leads coming from webinars and other sources, leading to many high-quality leads falling through the cracks due to resource gaps and time constraints. The sales team was also missing opportunities with prospects who were eager to buy, leading to a decline in the opportunity conversion rate. Furthermore, the process of managing the pipeline was a manual and time-consuming task, with no consistent email follow-up cadence. This lack of a systematic approach was causing high-quality Sales Qualified Leads (SQLs) to stall at the bottom of the sales funnel.

Talend, a leader in cloud and big data integration software, faced the challenge of effectively engaging lower-quality leads to drive customer wins. The company's core business is centered around data, and they wanted to ensure that their marketing technology stack was as rigorous as their core offering. Adam Benitez, Marketing Operations Manager at Talend, was looking for new technologies that could help his team maximize lead generation and conversion. Initially, there was skepticism about Conversica, a new technology, and how it would fit into the company's overall strategy and framework. There were concerns about it being similar to Marketo, their existing marketing automation platform, and whether the investment would be a waste of time and money.

Allen Samuels Chevrolet Buick GMC, a full-service dealership located in Hearne, Texas, prides itself on creating lifelong relationships with its customers. However, when the company acquired Derek Scott Auto Park and inherited its customer base in 2016, they faced a significant challenge. With the increase in sales and service volume at the new store, it became increasingly difficult to keep up with customer communications. The company found it hard to ensure that each customer received the attention they deserved. The traditional methods of communication such as phone calls, emails, and letters were not sufficient to manage the increased customer base. The challenge was to manage continuous follow-up with customers for service appointments and ensure customer satisfaction.

Assure Funding, a company that works with lending partners to provide loans and capital advances to businesses, faced the challenge of cost-effectively qualifying prospects for funding, reengaging previously interested leads, pursuing leads purchased from third parties, upselling other services, and renewing existing customers. The company's model meant that more was riding on the process of qualifying, pursuing, and closing the deal with prospective clients. The company had been meeting its funding goals by employing inside sales staff to fill three key sales positions: an opener, a chaser, and a closer. However, the chaser’s role was the most time-consuming, often requiring multiple contacts with clients to gather necessary information. This manual process was adding significantly to the company’s overall cost per sale.

Top Hat, a cloud-based teaching platform, was facing a significant challenge in managing and responding to the large backlog of inbound leads in their database. The company was receiving thousands of leads every month from multiple channels, and it was the responsibility of the sales reps to manage these leads as they came in. However, due to the high volume of leads and the limited number of sales reps, it was not always possible to promptly follow up on these leads. Furthermore, the marketing team, which was small in size, found it nearly impossible to track the progress of each sales rep's inbound leads. The leads were assigned to a sales rep based on the location of the school at which they taught, but sometimes the rep was unable to follow up right away due to being on campus, meeting professors, or on vacation. This resulted in the leads sitting idle and the list of inbound leads growing continuously.

Star2Star Communications, a leader in unified communications, faced a significant challenge in identifying opportunities from their inbound leads. The company used a channel sales model, relying heavily on partners and resellers. Their primary method for generating leads was capturing information from businesses visiting their website. However, reaching the right partners and convincing them to market Star2Star’s offerings was a challenge. The company also marketed through onsite events and cold calling, but this approach was inefficient and failed to provide measurable intelligence regarding which prospects were ready to join or who were at least intrigued versus leads that were not interested. The company recognized that their sales operational model needed to be modified and enhanced to reduce the amount of time it took to get to an answer, be it a positive or negative response.

SecureAuth, a leader in adaptive access control solutions, was facing a challenge in identifying new prospects with a propensity to buy and re-engaging qualified-but-stale leads. The company had a robust lead generation program in place, which included multiple channels such as third-party webinars, content syndication, sponsorships, PPC, company-hosted webinars, and lead generation through the company’s website. However, the increased flow of leads required a consistent and continuous qualification and engagement process. The company was struggling with identifying qualified, ready-to-purchase prospects and ensuring consistent follow-up. The sales reps were spending too much time on cold prospects and not enough time on hot leads due to the lack of clarity on which leads were more likely to convert. Furthermore, the company found that it was not making enough outreach to engage leads or understand where prospects were in the sales funnel.