SPP Pumps had a completely manual processes to manage and schedule more than 60 field service calls a day for their 30+ field engineers. The invoice generation process took up to 14 days to complete, typically. It involved paper forms; signed and then faxed back to the office. Administrative staff had to manually enter work order information into SAP before an invoice could be generated and sent to the customer for payment. There was no guarantee that what was faxed and entered was accurate or complete.

SPP Pumps had a completely manual process to manage and schedule more than 60 field service calls a day for their 30 field engineers. The mechanism of generating an invoice from the field could take up to 14 days to complete. Service engineers filled out paper forms, signed them, and then faxed the forms back to the head office for each service call. Their administrative staff then had to manually enter work order information into SAP before an invoice could be generated. This manual system of filling out paper forms was time-consuming, resulted in many errors, and created cash flow problems for the company. This paper base system also siloed service engineers from the sales teams and the supply chain hindering communication. Often service engineers would show up to sites without the correct parts or leave without being able to identify to the sales team potential business at the customer sites.

The State of Iowa's Department of Administrative Services (DAS) was tasked with maintaining a database of debtors within a vendor-offset program. This required the integration of data from both inside and outside the state's network. In 2007, legislation was passed allowing county and city agencies to add their debtors to the database, leveraging the state's data processing power to secure payments of locally oriented debts. This new program required the database to pull information from dozens of different file types. The challenge was that thousands of files from local agencies were inundating the database with incomplete files and mismatched data.

The transportation industry is extremely fragmented with few standards and common practices. The flaw in the way supply chains have worked since biblical times is that every party in a transaction has partial data. By Truckl's metrics, 1 in 3 truckloads is flawed in some way. The shipment is late, or it never arrives. The order is partially shipped, or the wrong parts are sent. Nobody in the chain has all the data. In total, data gaps in the supply chain cost the world economy as much as $3 trillion. Mobile phone technology has the potential to correct this ancient flaw.

Compassion International, a humanitarian aid child sponsorship organization, was facing challenges with its gifting process. The process was not completely automated, leading to manual re-keying of information, which introduced costly errors and duplicate data. This duplicate data resulted in questionable reporting and made the entire process cumbersome to manage. The lack of information flow negatively impacted the adoption of Salesforce, leading to lost productivity and wasted license fees. The poor data quality also threatened to compromise management decisions.

Intelliflo, a leading provider of practice management software to the UK's Financial industry, was facing a challenge of inefficient flow of business data. Business initiatives were often stymied by a lack of underlying IT development processes to support them. Valuable data was available but often hidden in silos both on-premise and in the cloud. Innovation was inhibited rather than enabled by technology. The company had financial data in NetSuite and customer data in Salesforce, with duplicate data in both. Rekeying data was prone to error and customers were required to access different applications to find needed information. New SaaS applications were not enhancing business processes or supporting growth strategies.

Balfour Beatty Construction, a world-class engineering, construction, services and investment business, was implementing a new ERP system and found that it needed an integration solution to forge a reliable link between new and existing business systems. The company had been using a custom-coded integration solution, but rewriting it to meet the new needs was not feasible due to the required investment of time and money. The in-house scripts used to move data were unmanageable and costly to maintain. The company needed a cost-effective, quickly deployed platform alternative.

WaterAid, an international non-profit organization, was facing challenges with their data management and reporting processes. The organization had to deal with manual oversight processes, duplicate data, and rekeying of information which introduced costly errors. Their data, processes, and systems were fragmented, and development officers were required to access many different applications to get the information they needed. The process of integrating various applications and systems was taking a couple of staff-days to code per month. Synthesizing and reporting information, as well as documenting events and activities, were complex. Graphs were not automatically calculated and needed to be tracked through monthly postings.

Dot Foods, the largest food service redistribution company in the United States, was struggling with legacy systems that created silos of information. The company's accounts, locations, contact, preferred customer communications, and sales history were all caught on IBM technology first introduced in 1979. The company was using AS/400 based custom coded systems which led to duplicate data and fragmentation of data, processes, and systems. This resulted in an unstable digital infrastructure and reporting was slow and prone to inaccuracy. The company needed a solution that would allow them to phase out the AS/400 applications without disruption while improving data quality and reducing manual entry.

Skullcandy, a leading audio brand, was facing challenges with its data management and business processes. The company had been using ad hoc methods to share information between its ERP, web stores, and shipping partners. This approach was proving to be too time-consuming and prone to errors. The company needed to connect its SAP ByDesign system with storefronts and shipping providers to enable visibility between SAP ByDesign, Magento, webshops, and 3PLs. They also needed to interface with SPS Commerce EDI orders from big box retailers like Best Buy and Target.

Ashoka’s Changemakers, a global community-based website, was facing a significant challenge in managing over 130,000 user contacts and matching them with the appropriate foundations and nonprofit organizations. The organization needed to synchronize user data from their website with millions of records in their Salesforce CRM system. The manual entry and data duplication process they were using was creating more problems than it solved, causing many opportunities to slip through the cracks. They needed an automated way to synchronize user data from their website with Salesforce CRM.

Petzl, a company associated with adventure, exploration, and rescue, faced a challenge when they launched their B2B website. They needed an integration tool that would seamlessly connect their backend ERP system with their customer-facing portal. The goal was to provide retailers a real-time look at inventory availability without resorting to lengthy and complex hand-coded integrations. Additionally, they needed to connect ERP data with both the B2B customer-facing portal and Salesforce CRM, provide ongoing real-time synchronization of data, and provide a single view of all account data within Salesforce for access by sales team members.

ACAL BFi, a pan-European technical distributor, was facing challenges with its existing coding-based integration system. The system was proving to be unreliable and required too many technical resources, making it unmanageable as the company looked to scale. The company needed a standard platform to reduce the costs and resources required to provide a single view of the company’s ERP and CRM data. The integration was key to reliably and efficiently allowing ACAL BFi to see a 360-degree view of their customers and inventory, whether their users were working out of their JD Edwards ERP or Netsuite CRM applications.

In late 2016, Esri UK faced a data integration challenge. There was a specific use case the company needed to support, with multiple data sources that needed to be connected together to better manage and report on key business information. They needed to pull down information on technical support cases, product utilization statistics and licensing, which was all in several different systems. Their existing software could not support the technical requirements of these integrations. They wanted to connect to multiple API web services using SOAP/XML with the ability to pass dynamic values in the header segment. With just a small team and without the necessary software development skills to build the required solution in-house, Esri UK was not able to support such a deployment and needed to look elsewhere.

Hanson Wade, a company that organizes business conferences and community events worldwide, was facing challenges with its existing middleware platforms. These platforms were initially used for smaller integration workflows between Salesforce and the chat communication platform. However, as the company sought to build more complex integrations and scale the capabilities of these platforms, they started to encounter limitations. The company was dealing with data trapped in information silos, manual and error-prone data entry, restricted visibility over registration data and touchpoints, delayed financial reporting, and a system that was not scalable.

ZirMed had an aggressive timeline to move their homegrown customer support ticket system to Salesforce. Along with migrating data from their 10 year old customer support application, ZirMed wanted to synchronize all customer data to Salesforce. This would allow their operations team to access all the data they needed from within Salesforce, whether or not it was originally created in ZirMed’s homegrown application. The challenge was to migrate customer support data from a 10 year-old homegrown application to Salesforce and synchronize data to allow operations team to access all customer information within Salesforce. They also needed to provide a robust but easy to maintain integration platform that does not require outside experts.

Quiet Logistics, a Fulfillment to Consumer (F2C) provider, needed a solution to integrate various eTailer client systems with their own Fulfillment Management System (FMS) without altering internal or external business processes. Each client had a unique system and process, making custom code an unscalable and unmanageable option. The company required an easy, yet powerful integration platform to standardize these processes. The challenge was to onboard new eTailers with unique systems and business processes without requiring custom integration. The maintenance of the system also needed to be simple.

RXBAR was experiencing rapid growth and needed to make their shipping process more efficient and automated to keep up with demand. The company was relying on manual processes to put shipment bids out to their trucking partners, which often led to delays. Data was not always available to sales and customer service representatives when they needed it most. This hindered internal adoption of the company's new Salesforce CRM system, making it even more difficult to accurately assess and improve the sales and shipping process. RXBAR needed to provide all departments with a 360-degree view of the product across all systems.