Michael says data streams included CSV, Excel, or Salesforce along with donations over time, who gave how much, when they gave it, and in what fundraising program. What may have looked like a very straightforward, neat, and organized Excel document from a foundation, actually possessed a great deal of insight that could be derived from it if the data was manipulated strategically. Michael’s goal was to dig into what donations amount to loyalty, how contributions come in, renewal rate, weight of attrition, and much more. On top of this, because CESM is looking at time series data and is able to look at time analysis, like seasonality or cycles of giving, there were even more insights to be discovered. However, after many days of work, all Michael could say was, for example, 'in 2006, your renewal rate was 60%.' Looking at data that was static, he was unable to go further without putting a lot more effort into it. It was time to find a better solution, and that is where Sisense came in.

Advocate’s old system had problems with speed and scalability. It could take multiple hours to produce an extract, often timing out during the process and failing. On top of this, it was very slow to refresh, was dated, and most importantly, could not handle their growing amounts of data.

The Arizona Department of Health Services faced significant challenges in quickly analyzing data from newborn screenings. The process was labor-intensive and relied heavily on Excel spreadsheets, making it difficult to identify trends and quality issues in a timely manner. This delay in data analysis could lead to serious health consequences for newborns, as early detection and treatment of disorders are crucial. The department needed a more efficient and user-friendly solution to manage and analyze the data effectively.

Bold collects a huge volume of data, currently 60TB, and actively analyzes 2TB. They provide subscription-based services, including resume builders, cover letter builders, interview prep, job postings, and worker postings. Each subscription has different frequencies and levels that need to be tracked. They wanted to see which subscription types were getting renewed the most, which products were being purchased the most, and the most effective model for connecting employees to employers. Their existing tool for visualizing transactional data was not meeting their needs. Balaji Jayapal, Head of BI and Big Data, sought a better way to manage their 2TB of transactional data and visualize it effectively.

Casumo employees were not able to create their own business reports without the assistance of the data team and lacked information about crucial departmental KPIs. Emanuele decided it was time to move beyond time-consuming manual reporting, creating a forward-thinking approach to company data with standardized reporting and a centralized BI system. This would allow company employees to successfully integrate their own data sources and develop easily understood business reports, complete with data drill-down and ad-hoc reporting. After discovering Sisense online, Emanuele decided to move forward with a free trial. He was immediately impressed with Sisense’s ability to quickly connect to its Amazon Redshift database and crunch data into the Elasticube. The performance was significant, allowing him to generate useful reports on the very first day. Sisense gave Emanuele an end-to-end solution for ETL and reporting. He found that with just one hour of introduction to Sisense for his users, they were able to build their own dashboards and start getting the insights that they needed to effectively do their job, with minimal support from his staff.

With the vast amount of data that CTSI was pulling in each day through millions of invoices and bills, they wanted to find a system that could visualize this data for their customers and provide a place where they could track key trends in the shipping industry. They were not able to provide any kind of deep view into transactions and wanted to offer their customers the chance to see what was going on with their bills on a day to day basis. But taking it one step further, they needed a platform that their customers would actively sign into in order to track those trends. For Todd, getting their services personnel on board and regularly checking the data was a must in order to provide the best analytics and data information.

ES Originals faced significant issues with disparate and disconnected data, with nearly 1000 reports running against their ERP system. This led to logistical challenges, as reports were static and required new reports for any additional fields or selection criteria. The company needed a unified and standardized reporting system to streamline the process and reduce the number of reports. Additionally, salespeople had to bring hard copies of reports to client sites due to unreliable internet connections, and data from partners came in different formats, complicating the reporting process.

After a huge restructuring effort, FirstPort realized that its organizational decision making was in need of a serious overhaul. Monthly board meetings were led by senior department managers, all with conflicting agendas and data to match. At this point in time, no one could even say with any certainty the amount of properties FirstPort managed. According to Alex, “If you asked three people you’d get three different answers.” Alex recognized the opportunity to not only unify the organization’s decision making process, but lead the company into a golden era of insight. FirstPort was generating so much data from its day-to-day operations, customer queries, financial information, and new business opportunities that they were overwhelmed. They knew they could add value and make improvements for both the customers and company if they could just tap into the data. Alex and his team needed to drive improvements in data related reporting and decisions for customers and staff members, yet lacked the necessary tools and resources to do so, having only Excel and Powerpoint. To meet their objectives, they estimated that it would take up to one year of effort if they doubled the size of their existing BI team of five. Alex decided that the right direction for FirstPort was automating as much of the data cleansing and analysis as possible, and to focus the BI team’s talents on analysis rather than ETL. On top of this, Alex needed a vendor that could do all of this in a reasonable period of time - days or weeks, not months or years.

FTA’s member companies needed reliable data on producers to avoid human rights abuses and unsanitary conditions. The manual system for auditing and reporting data was inefficient, making it difficult to provide timely and accurate reports. Members had no way to independently access data, requiring internal resources to manually extract information from various sources. This lack of visibility and efficiency was a significant challenge for FTA.

With over five-billion records to analyze (and growing), Gianmaria's IT group had reached the limits of manual Excel reporting, realizing that Excel was not a scalable solution for its growing data size and scope. Analyzing Kamernet’s website data was fast becoming a burden on an already taxed IT department. Nearly twice a week, IT staff had to manually extract data from an SQL database, analyze the data, and transform the data in Excel reports. However, Excel reporting once again, proved limited. Employees were not able to arrive at quick, intuitive insights, and were having trouble visualizing their data, primarily reporting on revenue, website subscription data, and market-share information.

Red Lobster management needed a clear picture of their hiring processes—an untraceable cycle of hiring, termination, and expenses. The process of recruiting teams and managers was constantly generating data, but it was useless without a centralized analytics solution to process it. Red Lobster needed an HR solution that could govern their large employee base and scale out with their growing chain. The solution would need to replace static reporting with an interactive interface, consolidate disparate data, track candidate life cycles, create a robust talent inventory system with skill gap identification, and create an improved talent review process.

The sales force at Thirty-One Gifts is composed of independent consultants, some of whom are leaders that require business metrics to manage their teams. Many consultants were spending hundreds of dollars per month on third-party services to crunch numbers, which was both time-consuming and costly. The company needed an easy-to-use, self-service tool to help save time and money while providing the necessary business metrics to support remote teams effectively.

Before implementing Logi Analytics, the in-house IT team was constantly working through a queue of customer requests for fixes and improvements to the customer-facing analytics product. The company hired an outside consulting firm to help ease this workload, but it still took weeks to address critical issues outside of the annual release window and was too expensive to continue employing. The company needed a more financially sustainable solution that would allow them to innovate faster. The company needed an embeddable analytics solution that was cost-effective and supported iterative development and innovation for future improvements. It had to be highly usable self-service data product so customers would to be able to learn to use it without extensive training. Logi Analytics met all these criteria and the partnership enabled the company to offer a revamped licensing structure which helped the company to expand its overall reach.

SMC is a private, family-owned corporation headquartered in Springfield, Missouri with 14 locations in Missouri and Kansas. The company distributes the industry’s top automation, data comm, electrical, industrial, pneumatics, safety and security products, typically used in manufacturing facilities, from over 250 manufacturers. When Jesse Owsley, software program manager at SMC joined the company, he quickly realized that reporting capabilities within the organization were very limited and not sufficient for business needs. SMC had multiple databases that held important data. Their business had limited reporting abilities. Staff was either making do with native application reporting, using SQL Management Studio or having an IT staff member write custom reports for users. SMC needed to enable workflows across their multiple systems including Progress/NextGen ERP, document management, proof of delivery, and CRM. It was important to tightly monitor and track orders, inventory and payables as data moved between departments. Hundreds of thousands of records must be managed and exception reporting is very important. Because the data was in disparate systems, it was challenging to efficiently spot exceptions or data discrepancies in real time that could evolve into bigger problems. For example, SMC uses Tour de Force as their CRM. Customer and product data in their ERP is highly dynamic and making changes in the ERP would easily cause discrepancies in the CRM because Tour de Force was expecting the data in a certain way. “This caused issues with user adoption and confidence in the CRM data,” said Owsley. Prior to Informer, Jesse created a spreadsheet to keep track of outlying information as he found it. This was an incredibly tedious and manual process. Accounts Payable staff at SMC were also using spreadsheets to reconcile invoices and purchase orders containing prices charged, freight, product information, etc. Prior to Informer, clerical staff had to call Buyers and manually compare spreadsheets to reconcile data, another manually tedious workflow.

G-Core Labs faced the challenge of building a content delivery network (CDN) that could meet the high demands of Massive Multiplayer Online Gaming (MMOG) end-users. The primary requirements were low latency and ultra-reliability, as any noticeable connection issues would result in a loss of users. Additionally, the network needed to be flexible and responsive to adapt to fluctuating demand and rapid, unpredictable growth in the gaming industry. Accurate forecasting was difficult, making it essential to have a connectivity partner that could provide the necessary flexibility and responsiveness.

Headquartered in the Nordics, this global bank offers a wide range of financial services that includes retail and corporate banking as well as asset management, stock trading and treasury services. Operating in 20 countries worldwide, optimizing its network for zero downtime and low latency is a business critical and vital endeavor. But this was proving a time-consuming and difficult challenge for the bank’s central IT team. Working with multiple local, national and regional suppliers – all providing services with different characteristics, standards and capabilities – meant it was no easy task to maintain the highest levels of performance and management needed across the entire infrastructure. To transform its operations, the bank turned to Telia Carrier to provide a streamlined global solution that would deliver the bandwidth, connectivity and predictability it needed – along with the freedom to control and route traffic according to its own protocols.

这家成立于 1977 年的全球制药公司在货运发票验证流程中面临着重大挑战。该公司每月有数百批货物，与其货运代理签订了全球长期价格协议。然而，发票验证过程中的错误正在影响其物流和会计团队的生产力和效率。物流团队必须手动检查每张发票并将其转发给会计和财务部门审批。这个劳动密集型过程涉及一个大型团队，使他们无法专注于更关键的任务。收到的发票中有超过 4% 是重复的，并且完全手动的验证过程使得寻求批准、处理付款以及跟进供应商以获得正确的发票变得极其困难且耗时。该过程很容易出现错误，导致由于未经检查的发票与初始报价不符而导致多付款。发票核对流程也缺乏标准化和透明度。由于缺乏记录发票及其状态的综合存储库，审计过程效率低下且复杂。

一家总部位于印度孟买、生产设施遍布全球的领先轮胎制造公司，由于 2021 年 3 月的苏伊士运河封锁而面临重大挑战。这次封锁是由一艘名为长荣 (Evergreen) 的摩天大楼大小的集装箱船造成的，导致约 200 艘船舶停运搁浅在运河两端，严重影响了全球贸易。封锁造成的财务影响是巨大的，封锁每天造成近 70 亿英镑的货物损失，或每小时约 2.9 亿英镑的损失。该轮胎制造商的西向和东向运输被暂停，影响了价值 1,850 万美元的货物。这导致成品交付延迟，影响了欧洲和美国的八名客户。此外，印度生产设施的原材料供应严重中断，导致生产周期严重中断。

该公司是一家领先的化学品分销商，业务遍及超过 11 个国家，由于疫情导致的港口拥堵影响了全球贸易，该公司面临着重大挑战。每月有超过 200 件国际货运，确保及时交付是首要任务。然而，港口拥堵扰乱了该公司超过51%的发货量。港口长时间延误影响了该公司供应商的生产周期，特别是在远东、北美和欧洲，影响了各地区的交货时间表。由于船舶在港口外排队以及周转时间增加，该公司还面临运力紧缩的问题。由于缺乏对空间可用性的了解以及交货时间的变化，确保货舱变得具有挑战性。此外，由于缺乏有关港口延误的可靠信息以及跟踪更新效率低下，让利益相关者了解到达时间的变化、转运延误等变得越来越困难，从而出现了沟通差距。

该公司是专业仿制药领域的全球领先者，在管理其物流运营方面面临着重大挑战。每月有超过 100 批海运和空运货物，跟踪所有货运进度并评估物流服务提供商 (LSP) 的绩效是一项艰巨的任务。沟通过程效率低下，任务完成情况的更新是通过电子邮件共享的，导致每次发货都有多个电子邮件跟踪。这使得绘制和审核每批货物的进度变得困难。由于无法跟踪货运状态并为利益相关者分配后续任务，导致滞期费和滞留费等重罚。此外，在征收罚款之前，无法确定 LSP 的疏忽。文件编制流程也杂乱无章，所有装运文件均通过电子邮件共享。这些文档缺乏通用存储库导致流程效率低下并且难以跟踪丢失的文档。

Mega WeCare 是一家全球制药和营养保健品制造商，其物流运营面临着多项挑战。该公司的供应商池有限，这限制了每次发货的谈判次数，导致运输成本更高。通过电话和电子邮件谈判交易的传统方法阻碍了物流团队的生产力和整体效率。该公司的许多发货都是基于合同的，这使得他们无法全年利用有竞争力的价格。此外，年度合同价格包括缓冲费用和或有成本，导致公司产生额外费用。手动创建报告导致数据分析效率低下和见解不清晰，使情况进一步复杂化。

Boiling Springs Savings Bank 是一家资产超过 10 亿美元的金融机构，在保护客户免受网络欺诈方面面临着重大挑战。随着网上银行的兴起，银行及其客户越来越多地面临身份盗窃问题。欺诈或网络钓鱼网站经常模仿银行网站，使客户很难区分真实网站和假冒网站。 24% 的消费者因担心网络欺诈而拒绝在网上开展业务，20% 的消费者不打开来自金融机构的电子邮件，这一事实进一步加剧了这一问题。此外，65%的消费者将安全保护视为选择银行的关键因素。该银行需要一种解决方案，允许客户验证其网站的真实性并保护他们的敏感信息。

家庭基金是英国最大的向抚养残疾或重病儿童和青少年的低收入家庭提供补助金的机构，该基金的电子邮件系统面临着重大挑战。 3 月份，他们联系了 Comodo 的商业和企业支持团队，因为他们的一些用户无法通过反垃圾邮件网关的出站电子邮件过滤器发送任何电子邮件。初步调查显示，这些用户帐户尝试每分钟发送两到四封电子邮件，导致反垃圾邮件网关的发送限制锁定了这些帐户。进一步调查显示，现有的反恶意软件提供商允许这些用户的计算机感染垃圾邮件发送病毒。这种情况可能会扰乱他们与各利益相关者的沟通，包括家庭、捐助者和供应商。

在竞争激烈的在线零售行业，尤其是家居装饰行业，与潜在客户建立信任是一项重大挑战。从全国性零售商到小型个人企业，电子商户种类繁多，消费者常常会担心谁可以信任他们的网上购物。成功的电商明白，虽然有效的广告、精心推销的网站和有竞争力的价格很重要，但将访问者转化为买家，特别是对于非本国品牌而言，还需要建立一定程度的信任。这对于在线交易尤其重要，因为客户需要安全地共享其个人和财务信息。

Merchant-Accounts.ca 是一家加拿大商户账户服务提供商，在为其客户提供易于理解且经济高效的 PCI 合规解决方案方面面临着挑战。 PCI 合规性是在线零售商的一项新安全标准，技术上很复杂，Merchant-Accounts.ca 需要提供包含关键任务 PCI 扫描的解决方案。对于可能没有大量预算或专门技术人员的加拿大中小型企业来说，该解决方案必须负担得起并提供技术支持。此外，Merchant-Accounts.ca 希望降低客户迁移到其他服务提供商以寻找符合 PCI 要求的扫描提供商的风险。在与 Comodo 合作之前，Merchant-Accounts.ca 一直为其客户提供由 Visa 和 MasterCard 提供的认可扫描供应商列表。然而，事实证明这种方法是不够的，因为客户必须花费大量时间对不同的价格和服务进行分类，导致他们无法获得大量研究选项的支持。

Zamberg.com 是一家领先的高品质德国美容产品经销商，在赢得网站上新客户的信任方面面临着重大挑战。尽管是德国索林根工匠制造的产品的最大分销商，也是许多欧洲产品的美国独家分销商，但该公司仍在努力应对消费者对网络欺诈的普遍恐惧。这种恐惧影响了 24% 的消费者，它源于诈骗、网络钓鱼、域欺骗和“中间人”攻击的可能性。由于缺乏一种独特的方法来向客户保证网站的真实性和安全性，Zamberg.com 的销售增长潜力受到了阻碍。

Znappz 是一家总部位于英国和挪威的软件开发商，其托管服务面临着挑战。他们对之前的托管公司为其域提供的安全性不满意。作为一家专门从事手机游戏和应用程序的公司，确保服务器的安全至关重要。他们需要一个能够为其 API 服务器提供强大安全性并让用户放心数据安全的解决方案。我们面临的挑战是找到一种可靠且经济高效的解决方案，可以轻松集成到现有系统中。