Hauni Maschinenbau, a mechanical engineering company for the international tobacco industry, faced the challenge of integrating several companies with disparate databases into a single tool. The company needed a solution that could trace procurement activity outside of the standard procurement channels, such as 'purchasing mavericks' and unauthorized decentralized purchasing by departments. The lack of a unified system made it difficult to track and manage procurement activities effectively, leading to inefficiencies and potential losses.

Haworth, a global manufacturer of adaptable workspaces, was facing challenges in maintaining customer satisfaction throughout its supply chain. The company had over 100 gigabytes of data stored in disparate systems, which was continuously growing. This made it difficult for Haworth to quickly mine through the data to identify and resolve delivery issues. The company needed a streamlined approach to quickly identify delivery discrepancies and resolve them. They sought a comprehensive in-memory business intelligence (BI) solution that could provide meaningful business insights.

In 2008, Haws Corporation was facing significant business concerns that led to the need for a new Enterprise Resource Planning (ERP) system. The company moved to a Microsoft Dynamics AX ERP system in 2009, but found that the system did not deliver the Business Intelligence (BI) capabilities it needed. With data visibility challenges into sales orders, profit margins and inventory costs, and backlogs not being measured efficiently, Haws needed a better BI solution. Further, sales and finance departments solely depended on individuals like Jim Martin, Database Administrator, to build the reports they needed within their departments. As a result, Martin spent the majority of his time creating reports, which required significant time and resource investment. To keep up with competitors and the commoditization of the drinking fountain industry, Haws needed to continue its overall company growth by maintaining a high quality water product and simultaneously meeting the market demand for pricing. In order to achieve this goal, Haws recognized that it was critical for the company to analyze and interact with its data more efficiently and comprehensively.

Haymarket Media Group, the largest privately-owned publishing company in the UK, was facing a growing volume of business data which left the company data rich but information poor. The company was sending more than 13 million emails every month to bulletin subscribers and for marketing activity. However, without visibility of the data, it was impossible to derive any business intelligence from it. Initially, Haymarket tried to solve this with BusinessObjects’ Crystal Reports and Excelsius software but after six months of work creating dashboards and static reports from management accounts a prototype still wasn’t ready. Then in May 2009 QlikView offered Haymarket a ‘Seeing is Believing’ demonstration. The QlikView software was installed on a server, data loaded, and a dashboard built using 10 million records from their own financial data within three hours. What had previously taken them months was done in hours in QlikView.

The Netherlands Association of Universities of Applied Sciences (HBO-raad) is the interests and employers’ association for the Dutch universities in this sector funded by the government. The association acts to strengthen the position of these institutes, maintaining a wide network to this end. Among the most important duties of the association is acting as spokesman and maintaining the lobby for the government, as well as initiating and carrying out projects involving quality and supporting its members. As an employers’ association the Netherlands Association of Universities of Applied Sciences also represents all 40,000 employees in the sector. Part of the HBO-raad’s service brief is to collect and provide benchmarking information. This information is public and is used principally by its members, the education ministry and the press. This is information from internal and external sources concerning intake, enrolment, results, study duration, staffing and progress. Prior to the introduction of QlikView, this information was placed on the HBO-raad website in brief static summaries.

HDFC Life, a leading private life insurance company in India, was facing several challenges. The company was struggling with the proliferation of data and its existence in silos, which was impacting the senior management’s capability to make informed decisions. Every department had their own method of generating and storing information which lead to proliferation of silos and inadvertently raised the cost and time to accessing accurate information. The company also wanted to reduce response times to customers and improve satisfaction, provide a strategic decision-making model to senior management, and accelerate business growth and improve market standing.

Heembouw, a one-stop provider of building services, was facing challenges in enhancing visual management in support of the Lean management philosophy. The company was struggling with minimizing error margins during the data entry process for management dashboards and automating the input process for existing dashboards. The publication of the dashboards was too time-consuming for the employees as they had to retrieve data from source systems and enter them manually into Excel sheets. With 30 to 40 project dashboards a month, automating this process seemed a viable option. Moreover, visual management was starting to play an increasingly important role in the organization, so many dashboards had already been developed in Excel.

Helsingborg Hospital, one of Sweden's largest privatized emergency hospitals, was facing a challenge to maintain its regional leadership position and high standards of service and medical care. The hospital was struggling to improve the quality of information and statistics that abound in the numerous data systems to drive operational improvements. The hospital needed a solution that could help it leverage the vast amount of data it had to improve its operations and maintain its leadership position in the healthcare industry.

Holmes Murphy & Associates, a premier independent risk management and insurance brokerage firm, was facing the challenge of managing the complexity of its ever-increasing variety of data sources. The company processes large volumes of diverse data from a wide variety of sources in complex formats. The data consists of everything from fixed format text, to spreadsheets, to web data, and no matter what format it comes in, they have to work with it. The company needed to implement a solution to manage the complexity of its ever increasing variety of data sources. Further, Holmes Murphy needed a means to codify its business rules and ensure consistency in the data by reducing human error.

HEAG Südhessische Energie (HSE), a major power sector enterprise, faced the challenge of analyzing sophisticated data structures in response to new, dynamic market requirements. The company needed an analytical solution that could evaluate all market and client data flexibly and quickly develop knowledge from the data. The company also had to deal with large volumes of data.

Hypotheken Data Netwerk (HDN) Beheer B.A., the Dutch Mortgage Data Network, was facing several challenges. They needed to provide mortgage providers and mortgage brokers with secure reporting and analysis capabilities for benchmarking. They also aimed to increase the added value offered by the HDN electronic messaging platform to increase market share. Furthermore, they wanted to provide insight into up-to-date and valid information about the status of the Dutch mortgage market. Traditionally, mortgage providers and intermediaries had no insight at all into market data. The only available data had come from the Dutch land registry, Kadaster, which records property sales. As the land registry only has a record when properties are actually sold, the data that is available is neither up-to-date or complete.

Intercontainer Austria (ICA) is a leading transportation company in Austria, providing shipping and transportation services by rail and road, as well as via inland and coastal shipping. The company is headquartered in Vienna, managing other branches in Salzburg, Villach, Wels, and Germany. However, efficient control of these territories was only possible with transparent processes and comprehensive reporting for individual customers and branches. Previously, this requirement was addressed using Excel, with different PivotTables and cross-references. Given the increasing complexity, this was a very cumbersome and error-prone procedure. A new solution was needed that could produce more efficient, more detailed analyses and reports to optimize capacity management and contribute to improvements in business processes through faster, more flexible evaluations.

ILCo, the Integrated Logistics Company, operates the Dalrymple Bay Coal Chain, a major coal supply chain made up of 14 stakeholders, including mining companies, rail and terminal operators, rail network manager and government agencies in the northern Bowen Basin part of central Queensland, Australia. The industry is responsible for millions of tonnes through coal exports and the smallest process improvements can lead to millions of dollars in savings. However, during ILCo’s first two years of operation it became apparent that there was a lack of transparency and understanding in how the 14 participants, who all rely on each other, work together. Each of the companies was collecting its own data and measuring what they believed was important. However, this didn’t take into account was important to the other participants. For example, rail operators were reporting on train cancellations whereas punctuality was important to their supply chain partners. In order for the coal chain to work as efficiently as possible a new, holistic approach was needed – one where the information collected and shared could be used for mutual benefit and profit.

Illes Seasonings & Flavors, a leading manufacturer of liquid and dry food ingredients, was facing challenges in providing timely and accurate data to its customers. The sales representatives lacked real-time visibility into customers’ supply chains, which was crucial for them to view order transactions and have the ability to drill down into shipment information, lot number, manufacturing job and other granular details about each customer. Without the tools to do this, the sales force was spending an excessive amount of time communicating to customer service representatives about the status of orders, and as a result customer satisfaction was suffering. Additionally, sales representatives needed a better mobile device to bring to their on-site meetings with customers. Laptops proved to take an excessive amount of time to set up, further exacerbating customer service issues. Sales people needed to have real-time BI at their disposal, whether they were sitting at their desks or visiting a client.

Instituto de Tecnologia Ceramica (ITC) was undergoing a transformation affecting its entire internal structure. The institute wanted to speed up all its systems, from decision making to the management of processes designed with its associates. This project became a high priority for management. The ITC needed to integrate all its information sources to allow data analysis based on scorecards, helping them to react in real time. Until QlikView was implemented, the ITC had no system for dynamic information management that could assist in analysing different key success factors and results. The ITC was looking for a business intelligence (BI) solution that would provide useful information in real time, with a commitment to user independence in accessing the data.

Instituto Policlínico La Rosaleda, one of the leading healthcare centres in northwest Spain, was facing challenges in managing and analyzing the vast amount of data generated in the hospital. The hospital had a powerful Enterprise Resource Planning (ERP) system in character mode in AS400, containing a large number of documents that were difficult to analyze, with a small IT department. The process of obtaining any kind of information was complicated and the hospital was excessively dependent on the IT department, which lacked the resources to deal with all the demands being made. The hospital needed a solution that could make information available quickly and consistently without reliance on the IT department, enabling rapid decision making.

Jaga, a Belgian multinational that develops and sells innovative heating concepts, was facing challenges in providing timely insight into SAP sales data and performing trend analyses of forecasts, sales results, product and product group performance, countries, regions, and resellers. The company was using Excel spreadsheets for these reports and analyses, which resulted in a lot of manual work to consolidate the required data into a single spreadsheet. In addition, people often used outdated and incomplete data, which sometimes resulted in the wrong decisions being taken. Creating the necessary graphs and statistics in order to perform proper analysis was a very time-consuming activity. In these conditions, when flexibility and speed are key words in every healthy business, a solid BI solution was indispensable.

Kanthal, a leading producer of heating wire for consumer products and complete heating systems for industrial applications, was facing several challenges. The company wanted to increase control and improve accountability within the sales process. They also aimed to simplify and improve the efficiency of data gathering and report generation. Another challenge was to reduce their reliance on outside vendors for system manipulation. These challenges were hindering the company's growth and efficiency, and they needed a solution that could address these issues effectively.

Karl’s Mega Sports, a leading sports and surf retailer in Victoria, Australia, recognized the need for increased efficiency, accountability, and control across the organization. This need extended from Point of Sale through to financials, sales, customer loyalty, inventory, and reporting. The company was seeking a solution that could provide comprehensive insights into these areas to drive performance and improve decision-making processes.

Karolinska University Hospital was facing several challenges related to data access and analysis. The hospital was unable to access and analyze data in its ICU Klinisoft system with reports and ad-hoc analysis requests. This inability extended to assessing the type of patients, resources, and outcomes. The hospital's prior SIR reporting was time-consuming, involving several resources and spreadsheets. The static reports provided no help for the doctors in answering the real-life questions needed in the OR/ICU.

Kayserigaz, a leading natural gas distribution company, was facing challenges in consolidating data stored in the SAP and Oracle databases. The company was struggling with managing inconsistencies and inaccurate data, and providing one version of the truth. They needed a single system that could provide end-users with visibility into more than one data source. The aim of their Business Intelligence (BI) project was to provide effective, information-driven dashboards that would increase the efficiency of the decision-making process.

KGM Kugelfabrik, a manufacturer of precision spheres, was facing several challenges in its operations. The company was dealing with long start-up times and laborious analysis processes. The evaluation and graphic preparation of data could only be done by converting the information to Excel spreadsheets. The company required different evaluations, including static evaluations that enable comparisons between two time periods. Furthermore, the company was dealing with diverse data sources, including Microsoft Dynamics, Access, and Excel.

KLM Equipment Services, a subsidiary of KLM Royal Dutch Airlines, manages a large fleet of motorized and non-motorized vehicles and hoisting equipment. The company aims to save costs for its customers, which include KLM, Menzies, Martinair, and Transavia. The fleet managers at KLM Equipment Services are responsible for the purchase and maintenance of ground support equipment for their customers. Being able to quickly deliver adequate dynamic reports of, for example, repairs, malfunctions, usage statistics, and depreciation, is crucial. However, before the implementation of a Business Intelligence solution, they provided these reports using Excel, which proved to be too limited. There were several issues: from control issues and the complexity of retrieving data from their AS/400 database, to the fact that the reports were extremely labor-intensive, difficult to reproduce and highly error prone.

Trade House Kopeyka, a leading national discount retailer in Russia, was facing difficulties in generating analytical reports due to the use of several disconnected real-time systems for accounting, SAP, Gestori and others. The generation of complex reports was extremely slow, leading to untimely business decisions. The company was unable to consolidate information quickly and effectively without a robust Business Intelligence (BI) tool. The data from multiple source systems often did not match, leading to inconsistencies. From a technical perspective, Kopeyka needed to reduce the data load on the real-time systems and free them from processing analytical queries and report generation.

Kullenbergs Maskiner AB, one of Sweden’s largest distributors within the agricultural business, was struggling with a manual information reporting process. The company was unable to efficiently analyze the large volume of data from its warehouse, which contained almost 100,000 different articles. This was a significant challenge as the organization was not capable of analyzing all the reports manually. The company was also reliant on outside vendors for system maintenance and modifications, which was not ideal. The company needed a solution that could automate the data analysis process, increase operational efficiency, and reduce reliance on outside vendors.

Kuveyt Türk Katılım Bankası, a leading risk participation bank in Turkey, was facing challenges with its operational reporting system. The system was poorly organized and record keeping was dispersed. The bank was generating reports directly from the online transaction processing system in a list format, which lacked graphics or data visualization. This made it difficult for managers to interpret the content of the reports. In 2008, the bank created a data warehouse but immediately recognized the need for a reporting solution to provide visual and user-friendly reports with graphic representations and comparative tables to facilitate analysis.

Larson Manufacturing, the largest supplier of storm doors and windows in the US, was facing several challenges. The company was struggling to obtain timely access to accurate information. The limited time for analyzing and correlating data was another significant challenge. Furthermore, there was a lack of executive visibility into the company's operations and performance. These challenges were hindering the company's ability to make informed decisions and optimize its operations.

Lifetime Brands, a leading designer, developer, and marketer of a broad range of nationally branded consumer products used in the home, was facing significant challenges in terms of visibility into supply chain management and sales analysis. The company had grown organically and through acquisitions, leading to a complex landscape of disparate enterprise software systems. This made consolidated reporting for all company brands a significant challenge. The company had recently replaced its legacy Great Plains application with an implementation of SAP R/3. While the new system provided a view into current operations, it could not incorporate historical data, which made comparison and analysis a difficult process. The out-of-the-box reporting capabilities from SAP were limited and would not provide the level of detailed analysis that Lifetime Brands desired.

Liverpool Heart and Chest Hospital NHS Trust, one of the largest specialist heart and chest hospitals in the UK, was looking to improve its Patient Level Costing system and introduce a flexible, easy-to-use Service Line Reporting system. The Trust wanted a system that would enable information to be shared across the whole organisation. They needed a system that could pull together millions of records of data from disparate sources and display it in an easy-to-understand visual dashboard. The system also needed to be easy to navigate and use, a key factor for busy hospital staff.

Nemours Children’s Health System had a big challenge around electronic information: It needed to change its culture, to move to a model where staff started pursuing data versus just receiving data. The organization wanted to shift from repeatedly building dashboards and reports to really enabling the organization. They wanted to bring all their relevant data from any system, across finance, patient care and the overall business, into one place for analysis.