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Clari, a revenue platform provider, was facing challenges in reviving closed-lost accounts. The company was already using 6sense, but their revenue team was not leveraging the platform to its full potential. They were using a 'spray and pray' go-to-market strategy, targeting any big brand that came to mind, rather than focusing on logos expressing genuine buying intent. Additionally, the results they were seeing from LinkedIn Advertising had hit a plateau. The team was running multiple campaigns simultaneously, which led to oversaturation of the target audience. The challenge was to optimize the use of 6sense data and capabilities to revive the closed-lost accounts and generate new opportunities.

Code42, a cybersecurity software company, was facing several challenges in generating leads and demand. They had no way of knowing which accounts were in-market and struggled to identify the effectiveness of their display ads. The audience for their LinkedIn display ad audiences based on form-fills was too small to generate a meaningful pipeline impact. The revenue team was dealing with too many leads that didn’t progress down the funnel. Only 2% to 3% of website visitors, the ones filling out forms, were receiving personalized marketing content. The company needed a solution that would help them identify opportunities, not just leads, and build a company culture that broke down silos between marketing and sales.

FARO Technologies, a global leader in 3D measurement, imaging, and realization solutions, was facing a significant challenge. Despite its success over 40 years, the company had become too product-centric, with a heavy focus on selling hardware products and not enough emphasis on customer experience. This resulted in a disjointed communication strategy, with customers receiving irrelevant emails and multiple sales reps contacting the same organization. Furthermore, the marketing team was focused on generating large quantities of new leads, often through purchased lists, rather than engaging with genuinely interested accounts. This approach resulted in less than 0.78% of marketing-qualified leads resulting in a sale. Despite 70% of FARO's business coming from repeat customers, 80% of their customers hadn't purchased from them in the past two years. The root of these problems was a lack of an account-level view of existing and potential customers, despite having 22 technologies at their disposal.

Florence Healthcare, a provider of clinical trial software used by over 10,000 research sites in 45 countries, faced a significant challenge in expanding its customer base. After successfully working with Pfizer on their COVID-19 mRNA vaccine trials, Florence Healthcare aimed to win more Big Pharma clients. However, their previous marketing approach, which Director of Programmatic Marketing Jenny Bunn described as 'spray and pray', was not sufficient for capturing opportunities like Pfizer. This approach involved building brand awareness with hopefully relevant ads, driving customers to hopefully useful content, and enticing them into hopefully productive conversations. While this strategy had been successful in winning small and midsize customers, a more sophisticated approach was needed to attract larger pharmaceutical companies.

Qvella Corp., a rapidly growing medical device company, was on the brink of transitioning from beta into full-scale commercial production. However, they lacked an Enterprise Resource Planning (ERP) system that could help them scale effectively. Their operations were highly regulated and mission-critical, requiring meticulous documentation and traceability. These processes demanded a system with robust functionality. The company had developed technology for the rapid detection of infectious agents in direct blood samples, aiming to reduce diagnostic time frames, lower costs, and ultimately save lives. Therefore, they needed an ERP system that could meet all regulatory standards such as FDA and MDSAP in an ISO13485 environment.

Western Filament, a Colorado-based company that specializes in the production of high-quality textile products for various industries, was facing significant challenges with its legacy ERP system. The system, which relied on 'bolt-on' data sources, was unable to provide advanced scheduling, routing, cost centers, work centers, or work-in-process visibility. As the company grew, it required more information and manufacturing functionality from its ERP system. The lack of these features was hindering the company's ability to effectively manage its operations and provide a superior customer experience. The company was deemed essential under the Defense Production Act during the COVID-19 pandemic, and it was looking to reinvest for the future. The management team unanimously agreed that a more robust system was needed to handle their unique business needs.

BP, a global enterprise in the oil and gas industry, was faced with the challenge of standardizing hundreds of diverse processes across numerous business units and domains. The company had a clear vision of what it wanted its processes to look like, a state it referred to as its 'happy path', but identifying where existing processes were deviating from this path was proving difficult. The company was also looking to discover procurement inefficiencies as part of a broader digital transformation plan. The challenge was to visualize all the differences between processes that had been lifted and shifted into GBS, understand how to streamline them, and bring them in line with the happy path.

Cisco, a leading provider of networking solutions, faced a significant challenge in maintaining its premium service processes. The company's products and capabilities are mission-critical for its customers, making customer support and service equally crucial. Any downtime in a customer's network could cost them thousands of dollars, making it imperative for Cisco to prevent such occurrences. Cisco held a significant market share in Ethernet switch revenue and the service provider and enterprise router market, making its responsibility even more substantial. The company was constantly striving to improve its processes, particularly its premium service options that promised two and four-hour delivery of replacements. The challenge was to identify delivery performance failures in real-time and prevent similar failures quickly. The existing processes were manual and labor-intensive, with a 'Process Quarterback' personally tracking all two-hour service delivery requests end-to-end.

Dell Technologies faced a significant challenge in its sales process, particularly in the deal registration process. The company had two types of deal registration processes - one-step and two-step. The one-step process involved direct approval by the deal registration team, while the two-step process required approval from other relevant functions. However, Dell lacked the ability to differentiate between these two processes, leading to a lack of understanding of the volume and performance across them. This lack of visibility also impacted the wider business as Dell could not enforce the Service Level Agreement (SLA) commitments to the functions involved in the two-step approval process. The company needed a solution that could provide deep insights into their deal volumes and identify process elements suitable for automation.

GE Healthcare, a global leader in medical technology and digital solutions, was faced with the challenge of maximizing performance across its worldwide customer base and distributed supply chain. The company was dealing with multiple transactional systems, making it difficult to connect the dots and streamline operations. The goal was to increase free cash flow and drive a culture of cash excellence, but achieving this required continuous improvement across all levels of the organization. The challenge was to implement small, targeted changes and incremental growth, rather than top-down mandates, to improve forecasting accuracy and prevent incorrect payments in Accounts Payable.

Hexion, a specialty chemical manufacturer, was grappling with a large, complex supply chain that had come under extreme pressure due to the impact of COVID-19, global logistics issues, storms, material shortages, and reliability issues. The company's system and process landscape had grown significantly over the years, making it difficult to identify pain points in a data-driven manner and understand the ripple effect of undesirable process steps. Their supply chain teams often found themselves stuck in firefighting mode. For instance, while their Order Management team could see the frequency of order changes in their systems, they could not understand which customers were driving these changes or quantify the impact these changes had on adjacent processes like Production Planning or Procurement.

HP's journey with Celonis began when the team recognized a need for a clear and detailed view of its processes. This need became apparent during a major operational crisis that arose from implementing a new SAP system. In some markets, it was a simple replacement of an old SAP order management system, but in others, a complete replacement of an old legacy tool was required. The turning off of the legacy system revealed that HP was not clear on exactly how its processes worked, particularly in their legacy systems. This led them to explore new and innovative techniques that could help them understand their processes better. However, the implementation of Celonis faced unique barriers due to HP IT team's unique requirements for connecting a tool to their systems. This led to several hurdles that questioned the worth of the implementation.

Ingram Micro, a global technology giant, was facing challenges in optimizing its Order-to-Cash processes. The company, with a transaction volume in billions, had to process millions of sales and purchase orders, making execution a critical aspect of their operations. However, many of their processes were not designed intentionally but had evolved over the company's 40-year history. This led to inefficiencies and a lack of optimization. The company's mission was to deliver on the promise of technology for its customers, but the existing processes were hindering their ability to focus on customer interaction and drive digital transformation. Furthermore, the COVID-19 pandemic brought about unprecedented disruption, forcing the company to transition 3,000 associates from a 100% in-office environment to a 100% remote environment within a two-hour window. This sudden shift necessitated major process transformations.

Johnson & Johnson, a global healthcare and life sciences company, was seeking to digitize its continuous process improvement and bring its process mapping and discovery efforts into the 21st century. The company was facing challenges in identifying inefficiencies in their processes and understanding the value of Process Mining. The traditional methods of process improvement were not providing the desired results, and the company was looking for a more efficient and effective way to optimize their processes. The challenge was to find a solution that could be easily adopted by their global teams and provide consistent and rapid value creation.

Kraft Heinz, a leading food and beverage company, was grappling with inefficiencies in their Accounts Receivable (A/R) activity. The company was struggling to gain visibility into customer payment behavior, which was crucial for managing and optimizing cash discounts offered to their customer base. The lack of insight into these processes was leading to lost money and inefficiencies. Additionally, Kraft Heinz was facing challenges in prioritizing overdue payments from clients, which was affecting their collections process. The company had access to data but was unable to turn it into actionable insights. Furthermore, Kraft Heinz was also dealing with invisible inefficiencies, such as unnecessary steps in their processes that were consuming valuable time and resources.

Mars, the fourth largest private company in the US, was facing a significant challenge in managing its Accounts Receivable (A/R) process. The company was dealing with a high volume of deductions, but lacked clear visibility into the causes and sources of these deductions. This lack of insight made it difficult to tackle and reduce the deductions effectively. The challenge was further compounded when Nikki Nagel was appointed as Mars Accounts Receivable Transformation Lead. Despite her extensive experience in A/R roles, she was unfamiliar with process mining and the Celonis Execution Management System (EMS), tools that could potentially help address the deduction issue. Mars had three primary goals: reducing deduction inflow, increasing recovery rates, and reducing cycle times. However, without a clear understanding of the root causes of the deductions and the necessary technological expertise, achieving these goals was a daunting task.

Neste, the world’s largest producer of renewable diesel and sustainable aviation fuel, was facing a significant challenge with slow invoicing lead times in their Order-to-Cash process. Operating at a large scale with multiple sales divisions, a complex logistics chain, and a broad range of solutions, it was difficult for Neste to identify inefficiencies in their operations. The lack of end-to-end visibility and real-time monitoring of the business process was a major issue. The slow invoicing lead times were not only affecting their cash flow but also impacting the customer experience, as customers had complained about the delays. The challenge was to find a solution that could provide real-time visibility into the end-to-end business process and help identify the key factors negatively impacting Neste’s invoicing lead times.

RATIONAL AG, a leading provider of cooking equipment, was facing challenges in its sales and customer service processes. Despite being a technology-driven company, RATIONAL realized that their process management was static and their documentation did not reflect the actual state of their processes. This lack of transparency was hindering their ability to deliver a perfect customer experience, which is a top priority for the company. As part of their Sales Excellence initiative that started in 2019, RATIONAL aimed to increase process efficiency across Sales and Customer Service, speed up sales cycles, and improve customer satisfaction. However, they needed a tool that could provide them with a clear and accurate view of their processes.

Tech Data, a leading technology distributor, merged with SYNNEX in September 2021 to become TD SYNNEX, the largest IT distributor in the world. With $60 billion in combined revenue and over 150,000 customers, the company needed to maintain high levels of operational excellence to serve its customers effectively in a rapidly evolving technology market. The company's role was to simplify the complexity of the IT industry for its customers and partners. However, the company faced challenges in adapting to the profound shifts impacting the IT industry, such as the transition from physical to cloud-based software distribution. Tech Data needed a platform that would provide the flexibility required to quickly embrace new technologies and consumption models. The company also needed to optimize its Procure-to-Pay, Order-to-Cash, and After-Sales Management processes to ensure customer satisfaction and reduce operational costs.

Vetter, a leading contract manufacturer in the pharmaceutical industry, was facing high expectations in terms of product quality, availability, and compliance with strict health regulations. The company recognized the potential of process optimization and had its own Process Excellence department. However, they struggled with in-depth analysis of their digital processes and often based decisions on gut feelings. They also wanted to understand how different processes interacted with each other. Furthermore, Vetter needed to improve its change control and deviation management processes, which used Trackwise® as their main underlying software. The company needed key performance indicators (KPIs) that would allow for the optimization of its Trackwise® processes without compromising them. The challenge was to make Accounts Payable (AP), Accounts Receivable (AR), Order-to-Cash (O2C), Purchase-to-Pay (P2P) and its two Trackwise® processes fully transparent.

Banco Supervielle, the 7th largest private bank in Argentina, was seeking to improve its content management system (CMS) for two main reasons. Firstly, the bank was in a constant search for cost-saving efficiencies in content creation, and a more automated CMS could expedite the work and reduce the required resources. Secondly, the bank aimed to enhance the customer experience and enrollment by facilitating smoother transactions and providing more engaging, customized content. However, the bank's outdated CMS, which required separate content for all channels and lacked an easy-to-use user interface (UI) for their non-technical editors, was a significant obstacle. This outdated system made the workflow unnecessarily difficult for the editors and slowed the routine work if it needed to go through the developers. The bank also needed speedy and granular access to all content, as well as uptime for the SaaS tool used to create components such as front-end frameworks. A third major challenge emerged later: the need for speedy content updates, which became apparent with the arrival of COVID-19.

Cuisinart, a leading culinary appliances manufacturer, was facing a significant challenge with their email marketing program. Their email deliverability rate was plummeting due to issues such as mail blocks, bounces, and a blacklisted IP address. The company was struggling to get past spam filters and reach their intended audience. According to Return Path’s Deliverability Benchmark report, approximately 15% of emails don’t reach their intended recipients due to blocks by email service providers and spam filters that scrutinize domain reputation, subscriber engagement, and content. Cuisinart's situation was even more dire, leading them to halt all email marketing activities and seek a more effective solution to improve their email deliverability.

Harlequin Enterprises ULC, a leading romance publisher, was faced with the challenge of significantly increasing its email revenue within a single fiscal year. Despite having a dedicated email marketing team and a robust email program, the task was daunting due to the sheer volume of content and the diverse range of romance subgenres the company offers. With more than 110 new titles released every month, guiding readers to their perfect book match was a complex task. The company's email team, consisting of two full-time marketers, was responsible for delivering content marketing and customer communications for the entire romance division. They had been using Acoustic Campaign (formerly Campaign Automation) to segment and optimize their database of subscribers, but the goal of increasing email revenue required them to find ways to better utilize the software.

KDDI Corporation, a leading Japanese telecommunications operator, was facing challenges with its eCommerce website, au Online Shop. The company was struggling to increase the conversion rate and was unable to identify problems with specific pages. The existing analytics tools only provided abandonment rate data on a page-by-page basis, making it difficult to pinpoint issues. KDDI was also relying on heuristic evaluations to resolve these issues, which was not efficient or effective. The company wanted to offer a personalized shopping experience to its customers, similar to the recommendations and purchase history data displayed on major e-commerce sites like Amazon and Rakuten. They were looking for a solution that could provide personalized product recommendations to their online shop visitors.

The National Theatre (NT) faced a significant challenge in understanding and reaching its diverse audience. Previously, the theatre's email system was tied to its South Bank booking/ticketing system, which was very 'batch and blast.' The system could do some segmentation based on previous booking behaviours, but it was too linear and traditional. The NT's ability to use automation was limited, and the email system could not accommodate programmed workflows or understand and respond to customers' web behaviours. This was frustrating as retargeting could be done on other channels using cookies and digital advertising. The NT wanted to bring that same level of understanding and retargeting to emails using a new CRM. With many venues and outlets for programs, the NT planned to stop being London-centric and think more nationally and internationally. A particular challenge was marketing the NT Live performances at cinema chains where NT does not own the data. The arrival of COVID-19 added another complication, requiring rapid and radical adjustments.

PayPal Holdings, Inc., a global digital payments platform, was facing a significant challenge in maintaining a positive and hassle-free customer experience. Despite having over 260 million active accounts, the company lacked visibility into customer experience issues. The challenge was to quickly and proactively identify and rectify user struggle issues. The company needed a solution that could provide insights into customer experiences, identify problems, and offer quick solutions. The goal was to ensure a simple, fast, and frictionless experience for each customer across every device, system, and channel. This was crucial as PayPal operates in over 200 markets worldwide and processes billions of transactions each year.

Republic Services, a leading recycling and non-hazardous solid waste company in the United States, was facing a significant challenge with their online billing system. Their Voice of the Customer (VoC) survey revealed that many customers were unable to set up auto-pay or make immediate payments. When customers attempted to log in, they were met with an error message and directed to a customer service call center. This issue was the primary detractor on the digital customer satisfaction score and was causing a loss in revenue. The login and payment pages, which received over 500,000 and 300,000 visits annually, were the most visited pages on the Republic Services website. The company was unable to locate the root cause of the problem using their existing analytics tool. There was no process in place for finding and measuring payment-error issues, and the team was unable to measure the scope of the problem. The only information available was the anonymous complaints, with no data offering insights into who these customers were.

RIU Hotels & Resorts, a global hospitality chain, was facing challenges in providing a seamless online reservation experience to its customers. The company's website was experiencing issues that could potentially lead to customer loss. The primary challenge was to analyze and understand customer behavior to detect new needs that directly favor conversion and a positive user experience. The company also wanted a solution that would enable real-time monitoring of onsite navigation to reduce action times before any anomaly could directly impact the business. The aggressive competition in the hospitality sector made user experience vital, as it directly influenced the emotions of the customer when choosing a hotel or resort. The company aimed to identify the optimal path to reservation to strengthen its relationship with customers. Another goal was to ensure the security of the organization, avoiding possible fraud with negative consequences on the business and the brand.

Scientific American, a magazine with 9.5 million global readers, was facing a challenge with their email marketing strategy. The magazine was sending out an excessive number of emails, around 11 to 13 million per month, without any segmentation. This approach was not only costly but also inefficient, as it resulted in lower engagement metrics for marketing emails, including the average open rate and click-through rate. The magazine's primary goal was to use email marketing to grow sales, and a secondary goal was to increase profitability by reducing the number of emails being sent. The challenge was to optimize their digital marketing efforts and use their marketing tool, Acoustic Campaign, to its full potential.

SportPursuit, an online retailer of sporting products, faced the challenge of offering premium products with precise personalization. The company's business model involves offering exclusive sale events for members each day, where they can get up to 80% off premium sporting brands. The deals only last one week, and at the end of the sale period, SportPursuit purchases inventory from its suppliers and ships it to customers. Email communication is the key way SportPursuit connects with customers to inform them of deals and encourage new shopping missions. However, with the typical customer receiving at least one email per day, the company needed to ensure that its emails were relevant and personalized to avoid customer fatigue and maintain engagement.