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Data Solutions Inc. (DSI) needed a new reporting solution to replace their legacy system. Their robust data collection process and sophisticated scoring capabilities could not meet customer requirements without a reporting solution that was fully integrated. The solution needed to allow them to configure the components of their application suite for their customers as required, while considerably reducing report development and production cycles. The major challenge for Data Solutions was to integrate their application suite with a flexible J2EE based reporting tool that would allow them deliver custom real-time reports and surveys with the unique and distinctive layout and design for each customer’s specific requirements. Prior to implementing InetSoft’s Style Report™ software, Data Solutions relied on a proprietary legacy application that required all of the data be extracted from their core systems for reporting. This process added significant cycles to their development process and limited the turn around time for setting up and generating reports.

Pentagon Technologies needed to improve many operational aspects of its sales process that reporting and information management were a key part of. Prior to implementing the Style Report™ application of InetSoft’s Style Intelligence™ platform, simple databases had been created and were individually and manually accessed. Daily reports consisted of a spreadsheet that was converted to html for Web distribution. This labor-intensive process typically took 1-2 hours per day and when their analyst was out of the office, updates had to wait. Reporting errors were also a problem.

Dairy.com provides a vital nationwide service for the dairy industry, transacting hundreds of millions of dollars worth of dairy products each year. Major companies such as Dannon; Dean Foods; Dreyer's Ice Cream; Kraft Foods; Land O' Lakes; Leprino Foods; and Schreiber Foods rely on Dairy.com’s supply chain solutions that includes scheduling, spot trading, contracting, and transportation -- as well as comprehensive transaction and trading facilitation services, for a broad variety of dairy commodities. Providing secure, customized access to this highly dynamic data is critical to the operations and profitability of their customers. Prior to implementing InetSoft’s Style Report™ software, Dairy.com used a primarily manual process to report on this wide variety of data. Data access was cumbersome and typically resided on a variety of legacy systems. In many cases, customers received the raw data in static files and had to analyze the information themselves. The process was slow and labor intensive.

Before adopting InetSoft’s Style Scope, information delivery at Brenk Brothers mainly consisted of reports that were produced for monthly meetings with executive management. These relatively simple reports were produced by hand-running SQL queries, then exporting the data into Excel for manual modifications and chart building, then converting them into PowerPoint presentations for better display. The problem with this tedious process was that if something was not quite right with the report, or if a new informational need arose, they had to go all the way back to the drawing board, writing new SQL queries and restarting the process. This would sometimes have to be repeated several times for a single report. This stimulated a search for a BI tool that would make analysis and information delivery easier, for both the end user and the IT department. While Brenk Brothers did not want a tool that required large amounts of IT time for modifications, they also did not want to have to rely on a BI vendor to make modifications for them.

AgKnowledge is a cloud-based SaaS solution for medium and small fresh fruit and vegetable producers and distributors. The user portal utilizes InetSoft's Style Intelligence to deliver dashboards and reports, and to provide data models which save time, as they can be reused for different clients. Data is supplied to the solution using various mobile apps, which gather both manually entered data and data collected automatically by sensors on the agricultural and shipping equipment. All client data is stored in an AS/400 multitenant database. The developers at DiD have found InetSoft’s system of logical and physical data models to be a boost of efficiency when creating dashboards for different clients. A cross-platform for all their clients linked to common data models enables the same data models to be reused and modified for various clients, each with their own specific needs.

DiamondStream, a company that provides analytical insights to casinos, wanted to create an online application that would provide casinos with unmatched insight into the marketplace and patron behavior. The company needed a partner that could contribute the analytical expertise and technology on which this new application would be based. The partnership would provide the means for DiamondStream to build a data warehouse that could hold and de-duplicate GCA data and provide an intuitive user interface with online dashboarding capabilities. Using this interface, casinos would be able to answer their most pressing business questions by easily accessing day-level data and drilling-down for more detail as needed.

Vital, a Toshiba Medical Systems Company, is a leading provider of medical imaging and visualization software for clinicians. The complexity of its product line, from front-line healthcare solutions to back-end monitoring tools and machine-to-machine connectivity, made the sales pipeline and forecast complex. Vital tracks sales opportunities in Salesforce and manages orders using NetSuite. These applications don’t speak to each other, so the organization lacked the ability to compare forecasted, actual, and targeted performance. They needed a BI solution that could easily combine and analyze data maintained in different applications, creating a single, comprehensive source of the truth. They also wanted to avoid anything that would require a massive investment of time and resources, and needed a solution that would easily scale to meet their future needs.

KYDEX, a leader in specialty thermoplastic sheet manufacturing, was previously relying on a text-based ERP system for sales operations reports. The process was time-consuming and inefficient, requiring IT employees to export data and perform additional calculations related to each period’s billings and bookings. These static reports were then distributed to decision-makers who would have to contact IT for any additional analysis. When the company decided to change ERP systems, it saw an opportunity to implement a Business Intelligence (BI) solution as well.

Teach For All is a global network of independent social enterprises working to expand educational opportunities in their respective countries. The organization gathers and analyzes data related to key metrics such as organizational growth, teacher retention, and number of students reached to maximize learning and identify best practices across the network. Initially, Teach For All used time-consuming spreadsheets to combine and analyze the data. While the analysis proved valuable, the process was labor-intensive and not sustainable in the long term. The organization needed an analytics solution that could automate the process and expand the initiative.

True Textiles, a leading manufacturer of commercial textiles, was using a traditional, on-premise Business Intelligence (BI) solution for nearly a decade. While the solution helped to combine the company’s disparate data sources, it was difficult to use, with limited functionality. Its costly licensing model made expansion of the deployment prohibitively expensive, so a small group of administrative and IT users ran reports for the rest of the organization. As additional questions arose, reports were modified and run again in a time-consuming, cumbersome process that reduced employee productivity and slowed decision-making. As their expectations shifted, they began to look for an easy-to-use, self-service solution that would give them quick access to advanced functionality. They needed a solution that could expand beyond their sales department to help them cost-effectively improve performance across the organization.

Vertafore, a leading provider of insurance software and technology, wanted to leverage its wealth of raw data to launch an analytics product that would provide agents and carriers with key performance indicators (KPIs) and competitive intelligence. The insurance industry is facing disruption from various fronts, including carriers going direct to consumers, usage-based insurance, and search engines that provide consumers with competitive pricing. To manage against these competitive threats, agencies and carriers need to understand sales trends, customer retention, and benchmark against peers to measure progress and uncover opportunities. Vertafore's unique position in the industry provides it with data from sources across the policy lifecycle, making it uniquely positioned to collect, analyze, and distribute market insights that can improve its customers' competitive positioning.

Graydon, an international business information provider, was facing challenges in making use of its vast data every day. Each team within the company had their own reporting requirements and sources of data to consider. The Marketing team wanted to get more insight into how campaigns delivered revenue and financial results, but this required data from the Finance team. The existing visualization tool in place did not support the types of data that would be required for this extended project. It would also be difficult to integrate and make data available for everyone across the business to use.

Sunny Delight Beverages Co., a leading producer of juice-based drinks in North America, was facing a challenge with its legacy business intelligence applications. The company had eight different legacy business intelligence applications in place, all with independent silos of data. This led to conflicting figures being presented to executives as end users were working off unique silos of data. This disparity led to revenue unpredictability, lower margins than necessary, high inventory buffers, and a lack of understanding true profitability from sales promotions. The legacy systems SunnyD had in place were too monolithic to support user self-service and agility. End-user data discovery tools, on the other hand, would amplify existing data silos.

The Firm wanted to enable its 250 financial analysts with the most up-to-date information and also allow them to use Microsoft Excel, their tool of choice. Given the breadth of holdings – Equity, Fixed Income –analysts are evaluating securities, derivatives, options and any tradeable financial instrument; the data is highly complex. With global markets open around the clock, speed is a competitive requirement. The analysts had built a custom tool from Microsoft Excel that the legacy system in place, Oracle BI, wouldn’t integrate into. Any replacement system needed to have seamless integration into Excel. Market data from multiple sources requires transformations to make the data consumable for analysis. Oracle BI couldn’t perform these transformations rapidly enough for up-to-date intelligence. A replacement system needed to process millions of records rapidly.

As the business units of the Global Energy Management Company grew, they became frustrated with reporting latency while waiting on central IT and Oracle BI. In response, they deployed desktop discovery solutions for self-service analytics. However, these analytic silos created a rift between business and IT. The Company saw an opportunity to modernize BI, heal the rift with the business units by delivering true self-service, and leapfrog competition in a commodities market. The technical challenges included a rapid go-live requirement in a highly-complex environment against 200+ data sources, a global M&A agenda that would drive further data complexity, and requirements for true self-service with centralized governance.

DAF Trucks, a part of the American company PACCAR, was facing a significant challenge in managing its accounting department. The department was overwhelmed with paperwork, with an average of 50,000 outgoing invoices printed twice a month and forwarded to internal processing points and around 1,000 worldwide trading partners and service offices. The situation was even more complex when processing the 450,000 incoming A/P invoices received per year in both paper and EDI format. The audit chain involved three checkpoints: receipt of goods in the warehouse, checking that everything in the order was as expected, and that the invoice had the correct price. However, in about 20 percent of cases, at least one of these checkpoints was not fulfilled, leading to about 90,000 cases per year where employees had to consult with the relevant specialist department and send copies of invoices by post to branches worldwide tracking down the information.

Maryland Management, a leading property management firm in the greater Baltimore area, was struggling with an inefficient method for storing and transferring tenant applications and leases for processing by the corporate office. The company, which manages around 9,000 units, was facing difficulties in finding a copy of a lease due to the industry's average apartment turnover rate of 41%. Prior to implementing DocuWare, each apartment community was responsible for submitting their credit and leasing applications to the corporate office for review. Once applications were received via courier, it took over a week to process, file and notify the apartment community of the decision. This resulted in new and existing tenants having to wait a long time for notification of their application status.

PEER Bearing Company, a global manufacturer of bearing and bearing-related products, was facing challenges with its sales order workflow. The company was using a combination of manual processes and fax transmissions to receive orders from customers. Once an order was placed, an acknowledgement confirming the terms of the order was printed and faxed back to the customer. This process was time-consuming and prone to the loss or misplacement of paper documents. These important sales records were stored in file drawers and eventually moved to boxed storage in a warehouse. Nearly 140 man hours a week were needed to organize and file the orders paperwork. With so much paper in the office, employees were always leaving their desks to find the information they needed. The company was spending $18,000 annually in printing and faxing costs and an additional $42,000 in labor costs associated with faxing, filing and retrieving paper documents.

Metalen Galler, a Belgian iron and steel products wholesaler, was facing increasing pressure from competition and increasing demands from customers for attractive prices, flexible delivery options, and short processing times. The company's sales structure was divided into areas of steel products and iron products, resulting in a decentralized storage and separate processing methods. This led to time-consuming searches as more copies were made and documents were filed more than once. The annual volume of 200,000 documents created huge amounts of paper, leading to bad morale among employees. The company needed to find a way to increase the efficiency of its business processes without neglecting customer service.

The King Hussein Cancer Center (KHCC) in Amman, Jordan, is a specialized cancer hospital treating both adult and pediatric patients. The operations at KHCC, like all hospital operations, are very paper-intensive. These paper-based documents are generated from multiple departments within KHCC such as clinics, wards, pharmacy, etc. The paper documents contain comprehensive information about cancer patients who receive treatment in the hospital and represent authenticated reference history for all patients. The Medical Records Department at KHCC is responsible for keeping all paper-based documents of all patient files and ensures that they are available upon request. However, its paper-based patient records can only be accessed from 8:30 am to 5:00, Saturday through Wednesday. These records needed to be requested in advance of appointments and were physically delivered to the various clinics. Records that were missing, misfiled or with another clinic were a hindrance to providing day-to-day quality care to the patients.

Prophete, a leading two-wheel manufacturer and wholesaler, needed to maintain a balance between customer demands for reasonable price, fast availability, and high quality of service. They realized the need for modern IT programs that could increase both the efficiency of business processes and the ability to communicate information to customers and sales partners. This led to the decision in 2006 to expand their IT department’s document repository by introducing a centralized document management system. The company required a central document repository with company-wide access, work-flow functionality, and integration with Navision and ABBYY FlexiCapture 8.0 Professional.

Butterfield Private Bank, a part of the Butterfield Bank Group, was facing a significant challenge with the huge amount of paperwork created every day. The bank was looking for a solution to reduce this paperwork and save on paper and storage costs. Additionally, the bank needed to meet government regulations and requirements of the Data Protection Act. The bank's activities were divided into three main areas: personal banking for High Net Worth Individuals (HNWI), banking and corporate accounts, and investment portfolios. As a result, a main file for each customer was kept, with many other files necessary on one single person as documents came in for filing in various departments. The information collected on these individuals was cross-departmental, leading to a complex and paper-heavy filing system. The UK government regulations required that transactional records be kept for 7 years, adding to the volume of paperwork.

UNIMED, the largest health insurance company in the south of Brazil, was facing challenges with managing a large volume of documents including medical records, hospital charts, doctor statements and more. The company has 30 offices spread out over 800 kilometers, each operating as a separate entity but sharing documentation among all offices. The original document cannot leave the office of origin, so copies of patient records and bills are sent back and forth between offices for processing every 15 days. This resulted in multiple copies of the same information at several different locations. When a patient visits an in-network UNIMED physician, the medical records and billing documents are processed and stored at the local UNIMED office. If a patient seeks a second opinion or chooses to see a UNIMED doctor in another city, the two offices must bill each other for the visit. This complex process often led to tests being repeated two to three times since the original test results are not easily available to the second physician. This was a drain on the organization’s bottom line and efficiency, and contributed to the huge amount of records UNIMED needed to maintain.

The administration department of the CHMLC is required to process several thousand documents every month; the majority of which are incoming invoices and large volumes of correspondence concerning grant applications. The center also receives personnel certificates and request forms from the branch offices. Ten employees are responsible for dealing with this huge volume of paperwork, the majority of which is received at the different offices and then transferred to central administration. Before DocuWare was implemented, incoming invoices and internal application forms used to be sent by courier to central administration. Once there, the hard copies were transferred from one table to another according to an established workflow. Each employee kept a copy of the most important document, leading to unnecessary duplications. This traditional way of handling documentation made it difficult to keep a check on processes and a large of amount of time used to be wasted searching for a specific document.

Advance Cabinet Designs Inc. (ACD) is a family-owned business that manufactures custom commercial cabinets for clients in the Northwest United States. The company had a paper-based accounts payable process that involved different employees adding documents to an information packet that moved from desk to desk. This process was inefficient and time-consuming. Additionally, ACD’s job files, which contained everything relating to a project, were in paper form and could be up to 10 inches thick. These files were often unorganized and not readily accessible to all employees. The company needed a system that would allow them to easily share information between employees and verify that the information being shared was the current version.

Jaya Apparel Group, a designer and manufacturer of clothing for high-end boutiques and large department stores, was facing several challenges. The company was able to process orders electronically but had no way to store and manage the information other than printing it out and filing it in banker’s boxes. This paper intense process meant that important information contained on documents such as customer PO’s, pick tickets, bills of lading, invoices, shipping tallies was difficult to retrieve. Researching receivable payment discrepancies was a complex process that was often so cumbersome that the company was unable to refute customer claims. The company needed an electronic document management system to improve their workflow by routing documents through a multi-step process, without using email. The solution needed to integrate with their AS/400 based ERP system and be able to automatically index and archive EDI transmissions, as well as serve as an archive for hand-written documents which would be scanned and imported.

Before the implementation of DocuWare in 2008, all documents related to the entire workflow process of projects at KONSING GROUP Ltd had to go through a long and tedious process. Documents were sent in by mail, scanned, and distributed via email to five different departments. An equal amount of documents were physically transported from one office to another. With more than 5000 documents a month, it was necessary to have several administration officers handle the distribution and filing of all incoming mail. The documents ranged from inquiries on possible installations, to plans on installations or construction, contracts, financial correspondence, and invoices. The management at KONSING GROUP Ltd wanted a solution to their paper filing and workflow process. They wanted faster delivery and remittance of documents especially before and after a contract was signed.

Invest Bank S.A., a retail bank based in Poznan, Poland, was struggling with the management of their document workflow due to the large volume of bank mandates, transaction records, loans, credit checks, invoices, emails, and signature patterns. They were processing a minimum of 100 credit applications a day. The bank needed a solution to improve the speed of the work processes involving loan applications and the filing of the applications themselves and all the documents pertaining. It was absolutely necessary to limit the time required to process the credit documentation verifications. It was also important to obtain a higher degree of integration flexibility with other units, such as the Ultimus BPM Suite Software, which controls the entire process of form completion and activity automation that, previously, had been managed manually.

SAMSON AG, a German company specializing in instrumentation and control systems, was facing challenges with its paper-based document management system. The company was generating around 15,000 documents daily in the sales department alone, all of which had to be printed and filed. The central paper filing system was kept in several basement storerooms, and outdated documents were regularly boxed up and stored elsewhere. This led to a lot of work, especially when looking for documents. If one of the sales offices needed information about a transaction, documentation was even sent back and forth through the mail. There was no way to guarantee that the files they received were up-to-date and complete.

Before implementing a Document Management System, Lyonnaise des Eaux stored all its business documents, technical documentation, and landed property deeds in physical files. Locating a specific document was a tedious process, often leading to frustration and wasted time. Not all documents were catalogued, and those stored in the basement were never indexed, making retrieval even more difficult. The company needed a solution that would provide direct access to all archived documents and integrate with the existing APIC geographic information system. The goal was to save space and provide a large number of employees with easy access to all documents.