A global biopharma company had traditional sales & marketing models that were increasingly less effective with reduced accessibility to physicians and greater compliance restrictions
A leading multinational growth pharma, with disparate 77+ systems and 18 data sources across 36 countries, had no single source of truth of their customers.
A leading pet specialty retailer in US was committed to deliver outstanding customer experience. However, they had multiple repetitive data entry points …
A pre-commercial biopharma that focused on the development and commercialization of novel gastrointestinal (GI) therapies, had multiple drugs in the pipeline for 2018.
The top 5 global manufacturer and retailer of cosmetics was dealing with eroding consumer loyalty and declining market share. In the past they used legacy, rigid Customer Master Data …
A leading health insurer in US was committed to provide high quality health insurance and exceptional customer experience to its members.
A leading healthcare marketplace wanted to provide trusted information about providers and hospitals to the consumers through its online platform.
A global pharma company had duplicate customer (HCPs) identities across multiple systems so they were not able to have a single view of customers across all business functions.
A leading end-to-end system integration company used a legacy, on-premises MDM to manage their supplier data but found it unscalable for improving business operations in the aftermath of a merger.
A global company specializing in internet connection services continued to expand into the European region. However, the legacy MDM didn’t allow them to manage transaction and interaction data
A French multinational pharmaceutical company used an inflexible and unscalable legacy MDM solution to manage their HCP and HCO data.
An American diversified global insurer used spreadsheet-based manual data cleansing to manage their broker data.
A multinational diversified hospitality company had highly fragmented customer account data across multiple sources due to a series of strategic acquisitions.
The Medical Devices arm of world's top pharma company had a long-standing relationship with a few legacy MDM providers.
A global manufacturer and seller of medical devices was struggling with siloed customer data originated from a recent acquisition of another medical device company.
A leading personal computer and printer manufacturer had no single view of their B2B customers, resellers, and partners. As a result they missed on cross-sell and upsell business opportunities.
A top 5 global pharma company had 65 separate instances of Customer Masters around the world.
A leading pharmaceutical company that has developed and brought to the market numerous new active substances, had their product data scattered across more than 20 systems.
A global specialty insurance company struggled to understand relationships among their customers, products, brokers, and transactions.
A large owner and operator of golf clubs had several home grown applications and systems to manage their member data.
A leading health services company used an extremely rigid legacy MDM for managing their customer accounts that became very expensive to maintain.
A top global media marketplace for licensed digital content was struggling with siloed customer data across multiple fragmented systems.
A leading global fast food restaurant chain had a goal of driving digital transformation globally. Creating seamless customer experiences was critical to their business.
An S&P 500 global biopharmaceutical had unique data management challenges due to extreme growth with several new drugs pending approval.
A leading provider of medical technologies had a recent merger with a large manufacturer of medical devices and were struggling with siloed customer data in multiple, disparate sources.
A global diagnostic device & service provider had 50 distributors, each supplying sales data in different, inconsistent formats. It required 500 hours of manual data cleanup every month.
A top 15 global pharma company was struggling with multiple systems to manage their employee data.
A top used car retailer in the US had siloed islands of technology and data, and duplicate customer records due to legacy Mergers & Acquisitions.