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Pricing and yield management
From decision makers who shape the business direction of an organization to frontline leaders who are responsible for the smooth running of day-to-day operations, iAdD translates the value in your data into higher productivity and greater profitability. Use your data better today for decisions made easy.
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Retail F&B story
Retail Food & Breverage
Finding the right place to start business
Successful Food & Beverage (F&B) Business that already has at least one F&B outlet/restaurant established for several years.
The company wanted to expand business brand by opening another F&B outlet/restaurant. Research and interviews with industry experts revealed that a bad decision on choosing the location to setup and start a new F&B outlet/restaurant significantly impacted the business. How did the decision maker decide where to open the next F&B outlet/restaurant?
Our proprietary analytics method was able to bring together and use the business’s transactional and loyalty customer data with footfall and rental data to research and identify cheaper alternative locations.
Success to the retail F&B business was its avoiding the set back of at least $0.5 million and 3 years of time and effort.
Manpower cost savings
Managing manpower cost to sustain business for a retail company
Manpower Cost Savings
Retail Business already started up and the business system has been setup and is currently running.
The company needed to sustain the business by managing business running costs. Beyond the initial high outlays for rents and renovations, the decision maker realised now that the key cost lever to control was manpower costs. And in the retail industry, service delivery to deliver a positive customer experience is everything. How did the decision maker decide on the composition and scheduling of his workforce to ensure sufficient manpower to deliver desired service quality standards?
Our proprietary analytics method was able to bring together and use the business’s transactional and customer trends data to better determine the workforce staff mix – fulltime versus part-time and to better schedule for the staff deployment at different times to ensure sustaining the desired service quality.
The retail business was able to achieve more than 10% cost savings in manpower expenses and avoiding the loss of at least $2,000 in daily revenues (for a restaurant) from turning away diners due to insufficient labour.
Marketing ROI 1
Knowing the return on investment for marketing spend
for a retail company
Marketing ROI 1
A Large to Medium-sized Retail Business that is already well-established locally and has several outlet stores in its chain.
The company had invested large sums of expenditure in marketing promotions to draw in the crowds and generate additional sales revenue. The decision maker realised the importance for generating awareness to their customers to promote greater customer traffic and to translate those traffic into sales. How did the decision maker know the return on investment of their marketing spend in improving profitability?
Our proprietary analytics method was able to bring together and use the business’s transactional and customer trends data to better determine the popularity and effectiveness of their marketing activities. Through deeper analyses, analytics uncovered consumer insights and patterns based on specific locations.
The retail business now knows how and where marketing spend and activities attributed to improved sales volume across the various business outlets. The better understanding of customer personas derived from the data by specific localities allowed them to create more unique promotions and pricing strategies to generate improved customer conversion rates.
Marketing ROI 2
Knowing the return on investment for marketing spend
for a payment solutions company
Marketing ROI 2
A business in the Banking and Finance sector that specializes in providing payment gateway solutions to retail businesses.
The company derived its revenues from the volume of financial transactions completed between the banking and finance companies with the customers using their payment gateway solutions. The company regularly conducts marketing promotions with strategic partners to create new opportunities to encourage customers to use their payment solutions. How did the decision maker know the return on investment of their marketing spend in increasing the volume of transactions?
Our proprietary analytics method was able to bring together and use the business’s transactional and promotional data to measure and determine the effectiveness of their marketing activities. Deeper analyses also enabled the company to uncover emerging shifts in consumer payment solution preference trends. In turn, the company was then able to move their business model from supporting to partnering with their strategic clients.
Success to the payment solutions business was translating the better use of data to identify suitable aspirational rewards and recognition schemes to proactively partner their strategic clients in developing and executing marketing campaigns. This active partnership allowed the company to become a valued partner to their clients in constantly developing unique promotional activities to retain or grow customer loyalty.
Raising MNC Efficiency
Raising efficiency for MNCs
Consolidating reports for management reporting
for a global company
A global leader in the Logistics and Shipping Business with Global or Regional Headquarters setup locally. The global business is organized by regions, sub-regions and individual countries.
The local office, acting as the global or regional HQ, had to prepare monthly management reports from human resource status to business performance status reports from an end-to-end business value creation chain perspective. Report consolidation was a slow and cumbersome process since subsidiary agencies from different countries or strategic business units submit their data for consolidation used different formats, different styles, and different systems. Furthermore, the businesses were organized along functional stovepipes.
The challenges were therefore two-fold: Firstly, data arrived for consolidation with no proper structures. Secondly, the consolidation agency had to spend a lot of time and effort trying to break down existing stovepipes to report across verticals for integrated end-to-end reporting.
The decision maker therefore had difficulties receiving reports that are accurate and timely. Making decisions was therefore very slow and the business had to operate at longer business cycles.
Our proprietary analytics method provided them with the ability to prepare and structure raw data into a harmonized datacube. And we did this in the backend, relieving the end user from having to learn new habits or tools. Based on a one-time diagnosis and setup, our method enabled their businesses to receive accurate and interactive reports within 24 hours of submitting their raw data to us.
The global business discovered through us a reliable and timely way to outsource data consolidation and report preparation to free up and shift their staff towards the higher value-added activity of analysing rather than consolidation their data. From research, most companies spend on average 10 man-days to consolidate and prepare management reports. We reduced report preparation time and effort by 900% to a single man-day. This means businesses stand to gain 9 extra man-days for deeper analyses and trade-off studies. With this, businesses have now more capacity to anticipate the future and better adapt and respond to future opportunities.
Non-Profit Organizations (NPO)
Enhancing transparency for donor funds management
A Local non-profit organization (NPO)
The local non-profit sector is the most poorly resourced sectors (if it is not already one). Yet the sector possessed good-hearted people who had the desire to make the positive differences in service of others and to the community and to society.
NPOs had to endure two enduring challenges – Firstly, tremendous pressures and public scrutiny for transparency and accountability, especially for allocated public funds and collected donor funds. Secondly, the inability to recruit the best people or possess adequate information technology infrastructure and facilities due to poor resourcing. Report preparation processes and methods therefore remain archaic and manual. So how can the decision maker improve internal reporting to provide better visibility, transparency and accountability of allocated and collected funds and resources?
Our proprietary analytics method partners NPOs to simplify their reporting activities. Based on a one-time diagnosis and setup, our method enables businesses to receive accurate and interactive reports within 24 hours of submitting their raw data to us.
The NPO has now discovered a reliable and timely way to outsource data consolidation and report preparation to free up and shift their staff towards the higher value-added activity of analysing and complying rather than consolidating their data. Preservation of public trust and confidence in the NPO institution is priceless.
Government & Geographically Operated Company
Delivering data integrity for enterprise systems migration
Government bodies or businesses with geographically dispersed footprints either intending to implement or in the process of implementing Enterprise Systems.
There exists a lot of data within the organization. These data resides in many legacy and different generational information technology (IT) systems. Data architectures and structures vary from system to system. There is a need to integrate, structure, and harmonize the different data sets for migration into the data warehouse to realise the benefits promised by the Enterprise Systems. Historically, and from experience, organizations usually suffer from unanticipated delays of up to 3 years and cost over-runs during Enterprise Systems rollout. And the main cause usually stems from uncleansed data during the data migration process. How can the decision maker ensure the return on investment for the capital expenditure for enterprise systems to improve business internal operations and deliver better decision support?
Our proprietary analytics method first diagnoses the organizational decisions required at different levels. Second, our proprietary processes identifies the quality of data available to define the new data architecture required. Third, our method develops and applies uniquely different strategies to prepare, clean and harmonize data provides the ability to prepare and structure raw data into a harmonized datacube. Last, we advise and partner businesses to ensure the smooth migration of the enterprise data to ensure data integrity. Our method ensures data integrity so that migrated data remains accessible, extractable, and usable to make business operations with data efficient and meaningful.
Success to the organizations is about preserving data integrity to facilitate the smooth migration process. Swiftness in migration helps the organizations avoid unexpected delays and unanticipated cost over-runs due to the need to find interim solutions to sustain business operations because of migration delays and challenges. The largest unseen benefit with our method is sustaining staff morale because from our experience, we have yet to encounter an organization whose staff was happy and satisfied with enterprise systems implementations.