Bukalapak Boosts Engagement with Personalized Campaigns: A 2.5X Increase in CTR

Atlanta Grout & Tile, a Tile, Stone & Grout restoration company based in Woodstock, Georgia, was facing challenges with its traditional business model. Despite steady growth over the years, the company was falling behind the web revolution and missing out on the opportunity to tap into a new consumer base. They were using independent software from different vendors for each of their department information and workforce management. This resulted in a lot of manual work on excel and the need to export/import data between different systems. This not only increased overhead costs but also slowed down their response to clients. The company also had to prepare numerous reports manually and lacked access to customer trends for effective business decision-making.

Indian Farmers Fertiliser Cooperative Ltd. (IFFCO), the world’s largest manufacturer and marketer of fertilizers in the cooperative sector, was facing several challenges in its quest to innovate and improve the livelihood of farmers in India. The organization had recently launched a new product, nano urea, which brought new demands to IFFCO’s cloud computing needs. The organization needed a reliable cloud vendor to support the processes of 6–7 new manufacturing plants during the upcoming year, enhancing its production capability 300–350 million bottles of nano urea to meet increasing demand. IFFCO’s cloud adoption was driven by a need to innovate. The organization wanted capabilities for a dynamic business that can adapt to the changing needs of the market while growing fast. However, it was inhibited by rigid on-premises data center deployments and the overhead of maintaining legacy systems. IFFCO wanted to apply the elasticity and availability of cloud for improving overall performance of applications at lowest possible operational overhead. Lastly, IFFCO needed to provide the benefits of its technology to all its stakeholders, including employees, members, transporters, and farmers, some of whom have limited literacy. To accommodate all stakeholders, IFFCO wanted to add a voice interface to its applications.

The client's go-to-market teams weren't accustomed to attracting new buyers in the digitally networked world. These prospects come from an evolving demographic — millennials and Gen Z who were increasingly adopting the new ways of evaluating options online and making reservations.There were three key challenges that the client was facing.Outdated and aging systems (legacy core)Inadequate web presence and e-Lack of predictive customer understanding and analytics

IDI Independent Distributors Inc., a Canadian-owned business serving the industrial and safety industries, faced a challenge in providing its members with high-quality, enriched product information. The company recognized that its members needed a central repository for data to deliver consistent and trusted product information across various channels. However, smaller individual distributors lacked the resources to deploy a full Product Information Management (PIM) solution independently. IDI decided to invest strategically in a data management solution to help its members compete effectively in the digital marketplace with high-quality content. The goal was to build a vast repository of rich product content and digital assets to aid its members in growing their business across channels.

Jupiter Shop Channel (JSC), Japan’s first television shopping network, was facing several challenges in executing its omni-channel strategy for unified shopping across TV and e-commerce. The company needed a platform that could convert data into actionable insights, simplify workflows, boost interdepartmental collaboration, and improve customer engagement. The IT staff was burdened with increasing workloads, especially in failure investigation, after the launch of an e-commerce site to support the omni-channel initiative. The company was using Zabbix, a software tool for detecting system errors, but it was not effective in handling disparate data sources across multiple servers and operational silos. The IT team had to manually correlate access logs and application logs before they could analyze failures, which was time-consuming and challenging.

Whether big or small, a Digital shift is always difficult to carry out. We aimed for a digital transformation thus increasing the internal operational efficiencies by introducing self-service and automation, and improving the client experience. Moreover, the utmost challenge was to carefully Validate the single-digit precision of results by rounding off the numbers in calculations for efficiency and accuracy.In the end, Sifars was looking for a reliable way to register customer data securely while naturally engaging them for their daily tasks.