A startup pharmaceutical company was facing the complication of identifying doctors and other health care workers with authority to prescribe their medications. Such prescribers could prescribe drugs in several states. The business could give samples of their product to prescribers only in those states wherein they could prescribed. Non-compliance with this rule carried a high financial penalty. At the same time prescribers data was not structured in a way that efficiently indicated the states where prescribers could be sold to and given samples to. GainOps cleaned and shaped the data to overcome this problem. They also designed dashboards for the startup that helped them to easily and quickly ascertain whatever was needed to provide samples and sell to prescribers. This directly helped the startup's sales to increase.
Month end sales commissions were calculated by various teams. The required data was distributed across different systems. It reflected silos, not the enterprise. This led to longer commission calculation time spans and significant errors. An earlier attempt to correct the process was obstructed as the persons who had built the existing system had left some time ago. Sales partners were frustrated due to commission calculating errors. The GainOps solution reduced calculation time and eliminated errors. The business recover the money they spent on the solution and much more as major errors such as paying the full commission amounts to each of reps and partners were rectified, the commission then being correctly divided between the two.
A manufacturer of motors who wanted to compete with China was taking a long to to complete sales as motors are very complex and each customer has markedly different requirements for their particular solution. Further, sales operations costs were high. GainOps designed and implemented a solution to give the manufacturer an edge over their competitors - manufacturing durations were shortened and only those components that were needed were manufactured leading to an optimized inventory.
Banks are required to comply with the new Current Expected Credit Losses (CECL) accounting standard which requires then to provide estimates of expected losses over the life of loans. GainOps designed and deployed a comprehensive solution (including automated data collection and integration, interactive front-end and reports) that enabled bank officers to select loans for analysis, group them by analysis criteria and method, and generate the necessary reports describing credit loss risks. The solution made audits easy and quick, sharply reduced operational costs and even helped increase revenues.
A large cable manufacturer was not being able to ascertain the profitability of its sales representatives. The data required to calculate these was kept in disparate platforms - credit and debit notes in spreadsheets, orders in a web-based system and invoices in a home grown ERP system. This created obstructions to profitability computation. GainOps redesigned the data model and storage, automated the data collection processes and created dashboards to report each sales rep's profitability accurately and in detail.
A capital goods manufacturer needed to combine as many as seven ERP systems when creating a new business unit. GainOps managed the data design and migration portions of this very complex project. The resulting system easily passed a required Department of Defense audit.
Generated leads were not being tracked. This led to the same customers and prospects being contacted by different representatives for the same topic, leafing to churn. It was not possible to ascertain what channel partners were doing with the leads. This increased CAC. The GainOps solution made lead tracking and analysis easy and helped find ways to reduce Churn and CAC.
Excessive focus on sales led to inventory oversight causing under-utilization of a larger than necessary inventory. Better ways were found to reduce inventory and hence costs through daily demand-supply analysis and reports. This led to increased margins.
