The project started with mapping what questions Cuumas customers wanted answered and by having interviews with the sales team to figure out what background information on the customer would help them sell better. After the research a sitemap was outlined which included explanations on needed content for the customer to absorb the provided solution and which events to track in order to help the sales team to grasp the needs of the customers. The core function was to ship new leads to Cuumas CRM system from where the sales team (and marketing solutions) would continue nurturing the potential customer. A prospect was categorised based on enrichment from 3rd party API's, user actions on the site and a short questionnaire before granting a demo of Cuumas product.

Cuuma has been operating the Finnish market for almost 15 years. There were some recognisable assets we decided to stick with. As a visual starting point we used their recognised coloring and logo. The accent orange with a neutral, almost flat color palette was used throughout the site to communicate efficiency, calmness and repeatability. Montserrat combined with Open Sans was defined as the typeface. The typeface has a modular scale for crisp reading on all screens and devices. Lastly, a set of icons and visualisations were crafted for the customer have a unified experience everywhere.

With the brand assets defined it was time to design a Single Page Application that coupled the identity of Cuuma with the information users would need about the services provided. As always, we started with pen and paper.

We helped Cuuma to track customer behaviour, for example: what referrals they were browsing, which integration specifications was read, from where they arrived on the site and where they left. This way a ground zero for a sales funnel was crafted which is now frequently revisited and developed further. With the data collected from the customer journey, enrichment from 3rd party API's and an integration with Salesforce, Cuuma now profiles customers on multiple factors and focuses their sales resources efficiently based on facts.

Cuuma's sales team was using quite a lot of time on finding new potential customers. They were looking to free up a magnitude of time to focus on customers that we're in need of a communcation solution. Even though Cuumas solution is a state of the art communication platform, their former marketing site wasn't delivering this message to their customers.

Today we spend our time on nurturing potential clients.

Cuuma Communications is a Finnish mobile carrier whose services are used by nearly 1000 companies. Cuuma distinguishes itself from other telco providers with advanced call routing capabilities, automised pre- and end-call processes, integrations to modern tools and by providing client specific customizations. In spring 2019 Cuuma raised investor capital and are looking to rocket notch their sales.

The end product is a self serving lead machine that eases Cuuma with their internal processes on sales and helps their potential customers to fully grasp the workings of the provided service. The sales team can use their time on nurturing potential customers rather than finding them. Collected data helps to identify opportunities on where to invest in order to bring in new business. As a side product Cuuma now has a modern, fast and neat looking marketing site showcasing their promise on solving customer problems in the market of communication solutions.

Distrikt13 set out to analyse more than 5 years of Interflora shopping and delivery data to devise a data-driven intelligent logistics framework that would propel Interflora into the 21st century alongside the aforementioned businesses. First we cleaned up the provided data and added some geographical variables, e.g. salaries, petrol costs and national holidays. With the help of GoogleMaps  and HERE Maps API's we used the address data to retrieve coordinates for delivery destinations. Conducting interviews and quantitative polls with the florist shop owners to shed some light on daily routines. After the data was prepared for modelling and interviews were conducted, we researched how to current model was performing and lastly moved on to provide payment and order routing models that would significantly reduce the cost per delivery in comparison with the current model.

Finding an optimal route planning model for delivering goods and their related payments while simultaneously keeping the end customer, florist members and head quarters satisfied. Every party wants to save money while raising the bar on service level. Routing of orders to correct shop based on variables provided by business while making sure the same day deliveries are fulfilled consistently.

The insights revealed have paved new ways for our business to develop.

A great deal of Interfloras cost structure consists of the payments related to delivering goods. A deeper analysis of current logistics and a framework for a new model was hence needed to improve on the current model and increase the company profits. In today's business climate, delivery logistics encompass a major cost for many businesses and the companies that succeed put a fair amount of smart thinking into devising a payment framework.

We provided three models based on our insights that could be applied standalone or in combination. The models and their affects were provdided as a Jupyter notebook where one can see the calculations and its explanation. Interflora evaluated the effect of the models through a heatmap with value inputs and instantly saw the changes in the logistics pricing landscape. The board got to evaluate options and decide what is best for the business. To grasp the current situation in birds-eye-view, Distrikt13 built a visual representation tool to highlight delivery hotspots on a map that could be adjusted by time, this was an important asset to display needs of drivers on peak seasons vs. daily business. As a cherry on top, a Proof-of-Concept router for the driver to calculate optimal route to drive based on current situation in real time (orders left, destinations, desired time of deliveries).

Digitalisation is driven by technological advancement and organisational development. Our main focus has been in improving internal processes with smart work and lean culture to achieve higher throughput. We saw the platforms main purpose as supporting Interflora staff to increase sales while reducing the amount of work needed to maintain business capability. Peak season demand was tackled with help by todays cloud capabilities, we chose AWS and Kubernetes as our main tooling to scaling the platform up and down. In order to launch for production quickly, we went live with a subset of the features requested by business. By going live early, focus was brought to the table and incremental impacts were introduced, some even on a daily schedule.

Interfloras service is highly valued by customers during holiday seasons. By examining peaks in load we noticed that queries increased approximately 63 times in relation to the normal load while writes needed capacity for 12 times more. More than a third of Intefloras customers want to have their greetings delivered during the same day and cutoff time for service regions differ. Customer data ownership was at a third party service provider, making sense of the data was a communicational burden rather than technological. System development had stagndated due to will of paying for it since IP's would remain at the provider and higher customer expectations created challenges for the way of doing business today.

Our new shop platform has boosted our sales and reduced back office work. This I call transformative success!

Interflora is the global leader in flower delivery. The company offers a floral delivery network in more than 150 countries and connects 58,000 florist shops across the world. Interfloras customers send flower greetings to the other side of the globe within hours from placing the order. Together we are reinventing the organisation and finding new ways of creating business incentives. A transforming collaboration that has lasted three years and continues with even stronger passion for the future ahead.

A steady +13% yearly growth in revenue. More important impacts have been the higher level of service quality for customers and more focused way of working inside the organisation head quarters. Having total ownership of data has evolved the way Inteflora directs marketing and system development efforts. Integrating the shop platform with Intefloras ERP system has tremendously reduced time spent on accounting. Due to the amazing results, Inteflora now feels comfortable investing continuously in their sales channel development.

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