How 3 Manufacturers Drive Growth with GIS Mapping
What do General Motors, Nike, Samsung and Walmart have in common? Beyond their global status on the manufacturing stage, these companies leverage GIS technology to outpace competitors, reduce risk and uncover customer needs. Learn how analyzing markets and territories can lead to business success and innovation. Check out three companies who use geospatial analysis to drive informed decisions every day.
1. Interstate Batteries Reduces Costs and Improves DeliveryDependable, reliable and high-quality—that’s how customers refer to Interstate Batteries, a North American automobile battery brand. The company stands behind its products and powers everything from cars and big-rigs to forklifts and personal watercrafts. When the $1 billion privately held company wanted to integrate a routing element into its marketing system, it turned to GIS technology. Leveraging several variables, such as height, weight and hazardous material restrictions, battery dealers and distributors can visualize customer orders within an easy-to-read map interface on their computers. This newfound visibility allows them to plan specific routes and meet customer demand more efficiently. GIS mapping enables dealers to edit delivery details and adapt their routes when orders change. By optimizing deliveries, Interstate Batteries saves on costs in the office and on the road.
2. General Motors Arms Dealers with Maps and Customer InsightsBruce Wong, advanced network analytics manager at General Motors, leverages GIS-based analytics for the company’s dealer network. During the automobile boom of the 1950s, the legendary car manufacturer had nearly 13,000 dealership sites. The economy changed, and today, GM operates 4,300 successful dealerships across the United States. In order to scale back and provide superior customer service to its core customer base, the company needed to leverage geospatial analysis to understand demographic trends and customer behavior. GIS allowed the company to increase its customer-focused approach by answering questions such as:
- Where do GM customers live?
- How far away are customers from GM sites?
- Will a customer drive 120 minutes to buy a car?
- How far do customers need to travel to get a car serviced?