eBook

Measuring Return on Knowledge

in a Big Data World
Leveraging Knowledge as Your Greatest Asset

Return on knowledge may be the next big differentiator

for companies in today’s Big Data world.
eBook

Table of Contents

Introduction........................................................................................................................................................................................................................................................................ 3

The Building Blocks of Insight: Data, Information, Knowledge, Humans....................................................................................................................................................4

Establishing Knowledge as an Asset........................................................................................................................................................................................................................5

Collective Knowledge: The Most Important Asset of an Organization........................................................................................................................................................6

You Don’t Know What You Don’t Know................................................................................................................................................................................................................... 7

Case Study: CA Technologies.....................................................................................................................................................................................................................................8

Insight Deficit Affects Business Performance.......................................................................................................................................................................................................9

Case Study: Harris Corporation.................................................................................................................................................................................................................................11

The Link Between Knowledge and Economic Value......................................................................................................................................................................................................... 12

Case Study: Institut National D’Optique (INO)..................................................................................................................................................................................................... 14

The Next Wave of Value Creation........................................................................................................................................................................................................................... 15

The Road to Actionable Insight................................................................................................................................................................................................................................ 16

About Coveo................................................................................................................................................................................................................................................................... 19

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 2
eBook

Measuring Return on Knowledge

in a Big Data World

INTRODUCTION

Big Data. Unstructured data. Semi-structured data. Data is all over the Return on knowledge may be the next big differentiator for companies
technology news, and for good reason. It is overwhelming organizations, in today’s Big Data world. Hidden inside streams of structured and
requiring them to find new ways to operate, stay competitive, better unstructured data across cloud, social and on-premise systems are
serve their customers and bring new products to market faster. information relationships that answer questions employees haven’t
even thought to ask. But how can organizations best leverage
Gartner predicts that enterprise data will grow by 800 percent in five
Big Data – defined as simply overwhelming amounts of variable
years, with 80 percent of it unstructured. The accelerating growth and
and quickly changing data from multiple systems – to increase return
fragmentation of data – in the cloud, in social media and in enterprise
on what is arguably the greatest asset they possess: Knowledge.
systems – creates a bigger and bigger knowledge access problem.
Located in systems inside and outside the firewall, and, more
It makes it nearly impossible for executives, employees and customers
importantly, in the minds and experiences of their employees and
to leverage contextually relevant information when they need it
experts outside the firm. This ebook provides a guide to helping
to solve challenges, make critical decisions and simply do their jobs.
leaders exploit this tremendous opportunity.
Unstructured data can also create tremendous opportunity when
leveraged correctly. Knowledge contained within systems and
within people is what keeps organizations competitive, innovative
and unique. When accessed and shared across teams, geographies
and departmental silos, its influence may be even farther reaching.
The speed at which business moves today, combined with the sheer
volume of data created by the digitized world, requires new approaches
to deriving value from data and knowledge.

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 3
eBook • The Building Blocks of Insight: Data, Information, Knowledge, Humans

The Building Blocks of Insight:

Data, Information, Knowledge, Humans

How can organizations connect the data dots to gain new insights?
Data on its own is meaningless. It must be organized into information
and transformed into knowledge before it can be interpreted
by humans into actionable insight for strategic decision making.
The terms data, information and knowledge are often used inter-
changeably, but they have important distinctions and implications.
People gain insight by gathering information from all sources and by
identifying and learning from other people who have prior experience
about the situation at hand. In other words, information cannot
be leveraged on its own – it must be combined with people to create
knowledge. Organizations need to look at knowledge as a value that
can be organized and measured in order to make the most of their data.


Data is defined as factual information (as measurements or statistics)
used as a basis for reasoning, discussion or calculation. In and STRATEGY
of itself, data provides limited value. This is why growing amounts
of data do not equate to growing amounts of knowledge. INSIGHT


Information is data that has been organized, categorized
or condensed in some way. KNOWLEDGE


Knowledge is information processed in the mind of an individual.
You arrive at knowledge by processing and accessing information INFORMATION

available to you.

In other words, knowledge is a human capability. Human beings have DATA

used data as long as we’ve existed to form knowledge of the world.

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 4
eBook • Establishing Knowledge as an Asset

Establishing Knowledge as an Asset

When those inside or outside an organization want to know how well INVESTMENT IN NON-TRADITIONAL ASSETS IN THE US
a business is doing, they tend to look for information on its “tangible Source: University of Maryland
assets.” These assets are generally understood as those things with US BUSINESS INVESTMENT IN INTANGIBLES
physical properties. Fleets of trucks, machinery, land, buildings, inventory (Billions of $, Annual Average)
and cash are all easily understood as tangible assets. “Intangible assets”
1400
– also referred to as knowledge assets or intellectual capital – are assets
that cannot be seen or touched. Patents, trademarks, copyrights, goodwill, $1,200
billion
brand recognition and reputation are all examples of intangible assets. 1200

Evidence suggests much greater growth in intangible assets than

1000
in tangibles. For example, as seen in Figure 1, recent studies estimate
investment in intangibles in the United States is roughly USD 1,200 billion
$750
– up from USD 19 billion in the 1950s. 800 billion

Nevertheless, intangible assets are often overlooked. They aren’t

found on any balance sheet. Yet it is often the company’s intellectual 600
property that drives the difference between book value and market
value. Intangible assets are crucial to business value and growth and $350
400 billion
it is important that they are identified alongside tangible assets
and valued as individual components. Many companies (Apple is a good
example) have intangible assets to thank for much of their success. 200 $103
$41 billion
And in today’s information-driven economy, companies uncover $19
billion billion
the most opportunities – and derive the most value – from one intangible 0
asset in particular: Knowledge. 50’s 60’s 70’s 80’s 90’s 00’s

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 5
eBook • Collective Knowledge: The Most Important Asset of an Organization

Collective Knowledge: The Most Important Asset

of an Organization

Organizations have always sought and valued knowledge. Recognizing
knowledge as a corporate asset is new, however, as is understanding
the need to manage and invest in it with the same attention paid
to getting value from tangible assets.
The need to make the most of organizational knowledge – to get
as much value from it as possible – is greater now than in the past.
Companies are finding themselves with piles of information within
multiple channels, locked away in silos – different systems, different
departments, different geographies and different data types, making
it impossible to connect the dots and make sense of critical business
information. New computing models like cloud and social business
are exacerbating organizations’ ability to collect, analyze and process
data. The data is there, but it isn’t being harnessed in the right way to
increase our collective knowledge. And it is our collective organizational
knowledge that gives us the edge over our competition.
of their organizations. If knowledge is an asset, then the return
on knowledge is ultimately linked to the ability to enable people
to access that collective knowledge more efficiently. It either drives
a return, or otherwise sits in a corner as the organization fails
to leverage it.
How do you find what you need? Managers making difficult decisions
are much more likely to go to people they view as knowledgeable
than they are to look for information in a database. If no one goes
to see those experts, the knowledge they possess is not going to be
recuperated. The mere existence of knowledge somewhere in the
organization, in the customer base or via partners, is of little benefit;
it becomes a valuable corporate asset only if it is accessible, and
its value increases with the level of accessibility.

How is collective knowledge being leveraged today? In a word: poorly.

According to a 2000 study by University of Southern California’s
Marshall School of Business, just over 10 percent of people reported
having access to “lessons learned” in other parts of their organization.
Additionally, in a recent Coveo survey of 120 executives, only 13 percent
said employees can effectively tap into the collective knowledge

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 6
eBook • You Don’t Know What You Don’t Know
You Don’t Know What You Don’t Know
At a time when organizations need to "know what they know"
and use that knowledge effectively, the size and geographic reach
of many of them, along with the proliferation of data, make it especially
difficult to locate existing knowledge and get it to where it is needed.
Companies are looking to gain more answers while facing uncertain
situations. They want to be faster, better and more competitive against
more competent companies. They’re also being asked to do more with
less, but there’s a wealth of data at their disposal that they don’t often
know exists. And if they don’t know it exists, they can’t generate new
knowledge and insights from it.
© 2013 • Coveo Measuring Return on Knowledge in a Big Data World
Consider the area of customer service. As enterprises increasingly
use customer service to differentiate themselves, knowledge
management has gained strength as a strategic initiative. Today’s
customers are more demanding about service – they are savvier
than ever and want a personalized, tailored interaction.
To improve service productivity and the customer experience, service
reps need to be able to leverage collective knowledge. The ability to
pull together the right information and make it available for customer
service agents helps drive efficiency and customer satisfaction.
This saves costs and reduces customer churn. Ultimately, it makes
it more likely that existing customers will purchase more.
info@coveo.com • www.coveo.com 7
eBook • Case Study: CA Technologies
Case Study: CA Technologies
If there’s one company that could serve as a showcase for how
better insight into vast amounts of data can drive improvements
throughout an organization, it’s CA Technologies. The company’s
Technical Support team needed better access to relevant information
stored in multiple repositories to improve the speed and accuracy of
the technical resolutions it offered customers. CA Technologies
began by empowering contact center agents with Coveo’s search
and relevance platform, and then expanded its use of Coveo to power
more personalized, conversational and relevant customer self-service
on its secure customer website and online developer communities.
Not only was the amount of customer information increasing across
channels, but the complexity and amount of products the company
was supporting was also increasing. It was critical to ensure they
were sharing customer information not only within Technical Support,
but also across R&D and sales and marketing, as well as making
it accessible to customers through their online, self-service support site.
Critical product issues, customer feedback, enhancement requests,
and more, were being captured in Technical Support – information
that would greatly benefit R&D, sales and marketing teams – so that
they could better develop, market, and sell the company’s solutions.
© 2013 • Coveo Measuring Return on Knowledge in a Big Data World
For CA, Coveo is now indexing data across 74 systems for 13,000
employees, who now have access to consolidated, correlated
information that is presented with contextual relevance. On its secure,
customer self-service site, Coveo is indexing data from 24 different
systems, for 150,000 users who are conducting 1,000 searches per
minute. From disparate data to actionable insight, Coveo provides all
13,000 CA employees with always-fresh data about customers, projects,
and people – across enterprise systems and social communities.
Customer self-service satisfaction 10%
Overall customer satisfaction 40 basis points
Case resolution time Up to 50%
Productivity and call deflection
Supporting 1000 hits/minute from over
150,000 registered support site users globally
We needed a way to break down information silos and better
consolidate, correlate and share critical customer information across
our Technical Support team, as well as across R&D, engineering and
sales and marketing – essentially all CA Technologies employees. We
also needed an easy to use, online customer self-service solution that
would quickly connect customers with relevant information to resolve
their technical questions.
Leo Annab, business technology officer, CA Technologies
info@coveo.com • www.coveo.com 8
eBook • Insight Deficit Affects Business Performance

Insight Deficit Affects Business Performance TIME SPENT PUBLISHING, SHARING,

SEARCHING FOR AND ANALYZING INFORMATION
On-demand access to relevant information and insight is the basis
In IDC’s most recent survey of more than 700 knowledge workers,
for improved decision making, saves time and frustration, and leads the analyst firm asked respondents about the types of tasks
to less duplication of effort within the enterprise. Companies tend they perform and the time spent performing those tasks:
to be extremely deficient in the way they reutilize knowledge at both
the employee and company level. Over the past decade, industry Cost per year per employee
analyst firm IDC has regularly conducted research on what NOT
14
finding information might cost an organization. Consider the following:
Email: $21,000

12
13 Searching for
information: $14,000
Analyzing
information: $13,000
Publishing
10 information: $6,000

Hours per week

9
8
8

4
4

0
Searching Analyzing Publishing
Email
for information information information

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 9
eBook • Insight Deficit Affects Business Performance
That comes to more than $50,000 per employee per year of lost
productivity. What statistics like these tell us is companies are drowning
in a sea of data. The situation is not only frustrating, it’s costly. It can
result in poor decision making based on incomplete information,
reinventing the wheel, lost sales when customers are unable to find
the product or service information they want, and stymied innovation.
I nformation overload. Knowledge workers, says IDC, spend
15 percent to 35 percent of their time searching for information.
And, most people don’t know where to look, or how to ask
for what they are seeking. This challenge is heightened
by the explosion of Big Data.
I nability to find information. With information scattered across
an organization’s repositories, directories and intranets,
employees cannot easily locate information they need in order
to make critical business decisions. The result? Wasted search
efforts and decisions made in the absence of information.
© 2013 • Coveo Measuring Return on Knowledge in a Big Data World

Recreating knowledge that already exists. Knowledge workers
spend more time recreating existing information than they do turning
out information that does not already exist. IDC suggests that
90 percent of the time knowledge workers spend
in creating new reports or other products is spent
in recreating information that already exists.
The conclusion is clear: knowledge workers spend a lot of time finding
and processing information, at a high cost. If we can make it easier
for employees to find the information they need, and gain new insights
from it, organizations will get a higher return on their greatest intangible,
knowledge. Employee productivity will rise and profits will soar.
info@coveo.com • www.coveo.com 10
eBook • Case Study: Harris Corporation

Case Study: Harris Corporation

Harris Corporation is an international communica­tions and information 

3,000 engineers spread among 12 offices are better able to re-use
technology company serving government and commercial markets technology from previous projects, enabling greater innovation
in more than 125 countries. It is one of the only companies that and productivity.
specialize in advanced technology for capturing, aggregating,

5,500 employees are better able to find experts throughout
distributing and analyzing any type of communications or information,
the global organization.
including voice, video, data and imaging. Even so, Harris needed help.

Faster and more accurate program bids.
In the Government Communications Systems Division at Harris
Corporation, engineers needed a more effective way to tap existing
knowledge and avoid duplicating work. Before Coveo, there were many
systems Harris did not index because they could not ensure the proper Coveo helps us better compete through more innovation.
adherence to existing security. Harris sought a powerful indexing tool
Colleen Yoh, group leader, Engineering Information Technology,
that would enable it to securely consolidate and federate data from Harris Government Communications Systems Division
disparate sources, extracting the value from existing knowledge assets
to uncover insights and further unleash innovation.

With Coveo, Harris’ 3,000 engineers – the heaviest users – are

better able to re-use technology from other jobs, enabling them to
innovate incrementally as opposed to constantly “reinvent the wheel.”
Coveo helps with extending the expertise and skill sets of employees
by recommending the right experts throughout the global company
to Harris’ employees. As a result:

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 11
eBook • The Link Between Knowledge and Economic Value

The Link Between Knowledge and Economic Value COMPONENTS OF S&P 500 MARKET VALUE
Calculating the return on knowledge is not a simple task, and yet it Source: Ocean Tomo
is important that organizational leaders think about increasing return 100
on this critical asset. Better knowledge can lead to measurable 83% 68% 32% 20% 20%
efficiencies in product development and production. Employees
use it to make more informed decisions about strategy, competitors,
80
customers, distribution channels and product and service life cycles. 80% 80%
However, generally accepted accounting principles do not record
these assets. 68%
60
Accounting research is coming up with ways to calculate the total
value of a company’s intangible assets, and, fortunately, techniques
are improving. One method is calculated intangible value (CIV).
40
This method overcomes the drawbacks of the market-to-book
method of valuing intangibles, which simply subtracts a company’s
32%
book value from its market value and labels the difference.
Because it rises and falls with market sentiment, the market-to- 20
book figure cannot give a fixed value of intellectual capital. CIV, 17%
on the other hand, examines earnings performance and identifies
the assets that produced those earnings. 0
1975 1985 1995 2005 2010

Tangible Assets Intangible Assets

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 12
eBook •The Link Between Knowledge and Economic Value

Within the last quarter century, the market value of companies in the
S&P 500 has deviated greatly from their book value. This value gap
indicates that physical and financial accountable assets reflected
on a company's balance sheet comprise less than 20 percent
of the true value of the average organization. Intangible book value,
or “goodwill,” is calculated by subtracting the tangible book value
from the market capitalization of a given company. Companies report
tangible book value per share, number of shares outstanding and
market capitalization. Therefore, intangible book value can also be
calculated by subtracting the tangible book value per share multiplied
by the number of shares outstanding from the market capitalization.

For example, as of February 14, 2013, Apple was worth USD 438.2 billion
(otherwise known as its market capitalization). Its book value (tangible
assets) was valued at USD 127.3 billion. Consequently, Apple's intangible
assets were worth USD 310.9 billion – or 70 percent of its total value.

Using these formulas, once return on knowledge can be measured,

calculated, and managed, a company is ready to reap the competitive
benefits that knowledge brings. Search and relevance technology is
an important component of this strategy.

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 13
eBook • Case Study: Institut National D’Optique (INO)
Case Study: Institut National D’Optique (INO)
If you ask any executive within an engineering and development
organization what is his or her biggest asset, you’d most likely get
the same answer: Knowledge. Institut National D’Optique (INO) is
a technological design and development firm specializing in optics and
photonic solutions. INO is home to the largest concentration of skills
in its field and serves a global client base.
Eighty percent of INO’s workforce is comprised of highly educated and
highly skilled scientists, technicians and engineers, making knowledge
the main currency. From 2010-2011, INO was awarded 12 new patents,
for a total of 134 patents held on a variety of technological innovations.
With more than 25 years of research and information contained within
systems and people, INO approached Coveo to help it increase its
return on its greatest asset by connecting its people with information
and through information, with relevant people. Prior to Coveo, INO
employees had access to only a fraction of knowledge that was housed
across its people and diverse systems. With Coveo’s powerful search
and relevance technology, INO employees are able to tap into the wealth
of data being created every day, as soon as it is created.
© 2013 • Coveo Measuring Return on Knowledge in a Big Data World

By indexing 99 percent of relevant corporate information, INO
employees now have consolidated views of contextually relevant
knowledge across departments and people – in near real time.

Secured, permissioned access to information has sped innovation.

99 percent adoption rate due to intuitive interfaces
In order to accelerate our ability to innovate, we needed to provide
a better way to access and share our extensive scientific and
technical knowledge across the business, so that we can increase the
productivity of our researchers and speed innovation, which in turn
would ultimately help serve our customers better.”
Pierre Bergeron, INO Process and Compliance Manager
info@coveo.com • www.coveo.com 14
eBook • The Next Wave of Value Creation

The Next Wave of Value Creation

There is fierce international competition for every dollar of profit
in today’s global economy. Consumers and businesses have
an unprecedented choice of goods, products and services. As more
and more organizations have found, they can no longer expect that
the products and practices that made them successful in the past will
keep them viable in the present.
Companies now require service and product quality, value, innovation
and speed to market for business success, and these factors will
be even more critical in the future. There’s not much more companies
can do to innovate within the physical assets world. So where do we
find the next great wave of value creation in the developed world?
Increasingly, companies will differentiate themselves on the basis
of what they know – by tapping into their return on collective
knowledge, and by unlocking the value inherent in every company’s
disparate sources of data. Gaining real-time, relevant insight
and knowledge is the best way to empower employees and help
them perform their jobs exceedingly well.
for knowledge management. Organizations need to start treating
knowledge and knowledge workers as strategic assets in order
to compete and meet the challenges of the future.
What if the next great phase of computing innovation and wealth
creation is less about consumer adoption of new technologies
and more about unlocking the untapped value inherent in every
company’s disparate sources of data—from web sites, to social media
to email, CRM and ERP systems, to old Word and Excel documents
stored in every computer of every employee? Imagine a world where
every document on any data platform is instantly organized, indexed
and searchable in much the same way consumers search the Web,
with natural language queries. Imagine if every company could
instantly become 10% more efficient?
Bruce Rogers, Forbes’ Chief Insights Officer, September 2012

Very few organizations are far along the maturity curve in dealing with
Big Data, but the incentive is there. The ability to address Big Data
is going to be the most intensive and important infrastructure
change for IT in the next decade. Moreover, it has major implications

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 15
eBook • The Road to Actionable Insight

The Road to Actionable Insight

To move from a state of insight deficit, to an “insight-full” organization,
21st century companies need to understand how to better connect
the dots and leverage information across all channels. Search
and relevance technology provides the least disruptive and most
effective path forward. With this technology, fragments of information
are assembled on demand, regardless of where they are stored,
and served up to operational users within their context. Search
and relevance technology securely ties together the vast variety
of systems, both on-premise and in the cloud – email, databases,
CRM, ERP, social media, file shares, etc. The technology securely
indexes those sources, unifies the data in a central index, normalizes
and enriches the information to uncover hidden relationships for new
insights. Search and relevance technology democratizes knowledge
access and makes it contextually relevant for each user, ensuring
that companies build on past knowledge rather than recreating
the wheel 90 percent of the time, as IDC is quoted earlier in this eBook.
complex and secure enterprise information. Companies simply leave
the data wherever it resides – ERPs, knowledge bases, engineering
databases, CRMs, emails and archives, desktops, point and home-
grown systems, social media, and cloud-based systems. Information
from all these systems can be consolidated and correlated within
a unified index – think of it as a virtual integration of information across
systems from which companies can search and navigate, correlate,
consolidate and analyze information. From there, companies can also
discover information relationships and trends that can be acted upon.
No expensive integrations. No lengthy master data management
projects or armies of consultants.

Think of a world in which every piece of information all employees

need, from any and all systems, is instantly organized, indexed
and combined in ways consumers find commonplace on the Internet,
and yet companies have been unable to achieve. Similar to how
Google or Yahoo can consolidate the entire web within a common
index; new technologies enable powerful information mash-ups across

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 16
eBook • The Road to Actionable Insight

SEARCH HUB

SEARCH INTERFACES My Emails All Content My Computer Intranet

COLLECTIONS Emails Email Archive My Computer SharePoint

UNIFIED INDEX

Microsoft Symantec My
Local Email SharePoint
SOURCES Exchange Enterprise Documents
Archives Files Servers
Server Vault Server Folder

DOCUMENTS

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 17
eBook • The Road to Actionable Insight

Imagine how powerful it would be to combine what your customers
are saying about a new product release on Twitter, with the support
cases being logged on that product and any defects logged in
an engineering database, and then feed that information back into
engineering, marketing and sales. Imagine enabling this much more
personalized and relevant conversation with your customer or prospect
via your website. Where before, it would take an army of people
inside your company several days to dig up information from multiple
sources to discover what your customers were saying about a new
product, determine satisfaction rates, product bugs and issues,
correlate them to your biggest and most valued accounts – only to find
when you discovered the problem and the trends, you lost your most
valuable customer to the competition. Customer service and marketing
teams with on-demand, actionable insight can deliver more consistent
and satisfying, personalized customer experiences, thus helping
customers get more value from your products, troubleshoot any issues,
and finally, purchase more products and services.
With this level of insight across information silos, channels and
departments, organizations can better serve customers and increase
product innovation and quality and support decisions made across
the enterprise, as well as provide more dynamic, contextual customer
interactions for one-to-one marketing. Companies who proactively
address their insight deficit problem and tap into the growing data
spread across disparate systems to uncover important insight into their
business will have a competitive advantage over those that do not.
Search and relevance technologies provide this and more. The
ability to push relevant knowledge to employees based on what they
are working on, in any instant. The future is here, and companies
have the opportunity to leverage what is arguably their best strategy
for increasing their intangible worth: Combining relevant information
with people, on-demand.

Leveraging these interactions and data further, across R&D

and engineering teams, ensures that new products meet or exceed
customer expectations as well as leverage past work to get to market
faster, and with greater innovation.

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World info@coveo.com • www.coveo.com 18
eBook • About Coveo

About Coveo

Coveo makes companies and websites more relevant and responsive, Coveo is a strategic partner of several leading software companies
by providing technology that delivers in real time the most relevant, such as Salesforce.com and Sitecore, and has been recognized
context-aware information for every employee, every customer and as a visionary by Gartner in its Magic Quadrant for Enterprise
every website visitor. Search. Among Coveo customers are leading organizations such
as Lockheed Martin, Rally Software, and SunGard. For more
Coveo’s transformational technology has been recognized as the most
information, visit www.coveo.com, and follow us on the Coveo
complete, end-to-end search & relevance platform available today.
blog, LinkedIn, Twitter and YouTube.
Coveo takes search to a new, more relevant level by securely connecting
with and harnessing an organization’s big, fragmented data from any
combination of cloud, social, and on-premise systems. The Coveo Contact Us United States
Advanced Relevance Engine injects the most relevant knowledge into www.coveo.com San Mateo, CA
the context of every user, focusing on three business areas to: info@coveo.com +1.800.635.5476

⊲⊲ Radically boost knowledge management initiatives by making

Canada Europe (EMEA)
an organization’s collective knowledge easily accessible &
relevant, so that all employees can take the best actions; Quebec City, QC Schiphol-Rijk, The Netherlands
+1.418.263.1111 +31 (0)20 658 6334
⊲⊲ Inject more relevant knowledge into customer
service and sales interactions; and
⊲⊲ Personalize online customer experiences within
high-end websites and communities.

© 2013 • Coveo Measuring Return on Knowledge in a Big Data World 19