List of Kissflow BPM Customers
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Since 2010, our global team of researchers has been studying Kissflow BPM customers around the world, aggregating massive amounts of data points that form the basis of our forecast assumptions and perhaps the rise and fall of certain vendors and their products on a quarterly basis.
Each quarter our research team identifies companies that have purchased Kissflow BPM for Business Process Management from public (Press Releases, Customer References, Testimonials, Case Studies and Success Stories) and proprietary sources, including the customer size, industry, location, implementation status, partner involvement, LOB Key Stakeholders and related IT decision-makers contact details.
Companies using Kissflow BPM for Business Process Management include: Mcdermott, a United States based Oil, Gas and Chemicals organisation with 30000 employees and revenues of $8.20 billion, Bergstrom Automotive, a United States based Automotive organisation with 1400 employees and revenues of $1.00 billion, P.J. Lhuillier, a Philippines based Banking and Financial Services organisation with 8000 employees and revenues of $350.0 million and many others.
Contact us if you need a completed and verified list of companies using Kissflow BPM, including the breakdown by industry (21 Verticals), Geography (Region, Country, State, City), Company Size (Revenue, Employees, Asset) and related IT Decision Makers, Key Stakeholders, business and technology executives responsible for the software purchases.
The Kissflow BPM customer wins are being incorporated in our Enterprise Applications Buyer Insight and Technographics Customer Database which has over 100 data fields that detail company usage of software systems and their digital transformation initiatives. Apps Run The World wants to become your No. 1 technographic data source!
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| Logo | Customer | Industry | Empl. | Revenue | Country | Vendor | Application | Category | When | SI | Insight |
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Bergstrom Automotive | Automotive | 1400 | $1.0B | United States | Kissflow | Kissflow BPM | Business Process Management | 2014 | n/a |
In 2014, Bergstrom Automotive implemented Kissflow BPM in the United States to standardize approvals and accounting write offs across its dealerships. The deployment focused on finance and operations workflows, and the IT director built the application directly to replace paper forms and mail based approvals, reducing paper and mail costs and preventing unnecessary write offs.
Kissflow BPM was configured to support process modeling, forms automation, approval routing and case handling for accounts and write off processes, aligning with Business Process Management functional workflows. The implementation emphasized low code configuration and workflow orchestration inside Kissflow BPM to enable business centric automation of approvals and accounting exceptions.
Governance and rollout centered on business user ownership of workflow design, with the IT director enabling direct business built apps rather than heavy coding by IT. Operational coverage spanned dealership finance and operations functions across Bergstrom Automotive in the United States, with the case study highlighting reduced manual paperwork and fewer unnecessary write offs as explicit outcomes.
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Mcdermott | Oil, Gas and Chemicals | 30000 | $8.2B | United States | Kissflow | Kissflow BPM | Business Process Management | 2020 | n/a |
In 2020, McDermott implemented Kissflow BPM to introduce Business Process Management capabilities across its United States operations. The Kissflow BPM deployment targeted citizen development, enabling Finance, HR and supply-chain teams to build and automate processes.
The implementation focused on workflow and process automation modules aligned to finance and HR use cases, including configurable form builders, approval routing, conditional workflows, and process monitoring dashboards, consistent with Business Process Management functional patterns. Configuration emphasized low code citizen developer tools so business users could compose request intake forms, approval chains and exception handling without heavy developer intervention.
Kissflow BPM was integrated with SharePoint to leverage document storage and contextual records in live workflows, and the operational scope covered finance, HR and supply-chain teams in the United States. Within one year McDermott processed 23,000+ work items, created 132 active workflows and had 5,526 active users, demonstrating rapid adoption of Kissflow BPM.
Governance and rollout concentrated on shifting business users from requesters to builders, instituting business unit ownership of workflow lifecycles while retaining centralized controls for standards and auditability. The deployment delivered rapid time to value by moving process creation into the organizations that own the work and by centralizing integration points such as SharePoint.
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P.J. Lhuillier | Banking and Financial Services | 8000 | $350M | Philippines | Kissflow | Kissflow BPM | Business Process Management | 2019 | n/a |
In 2019 P.J. Lhuillier implemented Kissflow BPM to digitize accounting, leasing and facilities workflows across the group, using Business Process Management capabilities to formalize request and approval flows. The deployment centered on Kissflow BPM as the core application for workflow orchestration and process automation within finance and operations.
The implementation targeted explicit modules for payment requests, lease management and repairs, with configuration focusing on end to end workflow automation, configurable forms, approval routing and status tracking. Kissflow BPM was used to automate payment and lease management processes, enabling structured transaction handling and auditability consistent with Business Process Management best practices.
Operational coverage included finance and operations functions across the P.J. Lhuillier Group in the Philippines, processing 16,076 payment requests and completing 945 lease transactions since the 2019 deployment. The group documented a reduction in turnaround time from 30 to 10 days and plans to broaden Kissflow BPM usage to additional non IT departments as part of a phased rollout.
Governance and process changes emphasized centralized process ownership and standardized workflows to support scale out, with rollout patterns focused on department level automation and sequential expansion. Outcomes recorded in the deployment include the transaction volumes and the documented turnaround time improvement as operational evidence of the Business Process Management implementation.
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