AgroStar has launched a cloud-based mobile app that is helping to boost crop yields and encourage best practices for small farmers in India. Launched as an on-premises ecommerce platform selling farm tools in 2008, the firm turned to Google Cloud Platform (GCP) to expand its offering. It now uses cloud-based analytics and is deploying ML models to provide timely advice in five languages on everything from seed optimization, crop rotation, and soil nutrition to pest control.

A 2018 survey underscored the demand for agricultural planning for Indian farmers. While farming remains a dominant sector in India, employing half of its labor force, 70 percent of small farmers – those cultivating fewer than three acres – said their crops are damaged by unforeseen weather and pests. An even higher number – 74 percent – say they lack access to farming-related information.

Widening that gap is the relative lack of access to new, higher yield seeds and improved soil analyses for small farmers, who must otherwise rely on traditional methods. “It could take a few years for innovative information to trickle down from universities to small, grassroots farmers,” says Pritesh Gudge, AgroStar Software Engineer. “Today, just by clicking through our Android application, farmers learn about new, effective farming practices and receive advice customized to their crop and soil.”

Connecting a million farmers in the cloud

Operating in the Indian states of Gujarat, Maharashtra, Rajasthan, Orissa, Bihar, and Karnataka, AgroStar is closing the knowledge gap with a full-service, cloud-based SaaS solution – the only one of its kind in India. It combines agronomy, data science, and analytics to help farmers by providing a variety of resources.

AgroStar has reached over a million farmers through its Android app, the AgroStar Agri-Doctor. The mobile client is available as a web-based or full-featured native app. Both provide access to the firm’s knowledge base hosted on GCP, a Q&A forum that connects farmers to each other to help understand and better solve problems and to learn about innovative practices and products. Farmers can also click through to follow local and national market trends that help forecast crop prices.

In addition to the self-service knowledge base, AgroStar provides access to agronomy experts who use cloud-based analytics tools and historical data to provide season-and locale-specific advice to each farmer. “We are now tracking thousands of calls in 5 languages each day,” says Pritesh.

The AgroStar app also provides links to purchase and then track the delivery of farm tools and supplies such as cultivators and fertilizers. An in-house platform manages fulfillment centers and a doorstep delivery network simplifies the supply chain while giving farmers what they need, when they need it. By procuring directly from the manufacturers and primary distributors of farm supplies, Agrostar is achieving cost savings, which it passes on to farmers.

Build fast, pivot faster

From the start, the human and environmental variables of farming in India, not to mention the volume of AgroStar’s few hundred thousand monthly active users, made a highly scalable cloud-based solution inevitable. Farmers rely on the firm’s Agri-Doctor app to provide advice in multiple languages on topics that range widely throughout three growing seasons, each with distinct crop nutrition and rotation cycles and farm implementation requirements.

“For farmers, the focus keeps changing every month, and every season,” says Pritesh. “To serve our growing community, we needed a platform that could process images at high volume, fulfill tools and seed orders across thousands of miles, and respond to multilingual queries. We quickly moved away from spreadsheets and server-based solutions – we needed to build fast and pivot faster.”

Ending late-night deployments

The firm’s first cloud experience was with an AWS solution. At the time, AWS was the only cloud provider in India, but AgroStar wanted to find a solution that was easier to use and offered better integration with Android devices. “Deployment and processing costs were very high, and the developer tools and documentation were not as intuitive as we needed,” says Pritesh.

When GCP service arrived in India in October 2017, AgroStar embarked on a platform re-implementation that made possible dramatic changes in the way it developed and deployed its solution. Using Google Kubernetes Engine (GKE) for crop advice management and Compute Engine for its production application services, the firm built the backend for the Agri-Doctor discussion forum in only three weeks. The platform’s microservice architecture is implemented in Python and Golang and deployed on GCP.

AgroStar began to realize significant efficiencies in its build, deploy, and test cycles. “We previously needed to work overnight to deploy to production,” says Pritesh. “Now using Google for Kubernetes containers and a rolling update strategy, we can deploy during the day without any problems or interruptions to service.”

The move to GCP streamlined AgroStar’s stack. “We were running 12 independent instances on AWS,” says Pritesh. “With Google Kubernetes Engine, we are deployed on a single cluster at a cost savings of $1,300 per month and growing.”

Improving customer response times by 85 percent

With a managed deployment capability, AgroStar can devote more time and resources to executing on its platform and Agri-Doctor app development plan. A strategic goal was managing customer response times as the firm grew its base. GCP has helped the firm meet that goal, achieving an 85 percent improvement in customer response times even as traffic grew significantly.

“With our on-premises solution, we could handle around 100 customers daily, which took 30 to 50 minutes for each customer,” says Pritesh. “We now handle thousands of customers daily, taking only 4 to 5 minutes for each one.”

AgroStar used Firebase to implement its Agri-Doctor app. A real-time cloud database, Firebase provides an API that enables the Agri-Doctor advice forum to be synchronized across all its far-flung mobile clients, effectively sharing knowledge base updates with one million users in near real time.

Using cloud tools to manage and monitor

Cloud Pub/Sub, Kafka, and Cloud Dataflow manage data ingestion and queueing of event and transaction data to the analytics layer. BigQuery fetches and persists data to Cloud Storage. Cloud SQL and dashboards powered by Tableau deliver farmer crop and soil profiles within minutes.

Cloud IAM helps AgroStar control access to all its cloud resources. And Stackdriver, the integrated logging aggregation capability for GCP, helps monitor and speed debugging on every tier of the AgroStar solution.

Machine learning to enhance yields

AgroStar is developing a variety of ML components to improve responsiveness and extend its platform offerings.

To speed up the diagnosis of and treatment for crop blight, AgroStar is building a deep learning pipeline using TensorFlow. The pipeline relies on GoogLeNet models that use multi-layered convolutional visual pattern recognition. It will assess uploaded images to support a disease-detection capability on the mobile app. Based on the commercially successful AI algorithms that automated postal code processing, GoogLeNet offers improved performance and computational efficiencies by using a creative layering technique that distinguishes them from older, sequential recognition engines.

To improve its customer search experience, AgroStar is developing an ML pipeline that shrinks fetch times by suggesting tags mapped to stored data. Processed using TPUs, Cloud Natural Language and Video AI, the tags provide a metadata layer that supports queries in any of the ten natural languages that AgroStar farmers can use.

The AgroStar search pipeline consists of Long Short-Term Memory (LSTM) models of Recurrent Neural Networks. Recurrent networks exhibit “memory” through iterative processing and are distinguished from feedforward networks by a feedback loop connected to their past decisions, ingesting their own outputs moment after moment as input.

Implementing a recommendation engine

The firm is also adapting the Random Forests TensorFlow AI model to develop a crop and product recommendation engine. The model is trained by consuming numerical (rainfall, humidity, water availability per acre) and categorical (soil type, water sources) parameters to suggest appropriate products by season, region, and locale.

To simplify the product suggestion experience, AgroStar developers are testing Cloud Dialogflow, the Google Cloud conversational interface, to build a chatbot capability into its mobile app. The bot will track a farmer’s crop schedules and answer simple questions by linking to the recommendation engine.

AgroStar is also extending its analytics platform with AI-powered sales planning and forecasting. Using linear regression models implemented in TensorFlow and powered by Cloud ML Engine, the capability will enhance supply chain logistics as the company scales its operations across India.

To provide a credit on-demand offering for a range of seed-to-harvest cycle products, AgroStar is attempting to use Vision API to create an AI model that will convert uploaded photos of customer application records into standard data formats. The firm’s credit policy features a grace period in which farmers begin paying back loans after harvested crops go to market.

A versatile and friendly development ecosystem

AgroStar credits the convivial tools and documentation that GCP offers and its incremental, pay-as-you-go pricing model for both the firm’s success and its ability to manage growth.

“What Google Cloud offers is extremely good documentation and extremely simple-to-use tools and interfaces across all services,” says Pritesh. “It helped us initially deploy our platform and at every scale that we have required since then, and its cost effectiveness enabled us to staff up to meet new feature milestones.”

After a seamless migration to Google Cloud Platform with CloudCover and Google Cloud Professional Services, Hike has reduced its costs by 20% and processed analytics queries 20 times faster than with its previous cloud provider. The business is also using AI and machine learning to enhance the experience provided by a new sticker-based messaging app, Hike Sticker Chat.

India is a market of opportunity for businesses that provide messaging apps to consumers. With more than 1.3 billion people, the country is the second most populous in the world. However, global messaging app providers face a robust market challenge from Hike, a home-grown internet and technology startup. Launched in 2012, Hike provides innovative products such as Hike Messenger and more recently the AI- and machine-learning-enabled Hike Sticker Chat, a service that enables young people in the country to express themselves through digital stickers.

The business says it understands the people of India and communication like no one else, while its mission is to reduce individuals’ dependency on the keyboard. To do this, Hike is building one of the largest repositories of AI and machine-learning-enabled stickers for Hike Sticker Chat. This messaging platform is, according to Hike, the only product of its type that enables conversations through stickers covering more than 40 languages and local dialects.

Google Cloud Results

• Processes analytics queries 20X faster than previously
• Doubles compute throughput
• Uses Google Cloud Machine Learning Engine managed, distributed capabilities to train complex models on TensorFlow that provide delightful local sticker recommendations through Hike Sticker Chat

Founded by Kavin Bharti Mittal, the Delhi-based venture is backed by SoftBank, Tencent, Tiger Global, Foxconn, and Bharti. To date, Hike has raised $261 million in funding. In August 2016, Hike raised its Series D round of funding, led by Tencent and Foxconn, at a valuation of $1.4 billion. The business is one of the fastest Indian startups to achieve Unicorn status, doing so in less than four years.

Hike started operations on a multinational cloud service. However, as user numbers and usage grew, the business began exploring options to improve performance and stability, reduce costs, and cut administration loads. In particular, Hike wanted to reduce latency between cloud data centers.

Focus on product development

“We aimed to move away from a technology stack with single points of failure to a horizontally scaled, highly reliable, distributed systems and managed services environment that enabled us to focus on product development rather than operations,” says Aditya Gupta, Director, Engineering, Hike.

Hike then began exploring the opportunities presented by Google Cloud Platform. The business held a number of executive-level meetings with Google to understand the capabilities, roadmap, and track record of the cloud service. It then decided to proceed with a proof of concept with Google Cloud Premier Partner CloudCover.

The proof of concept revealed that when Cloud Load Balancing was operating, latency between the Google Cloud data center in Taiwan and Delhi, India, was less than the latency between the incumbent cloud provider’s data center and Delhi. Further, compute throughput was up to two times greater on Compute Engine than on the equivalent service, while Hike could complete more then 1 million connections on Compute Engine – up from 500,000 connections on the incumbent service.

Migrate to GCP

The success of the exercise prompted Hike to migrate its messaging app to Google Cloud Platform. “We chose Google Cloud Platform because of its very broad set of services and features,” explains Gupta. “In addition, Google’s innovation mindset and the richness of the partnership would allow us to be onboarded quickly to machine learning services such as Cloud Machine Learning Engine.”

The business called on Google Cloud Professional Services (Technical Account Management) to help ensure a seamless lift-and-shift migration over two months. Google Cloud Professional Services initially undertook a technical infrastructure kickoff to establish a foundation for architecture requirements such as identity and access management and security.

Google Cloud Professional Services team delivers smooth migration

Google Cloud Professional Services worked closely with Hike to map out and deliver the Google Cloud Platform architecture that would deliver the greatest value to the business. The Professional Services team also worked with Hike to resolve product and support queries quickly; provided project background for product and support teams; and organized project meetings and early adopter program access.

In addition, Professional Services team members worked on site at least once a week, coordinated external support during critical migration periods, and coordinated teams in five countries for a single, 17-hour migration marathon. Over 60 days, the business migrated 7,000 processor cores, running virtual machine instances used for messaging infrastructure and analytics, to Google Cloud Platform.

Throughout the exercise, Google Cloud Professional Services worked with CloudCover to educate the customers’ technology teams to achieve proficiency with Google Cloud Platform. The teams soon built up skills and knowledge of best practices and began applying them to the Google Cloud Platform environment.

The Hike Google Cloud Platform architecture comprises virtual machine instances running in Compute Engine; Cloud Storage for unified object storage; networking; a BigQuery analytics data warehouse; Cloud Dataflow to transform and enrich data; Cloud Load Balancing to distribute workloads to maximize efficiency; and Cloud Dataproc to run Hadoop clusters.

Hike is also stepping up its AI & machine learning capabilities. It uses Google Cloud Machine Learning Engine managed, distributed computing capabilities to train complex models on TensorFlow. This powers key use cases such as delightful local sticker recommendations on Hike Sticker Chat. Hike is also investing heavily on AI and machine learning research.

Hike has achieved a range of benefits from its Google Cloud Platform deployment. As well as reduced latency, improved compute throughput, and increased connection handling, Google Cloud Platform managed services have enabled the business to reduce the time and effort required to administer core infrastructure, with the saved resources allocated to improving its messaging product.

“Managed services are beginning to reduce our operational overheads,” says Gupta. “For example, managed instance groups and Cloud Load Balancing are reducing our instance count and costs, thereby reducing involvement from DevOps and developer teams.”

Google Cloud Platform 20% cheaper

Gupta and his team have calculated that running for three years on Google Cloud Platform will cost, including the cost of migration, 20 percent less than on its previous platform. BigQuery is processing queries 20 times faster than a similar service offered by the previous provider, while storing 125TB of data and streaming 1.5TB of data daily. Furthermore, Hike’s analytics pipeline costs 80 percent less than in its previous environment.

“Google Cloud Platform has played an important role in enabling us to continue to innovate and realize our mission of reducing dependency on the keyboard,” says Gupta.

Editor’s note: To kick off the new year and in preparation for NRF The Big Show, we invited partners from across our retail ecosystem to share stories, best practices, and tips and tricks on how they are helping retailers transform during a time that continues to see tremendous change. Please enjoy this entry from our partner.

If you put a pot of water on the stove, it doesn’t heat up instantly. It simmers slowly at first, eventually picking up steam to reach a rolling boil. The retail landscape is not so different. Capgemini’s research shows the sector has evolved over four generations, from the early days of fragmented outlets to omnichannel and customer-centric focuses, with a fifth generation on the horizon that promises to be centered on consumption.

• Generation 1: Fragmented outlets
• Generation 2: Chain concentration
• Generation 3: Omnichannel
• Generation 4: Consumer-centric
• Generation 5: Consumption-centric

Although incremental change allows companies to experiment and iterate during their digital journeys, the COVID-19 pandemic rapidly accelerated the evolution of online and contactless shopping. Evolution became a revolution, with most Consumer Product and Retail (CPR) companies still mastering the omnichannel generation of their digital transformation to create a seamless shopping experience. Companies that are more digitally mature are already aspiring to the consumer-centric phase, embracing opportunities made possible by technology such as personalization and automation.

What consumers want

Customers have more choices in how they shop and engage with brands. This has made it harder for brands to predict and anticipate needs across customer journeys. And that’s convincing some companies to innovate more quickly as consumer demand drives the need for speed and scale.

Think about your own online behavior. Say you’re shopping for an item and searching online for the closest store in your neighborhood. Google is likely your go-to for finding that information. Looking to troubleshoot an issue with a product or seek out a service? Again, you’ll likely hit up Google first, not even considering going directly to a brand’s website for answers.

Both scenarios point to a disconnect between virtual and physical worlds, a gap technology can bridge in numerous ways such as breaking down silos and integrating fragmented media channels. Interestingly, though, not everything will be centered online all the time. In our recent study on consumer behavior, The great consumer reset, Capgemini discovered 57 percent of shoppers plan to return to brick-and-mortar stores post-pandemic, which is basically unchanged from the 59 percent who often interacted with physical stores before.

But business as usual? Not even close. Consumers have come to expect a frictionless shopping experience (buy online, pick up in store) or an immersive one (products displayed online using augmented reality), and are not content to return to in-store lineups, empty shelves, or a one-size-fits-all approach. Moreover, customers want personalized interactions while ensuring their data and privacy are protected.

So the role of the store is changing. In fact, many online-only brands are opening brick-and-mortar establishments to drive customer experience. In our research on “smart stores,” we found the majority of consumers (66 percent) believe automation can improve their shopping experience by solving the challenges they face at retail stores.

From personalization to serendipity

Retailers must recognize that they have to win consumer trust and confidence. Many consumers believe retailers’ use of tech is focused on reducing costs rather than easing friction. And they’re right. That same Capgemini research found that only one-third (35 percent) of retailers consider “solving customer pain points” as the most important criteria when deciding which automation use cases to implement.

“Retailers are largely in the early stages of adopting automation, and that’s an opportunity to rethink how they’re using technology, not just to smooth out friction and engender consumer trust but to build unexpected consumer benefits,” says Neerav Vyas, Head of Customer First, Co-Chief Innovation Officer, Insights & Data, North America, Capgemini. “We’re trying to move towards this idea of delivering serendipitous experiences to bridge the physical and digital divide.”

The focus is not solely on shoppers seeking out a specific product. “When consumers are in an exploratory mood, retailers can recommend products and services customers didn’t even know they wanted,” says Vyas. For example, business teams that use personalization platforms as part of an integrated media strategy can optimize algorithms against outcomes such as improving conversion and driving engagement.

Vyas says the elevated experience from “personalization to serendipity” fosters trust in the ability of recommendation architectures to persuade and influence consumers’ choices in beneficial ways. A case in point: our research found that half (52 percent) of spending by millennials goes towards experience-related purchases. As always, the key is to meet consumers where they are. Even better, according to Vyas, is to anticipate and understand when signals like customer intent are changing.

How to create value throughout the customer journey

One solution companies can implement right now is an integrated media spend platform that incorporates reporting, planning, and strategy across the entire customer journey. This offers value throughout the customer journey by using technology to reduce friction along the way. Think of it as starting with the customer looking for a product (search and discovery), moving on to the purchase (omnichannel basket, “shoppable” screens) and pick up/delivery (QR code scan in store), and through to post-purchase engagement with the retailer (Google Contact Center AI).

Such a holistic approach also accelerates data acquisition, integration, and reporting using advanced analytics to break down silos and emphasize the importance of privacy and first-party data. This in turn guides end-to-end interventions across customer journeys that enable optimized media spend, empowers businesses to analyze their spend distribution, fine-tunes owned and paid tactics with agencies, and promotes stewardship to support audit efficacy.

A culture of experimentation

With this data-driven focus, CPRs can create a 360-degree perspective of the customer. That intelligence can be used to enhance and humanize automated shopping experiences by putting the customer in control, whether online, in store, or across company brands. Moreover, by using Google Cloud’s emerging technologies such as artificial intelligence (AI), we help companies accelerate value across the spectrum, from supply-chain optimization and customer innovation to consumer experience.

Building a culture of experimentation is a team effort. “It’s not ever just one person who had a big idea. It’s all incremental steps,” says Jennifer Marchand, Google Cloud COE Leader, Capgemini. “Finding the right use case and timing is everything.” Take Google Glass Enterprise, she continues. For greater consumer experience, it can enable in-store associates to better serve with hands-free checkout, customer personalization and recommendations, and special offers. At the same time, Computer Vision and Smart Shelves can help prioritize tasks for employees, notifying them of low stock or a spill in the store.

Marchand points out that companies and consumers alike might not be ready to fully adopt some technology like facial recognition, but since almost everyone has a smartphone these days, they can benefit from automation with ease. “What’s interesting,” she adds, “is the way Google thinks about these types of problems, solving them for the long term.”

The store of tomorrow

Imagine a truly frictionless shopping experience, where state-of-the-art computer vision and AI identifies the products you pick up, put back, and keep, allowing you to head home, completely bypassing the checkout, with a 99 percent accuracy rate and receipts sent directly to your mobile app. That utopian experience is already taking shape at CornerShop, Capgemini’s live experimental store in London, UK.

Jamie MacLoud, Transformation & Strategy Consultant at frog, part of Capgemini, describes the retail space, which runs on Google Cloud, as the store of tomorrow, and not the distant future. It’s an experiential space where retailers and brands can explore, develop, and test technological shopping innovations in real-time. The outcome is a clearer understanding of how digital innovation can enable new ways to progress the customer experience, improve in-store operations, and help consumers to rediscover the joy of in-person retail through new ways to shop and engage with brands.

“We build, test, and learn about store concepts of tomorrow that we believe could be implemented into actual stores in the next one to two years. Getting these experiences in front of real customers in the CornerShop allows us to generate tangible learnings that we can share with our clients and use to shape future store strategy” says MacLeod. CornerShop was opened to the public in two eight-week stints, which allowed real-time testing to see what technologies resonated with customers, which brands can adapt and scale. Frictionless checkout, not surprisingly, was a big win for customers, but the technology underpinning the “virtual try-on” of clothing was deemed more suitable for the store of the future.

So, unlike an innovation lab, CornerShop lets companies experiment risk free, speeding up the process from hypothesis to full-scale implementation. It’s also another step toward solving the challenges customers face, while delivering those serendipitous experiences that build brand loyalty and longevity.

Learn more about how Capgemini is partnering with Google Cloud to help retailers create next-generation shopping experiences today.

We would like to acknowledge Jamie MacLoud, Transformation & Strategy Consultant at frog, part of Capgemini and Neerav Vyas, Head of Customer First, Co-Chief Innovation Officer, Insights & Data, North America at Capgemini who supported with invaluable insights and subject matter expertise in the writing of this blog post.

Editor’s note: PedidosYa is the market leader for online food ordering in Latin America, serving 15 markets and over 400 cities. It’s also one of the largest brands within the German multinational company Delivery Hero SE. With over 20 million app downloads, PedidosYa provides the best online delivery experience through 71,000+ online partners, including restaurants, shops, drugstores, and specialized markets. 

Having constant access to fresh customer data is a key requirement for PedidosYa to improve and innovate our customer’s experience. Our internal stakeholders also require faster insights to drive agile business decisions. Back in early 2020, PedidosYa’s leadership tasked the data team to make the impossible possible. Our team’s mission was to democratize data by providing universal and secure access while creating a comprehensive information ecosystem across PedidosYa. We also had to achieve this goal while keeping costs under control— even during the migration stage and removing operational bottlenecks. 

Challenges with legacy cloud infrastructure

PedidosYa first built its data platform on top of AWS. Our data warehouse ran on Redshift, and our data lake was in S3. We used Presto and Hue as the user interfaces for our data analysts. However, maintaining this infrastructure was a daunting task. Our legacy platform couldn’t keep up with the increasing analytics demands. For example, the data stored on S3 complemented by Presto/Hue required high operational overhead. This was because Presto and our IAM (identity access management) didn’t integrate well in our legacy ecosystem. Managing individual users and mapping IAM roles with groups and Kerberos was operationally time-consuming and costly. Further, sharding access on the S3 files was far too complicated to enable seamless ACLs (access control lists).  

There were also challenges with workload management. Our data warehouse had batch data loaded overnight. If one analyst scheduled a query to run during the overnight ETL (extract, transform, load) workload, it would disrupt the current ETL task. This could stop the entire data pipeline. We’d have to wait until data engineers intervened with a manual fix.

It was also difficult to understand whether a query error was due to performance issues or platform resource exhaustion. This lack of clarity affected our data analysts’ ability to autonomously improve querying efficiency. Data team members needed to manually inspect personal queries looking for performance issues. Also,  the current architecture was prone to a ‘tragedy of the commons’ situation; it was seen as an unlimited and free resource. As a result, it was impossible to disentangle the infrastructure from different stakeholder teams, as all had very different needs. 

The decision to modernize our data warehouse

Given the growing challenges from our legacy platform, our tech team decided to transform our analytics environment with a modern data warehouse. They required the following key criteria from their next data platform: 

• Scalability – The ability to grow with elastic infrastructure.
• Cost control – Cost management and transparency. These factors promote efficiency and ownership—both key aspects of data democratization.
• Metadata management – Intuitive data platform focusing on users’ previous SQL knowledge. Plus, being able to enrich the informational ecosystem with metadata,  to diminish data gatekeepers.
• Ease of management – The team needed to reduce operational costs with a serverless solution. Data engineers wanted to focus on their key roles rather than acting as database administrators and infrastructure engineers. The team also wanted much higher availability, and to reduce the impact of maintenance windows and vacuum/analysis.
• Data governance and access rights – With a growing employee base with varying data access requirements, the team needed a simple yet comprehensive solution to understand and track user access to data.

Migrating to Google Cloud

After exploring other alternatives, we concluded Google Cloud had an answer to each of our decision drivers. Google Cloud’s serverless, managed, and integrated data platform, coupled with its seamless integration across open-source solutions, was the perfect answer for our organization. In particular, the natural integration with Airflow as a job orchestrator and Kubernetes for flexible on-demand infrastructure was key.  

We  used Dataflow together with Pub/Sub and Cloud Functions for our data ingestion requirements, which has made our deployment process with Terraform seamless. Because we set up everything in our environment programmatically, operation time has diminished. Google Cloud reduced the deployment process from about 16 hours in our legacy platform to 4 hours.  This is partly due to the friendliness of automating the deployment (such as schema check, load test, table creation, build.) process with Terraform, Cloud Functions, Pub/Sub, Dataflow, and BigQuery on GCP. Input messages processed with Dataflow allow us to abstract and plan the schema changes according to the needs of the functional team. For example, schema changes raise an alarm, and then we can modify the raw layer table schema. By doing this, we ensure that backend modifications that we don’t control do not affect upper layers.

A key reason why we picked Google Cloud was because of its advanced cost and workload management coupled with its transparent log analytics. This information gives us a complete view into any query performance issues to make improvements on the fly. Further, we achieved a significant amount of cost savings by consolidating multiple tools to BigQuery.With BigQuery, we’ve been able to reduce our total cost per query by 5x.

This was due to a number of reasons:

• Automating pipeline deployment made it much simpler to maintain the data processing processes. 
• Analysts are conscious about what queries they’re running, resulting in running better, more optimized queries. 
• Analysts use a Data Studio dashboard to see their queries and all the associated costs. As a result, there’s a lot more transparency for each persona.

 With these changes, we can easily manage and assign costs associated with each workload with their own cost centers using specific Google Cloud projects.

Change management is always challenging. However, BigQuery is intuitive and doesn’t have a steep learning curve from Hue/Hive on SQL basics. BigQuery also allowed the team to expand its capabilities and enabled them to properly work with nested structures, avoiding unnecessary joins and improving query efficiency. Additionally, we now use Data Catalog as our unique point of truth for metadata management. This allows our team to break the data access barriers and enable federation of data across the organization. By using Airflow to orchestrate everything, we keep track of every data stream. With this information, each end user can see their regularly used data entities’ status via the dashboard. This also adds transparency to our everyday data processes.

Finally, with Google Cloud’s IAM rules applied across the different products, data sharing and access is close to a noOps experience. We have programmatically implemented access according to roles and level access within the company. This allows certain pre-validated roles to view more sensitive information. These solutions help drive a more automated data governance experience. 

Up next: Google Cloud AI/ML

The new stack based on BigQuery has created significant productivity gains. Freed from the burden of operational management, PedidosYa’s data team can now focus on adding value through data tools and products.  

• Our data engineers are better equipped to integrate constantly changing transactional and operational data.
• The dataOps team can automate the infrastructure and provide autonomy to the end user.
• Our data quality team can focus on bringing added value to data stakeholders. 
• Data scientists and data analytics can spend more time analyzing data and less time asking data gatekeepers for data access.

PedidosYa can now democratize data access with a well-governed architecture. We are still at the beginning of our journey, but we are closer to achieving our vision of building a data-driven organization. Up next: expanding our artificial intelligence and machine learning capabilities.

Tune in to Google Cloud’s Applied ML Summit on June 10th, 2021, or listen on-demand later, to learn how to apply groundbreaking machine learning technology in your projects.

Editor’s note: In honor of Mother’s Day, we look at how 1-800-FLOWERS.COM, Inc. migrated to Google Cloud as part of its digital transformation to quickly deploy seamless and convenient customer experiences across multiple brands on Mother’s Day and every day. 

As a leading provider of gifts designed to help customers express, connect, and celebrate,  1-800-FLOWERS.COM, Inc. has embraced cloud technologies to grow and transform its business through constant innovation. As part of our digital transformation, we recently completed the migration of our ecommerce platform and other services to Google Cloud. We’ve transitioned from a monolithic to a microservices platform, moved many workloads from our on-premises data centers to our Google Cloud environment, and scaled both horizontally and vertically. 

Since our migration, we’ve developed efficient processes to launch new brands, improved the customer experience across all brands, and seen significantly increased site traffic. 

Nurturing a more delightful customer journey

Customer delight is at the core of everything we do. Whether it be with a flower bouquet, a sweet treat, or a personalized keepsake, our mission is to deliver smiles. With the rise of the COVID-19 pandemic, we’ve all been challenged to find unique and safe ways to continue honoring the special connections in our lives and celebrating occasions with loved ones. Our customers have adapted by doing things such as sending gifts to isolated loved ones, sharing the same meal together virtually, or using video to engage with others through group activities like flower arranging and building charcuterie boards. 

The customer experience is a top priority for us, and we constantly look for innovative ways to enhance the customer journey across our ecommerce platform of more than a dozen brands. As a result, we’ve continued to see a rise in demand as customers enjoy the ease and convenience of our site and discover our full family of brands. 

Migrating to a cloud-first mindset

As we’ve continued to innovate and iterate on the customer experience, we knew we wanted to evolve our platform. We wanted to shift to a microservices platform, which would allow our team the opportunity to release updates to our site more often and set up the right continuous integration/continuous deployment (CI/CD) practices. 

Working with Google Cloud, we were able to move our ecommerce platform to the cloud and standardize our site and brand deployment by building one release that could then be repeated across all of our brands. We built everything in a modular fashion, including microservices and      code libraries, so that sites could be easily constructed and replicated for each brand. And because of this, we were able to launch Shari’s Berries extremely quickly after we acquired the brand in 2019.   

Moving our platform to a completely homegrown solution of microservices was a daunting task. But our team handled it beautifully through load-testing, stress-testing, and building new monitoring tools. And with Google Cloud supporting us all along the way, managing the migration process was simple and easy from start to finish. 

Arranging a better bouquet of services

Currently, we’ve migrated every customer-facing touchpoint for all of our brands to Google Cloud—whether it’s on the web or mobile, our AI bots, or our chat interfaces. 

• We run on Google Kubernetes Engine and Istio.
• We have nearly 200 microservices built to help power our entire ecommerce stack across several cloud services running on Google Cloud. 
• We’re utilizing BigQuery for our offline intelligence.

Results are coming up roses

Our new stack on Google Cloud has benefits for both us and our customers. We moved from a session-based to a token-based system, which provides enhanced security as well as a consistent, convenient experience across all our brands. Using service workers and a single-page app, we are able to download all the relevant site content to the browser in under two seconds to create an instant-click experience for each and every customer. We also use Google Analytics to measure our user interactions and provide personalized results to each customer. Our hope is that with this new system, we can learn from customer behavior to offer gift givers a more personalized shopping experience during each visit. 

The benefits of our new tech stack have not only helped us enhance the solutions we offer to customers today, they’ve also enabled us to offer new ones at lightning speed. With our legacy system, we used to release new code once a week or once a month. Now, even during our peak periods, we’re able to release 10 to 15 times a day and can deploy and pivot quickly to create new microservices and microsites on the fly—often without having to touch any code. 

Efficiencies abound     

The benefits of moving our platform to Google Cloud have extended to our internal teams as well. Before the migration, we had only two environments for developing and testing, which made it time-consuming to test updates before they went into production. Now with Google Cloud, we have several different journey teams—which are made up of developers, product owners, and technical owners—all working in several different environments, solving problems, and creating new solutions together. 

Everyone is now empowered to be self-sufficient, developing and releasing microservices on their own when they’re ready. This has given our developers more time to take part in continued development and learning opportunities. For example, we offer lunch-and-learn sessions as well as other resources for everyone to take advantage of so they can continue to learn and refine their skills.

Planting the seeds for future growth

As we look to the future and think about how we help our customers express, connect, and celebrate, we’ll continue to collaborate across teams to deliver solutions that spread smiles. Specifically, we’re exploring additional use of AI to help us better serve our customers across all our brands. 

We’ve enjoyed the ongoing support we’ve received from the Google Cloud team as they help us build new solutions and design a road map for the future. Their support has helped the 1-800-FLOWERS.COM, Inc. team to realize the power of the cloud and bring the very best experience to our customers.

Learn more about 1-800-FLOWERS.COM, Inc., or check out our recent blog about cloud migration for the real world.