Big Bus Tours, the world's largest open-top sightseeing service, was facing a significant challenge in managing their customer support. With a scattered support team and no visibility into customer context, they were struggling to provide a unified and efficient customer service experience. The company was also missing out on identifying revenue-generating opportunities due to the lack of data. The support team was working out of a shared inbox, which provided little to no customer context, making it difficult to manage the increasing volume of queries. The data was too siloed to offer a unified experience to both the support team and customers. The company wanted to centralize all 23 separate in-city customer service functions and create a customer service excellence center. They also wanted to give customers the opportunity to communicate through any channel they choose, including social media.

BrewDog, a Scottish-born craft beer business, faced a significant challenge during the COVID-19 pandemic. With their bars closed, the company saw a surge in online orders and customer inquiries. The customer service team, which handles all e-commerce customers and general brand-related queries, was overwhelmed with the sudden increase in activity. The team was dealing with up to 2000 tickets a day during the lockdown, a significant jump from the usual 150-200 tickets. The fast-paced nature of BrewDog's operations, with new projects and initiatives launching daily, further complicated the situation. The company's existing processes, which were fairly manual, were not equipped to handle this surge in volume. The challenge was to quickly adapt and streamline their customer service operations to continue providing excellent service during these uncertain times.

Brooke, an international equine welfare organization, was facing challenges with its legacy ITSM tool. The management team wanted to evolve towards a more proactive approach, foreseeing and responding to issues rather than waiting for them to unfold. With significant investments in staff and technology services, it was crucial to improve employee productivity and power the next phase of growth. Brooke needed a mechanism to foster this culture, while being able to measure and evaluate the impact of their investment in technology and employees. The Information Services team, consisting of over 50 service agents, was using JIRA for their internal ticketing requirements. To efficiently manage asset tracking, streamline technology workflows for different service requests, and overhaul the existing functionality, Brooke began evaluating solutions based on UI simplicity, ease-of-use, flexibility in features, ITIL framework compliance, scalability, and cost-effectiveness.

Campaigntrack, Australia’s largest real estate marketing company, faced several challenges in its customer service department. The company initially relied heavily on individual agents for support, primarily via phone and email. However, as the company grew, this structure proved unsuitable due to the dependency on individual agents, leading to issues when they were unavailable. To address this, Campaigntrack tried creating agent groups to handle issues, but this led to difficulties in coordination, especially when the team was not in the same location, resulting in missed inquiries. Furthermore, there was a lack of transparency regarding the team's activities and workload balance. The company was also receiving a high volume of phone calls, approximately 8000, which needed to be reduced and distributed more evenly across other channels such as email and self-service.

CeX WeBuy, a global dealer of second-hand electronics, video games, and computing equipment, faced a significant challenge during the COVID-19 pandemic. The company, which relies heavily on its physical stores for buying and selling used products, was hit hard by the lockdown restrictions. The closure of stores led to a surge in customer enquiries, with ticket volumes increasing by over 100% compared to the previous year. The company was also dealing with the confusion over lockdown guidelines, with customers contacting individual stores to check if they were open and to get updates on their orders. Prior to the pandemic, CeX WeBuy had been using Zendesk to manage its customer support operations, but found it lacking in customization, support, and reporting options.

In 2018, three large metropolitan councils based in Adelaide, the Cities of Charles Sturt (CCS), Marion (COM), and Port Adelaide Enfield (PAE), formed a collaborative partnership for the benefit of their communities. The IT teams of these councils were responsible for ensuring all projects planned for the communities were seamlessly executed and delivered in a timely and cost-effective manner. However, the IT infrastructure of all three councils was not closely aligned, which hindered collaboration and knowledge sharing across business functions. The Service Desk setup of the three councils was different and made effective collaboration and cross-team communication a challenge. All three councils had their own Service Desk solutions, so information from one could not easily be shared with the other councils. Two of the councils, PAE and CCS, also had ageing legacy software which needed to be modernised urgently.

Code Engine Studio, a software development firm based in Vietnam, was facing significant challenges in managing time off requests and calculating payroll for its rapidly growing team. The company was using spreadsheets and emails to track and respond to time off requests, which was becoming increasingly difficult as the company grew. The process was time-consuming, with the company spending up to 8 hours each month collating and finalizing time off and payroll data. The system was also prone to errors, with leave requests often being missed or not addressed on time. This led to difficulties in calculating payroll each month, as the HR team had to double-check various spreadsheets, emails, and chat messages to ensure accurate data. The company needed a simple, efficient platform through which employees could submit their time off requests and managers could approve or reject these requests in a timely manner.

Collinson, a global leader in customer benefits and loyalty, was facing challenges with its customer service operations. The company was using a legacy telephony platform for customer communication, which was limited to two channels: email and phone. These channels were siloed, and operations were highly manual, leading to inefficiencies. Collinson wanted to improve the efficiency of customer interactions and bring services to market quicker. The company also wanted to shift from a CapEx-based cost model to a consumption-driven model. In 2020, the company had to accelerate its digital transformation project timelines to quickly equip customer service agents to work from home due to the pandemic. Furthermore, disruption in the travel industry prompted a new business requirement for Collinson to begin offering COVID-19 testing facilities at partner airports, which required customer service support from agents working from home.

Conlog, a global leader in smart metering, was facing challenges with its existing IT Service Management system. The legacy platform was becoming a bottleneck due to escalating licensing and customization fees, non-user-friendly interfaces, and a lack of workflow automation. The IT services team at Conlog was in search of a flexible solution that would enhance service efficiency, allow the creation of new fields on mandatory information, support contact creation, incident/service creation, and provide a summary description. They also needed a system that could easily add tasks to a service request, offer customization for the description, category, and product fields, and support a fully integrated workflow escalation process. In essence, Conlog was seeking an ITSM solution that would digitally transform its IT service landscape.

Cure.fit, a disruptor in the Indian fitness industry, faced challenges in maintaining an agile support team, increasing ticket resolution speed, and gaining a holistic view of the customer journey. As the company rapidly scaled up, the need for a dedicated customer experience team became apparent. The company's core philosophies included the belief that customer support should be the final frontier, meaning their products should be so good that customer support is rarely needed. They also believed in the importance of speed in resolving customer issues and empowering their support consultants with the right tools. However, the use of shared inboxes was proving to be an obstacle in achieving these objectives. Cure.fit needed a customer service solution that could manage customer interactions in totality and provide a stellar experience.

Cutter Group, an IT solutions provider, was founded in 2005 with a customer-first approach to service. The company designs, deploys, and supports virtual infrastructure for organizations across various industries. However, Cutter Group faced challenges in maintaining its high standard of customer service due to the increasing volume of customer queries and the complexity of their needs. The company was using an open-source internal helpdesk system, but with the implications of GDPR compliance, it was necessary to invest in a more robust support platform. The company also needed a system that could handle the influx of tickets from larger customers and provide exhaustive monthly reports on support metrics. The COVID-19 pandemic further complicated matters as the company saw a 40% increase in support volumes due to customers shifting to remote work.

Datahut, a data extraction company, faced several challenges in their hiring process. The first challenge was filtering and shortlisting quality candidates from a vast pool of applicants, which was a cumbersome task for the HR department. Each job posting attracted close to 300 applicants, making the process of shortlisting and scheduling interviews a daunting task. The second challenge was managing the hiring process on spreadsheets. Moving candidates across various stages of the interview process, sending custom emails to select and reject candidates, and navigating through multiple excel sheets led to chaos and inefficiency. The third challenge was manually posting jobs to job boards. This process was time-consuming and inefficient, and they needed a solution that would streamline their process and optimize their hiring.

At the onset of the COVID-19 pandemic, the UK's public health infrastructure and NHS frontline professionals were overwhelmed as patient numbers began to exceed available resources. Doctaly, an innovative Healthtech solution, was faced with the challenge of easing the demand on healthcare workers. The company needed to prioritize high-risk cases while also providing reliable guidance to patients experiencing COVID symptoms. The challenge was twofold: low patient adoption due to app fatigue and maximizing the efficiency of healthcare workers. The company had previously used Intercom and Twilio, but these solutions did not offer the breadth of capabilities needed for the new challenge.

Doozer, a SaaS platform specializing in real estate renovation, faced several challenges in managing their sales process. Their sales team had to handle three different target groups: craftsmen, B2B clients such as private housing companies and public housing schemes, and B2B2C clients that include individuals owning multiple houses that they rent out and need craftsmen regularly for renovation. The company was struggling with organizing data, following up with leads regularly, and managing a large number of leads. They were using Salesforce, but it wasn't flexible enough to meet their requirements. They needed a CRM tool that was flexible, highly customizable, and offered advanced workflow capabilities to manage their fast-growing business.

Dunzo, an all-in-one 24x7 delivery platform, was facing challenges in maintaining its high standards of customer service as it scaled operations. The company, which fulfills over 2 million orders per month across India’s top 8 cities, was looking for a high-performing tool to handle high volume and support their load. The customer service team realized that 60% of the order-related queries they received were generic, and they wanted to reduce the number of chats that go to an agent. They needed a platform that could provide structured team performance reports to improve their customer experience. Dunzo also wanted to offer service through a familiar and convenient channel for its predominantly GenZ and Millennial customer base, for whom messaging is second nature.

East Midlands Shared Services (EMSS), a strategic partnership between Leicestershire County Council and Nottingham City Council, was facing challenges with its legacy service management suite. The existing ticketing system had basic capabilities and lacked features that could drive support and self-service improvements. EMSS wanted to upgrade to a modern, cost-effective solution that would help create efficient self-service and query management processes. The team also needed to demonstrate that a new support system would deliver distinct business value for both the business and partners to secure funding for the project. Additionally, they had recently implemented new finance, HR, and payroll systems and wanted a service desk that would integrate well with their existing architecture, drive support improvements at scale, and promote self-service among end-users.

edamama, a rapidly growing e-commerce platform for mothers in the Philippines, faced significant challenges in their HR operations. The company was manually handling all HR tasks, from recruitment to employee management and time-off management. They lacked a career site and budget for job board postings, leading to manual candidate sourcing. The interview scheduling and feedback consolidation were also done manually, making it difficult to hire quality candidates for various roles. Employee data was scattered across multiple documents, and there was no centralized solution for storing all employee information. Time-off management was also a manual process, with employees applying via email and the HR team consolidating the data at the end of each month. These processes were time-consuming and involved a lot of manual administrative work for the three-member HR team at edamama. As a rapidly-scaling organization, edamama was looking for a solution to streamline their recruitment process and manage their employee data.

Edinburgh Trams, an award-winning tram operator based in Scotland, was facing significant challenges in customer service. The company was dealing with low customer satisfaction and inadequate reporting and customer insights. The customer service was initially shared with their sister organization, Lothian Buses, as part of an existing Service Level Agreement. However, as Edinburgh Trams matured as an organization, the decision was made to bring the Customer Services operation in-house. This was to ensure that Customer Relations Officers at Edinburgh Trams could provide personalized advice to customers in a timely and accurate fashion. However, the transition from a shared service to an in-house operation presented its own set of challenges, including managing customer queries across multiple channels such as email, phone, help-center, chat, and social media.

Elsevier, a global information analytics business, was facing several challenges with its IT environment. As a digital-first and data-driven business, Elsevier’s IT team was required to operate at an unparalleled scale, speed, and efficiency. However, the existing ITSM tools could not support the fast-moving, agile organization or do justice to Elsevier’s strategic investment in AWS cloud infrastructure. This resulted in a suboptimal experience, with engagement between employees and IT hindered by legacy processes, tools, and questions relating to ownership. Furthermore, with slow time-to-value and limited user efficiency, IT at Elsevier was reactive rather than proactive. To move into the next phase of growth, Elsevier launched a digital transformation initiative to move to a cloud-first approach.

ESS, an educational staffing solution provider, was facing challenges in coordinating customer support due to the use of shared inboxes. There was no defined system of assignment, leading to inconsistencies in client responses and a lack of insight into agent performance. The company was struggling to manage the high volume of queries from over 700 school districts and 80,000 educators across 27 states. The shared inbox system was not only inefficient but also time-consuming, as agents had to spend a significant amount of time organizing their personal and group inboxes. The lack of a unified support system was affecting customer satisfaction and the overall efficiency of the support team.

Fantastic Services, a property maintenance service provider, was facing challenges with its custom-built live chat platform. The platform had limited capabilities and features, which resulted in agents spending more time manually picking up tickets and waiting for replies from idle customers, reducing agent concurrency. Furthermore, despite having a full in-house development team, maintaining the chat platform was proving to be difficult. Technical updates and maintenance slowed down support, and the company found it hard to manage the chat channel without external assistance. The company needed a solution that could enhance the efficiency of their sales and customer service teams and improve their chat-generated revenue.

Felix Mobile, an environmentally conscious, SIM-only telecommunications brand in Australia, faced the challenge of distinguishing itself in a saturated market. The company's vision was to offer a simple product and easy-to-use digital service while also considering its environmental impact. However, as a new entrant in a busy marketplace, Felix Mobile needed to find a unique selling proposition. The company identified 'digital-first customer service' as a potential differentiator. They aimed to provide an integrated experience for their customers, offering local and personalized service to ensure memorable customer interactions. However, to achieve this, they needed a vendor capable of integrating a chat platform with Felix's app and providing a seamless omnichannel experience for their customers.

FinAccel, an Indonesian fintech company, was facing challenges with its customer support system. Initially, customers who needed to contact the support team would do so via the support email address or the native phone channel. This support email ran on Gmail and presented several challenges. The most significant of these was the lack of visibility over customer inquiries and resolutions. There was no way to track or measure critical support metrics like response times, and the shared inbox system led to issues with accountability and efficiency. Furthermore, FinAccel was keen to implement live chat to offer their users a familiar conversational experience, especially considering their target base of the Indonesian millennial population. This demographic has shown a preference for popular messaging applications like WhatsApp and Facebook Messenger, making it crucial for FinAccel to offer a similar, conversational and continuous customer experience.

Finsure, a rapidly growing mortgage aggregator in Australia, was facing a significant challenge in managing its broker network. The company relied heavily on email as the primary communication channel with its network of over 1550 brokers. However, the use of multiple shared inboxes to respond to brokers' queries and requests was proving to be inefficient and unmanageable. The sheer volume of incoming queries often caused their email client to crash, negatively impacting employee performance. The Commissions team, responsible for managing broker remuneration, was particularly affected. They were struggling to perform their day-to-day operations efficiently due to the sensitive nature of their conversations and the high volume of queries. The management at Finsure realized that shared inboxes were not a scalable solution and began looking for alternatives.

Fitness Passport, a corporate health and fitness program in Australia, was facing several challenges in its operations. The organization was struggling with inaccurate data and reporting, which hindered their ability to make critical business decisions. The lack of insights was a significant issue as it prevented them from understanding what was working for their members and what wasn't. Additionally, there was a lack of cross-team collaboration, which was affecting their efficiency and productivity. The organization was also dealing with a high volume of routine queries, which was taking up a significant amount of their resources. The legacy Salesforce solution they were using was not providing the reliability and capabilities they needed.

Georg Fischer Piping Systems (GFPS), a subsidiary of Georg Fischer, a leading supplier of piping systems, was facing challenges in managing its global support operations. GFPS's global customers relied entirely on its 30 sales offices and 20 production companies to execute their large-scale projects. The Global Service and Support (GSS) Team, led by Jürgen Harsch, was responsible for handling any technical queries, documents, certificates, project pricing, tender, and audits. However, the complex nature of the queries and the need for lengthy explanations, attachments, and images determined that email was the best form of communication for this purpose. The team was using shared inboxes for this purpose, but it soon became apparent that this system had its shortcomings. Once a team member forwarded an incoming query mail to his own Outlook mailbox to answer it, it disappeared from the view of others. This made it difficult to track the speed of response, learn from the answers, and identify recurring questions or regions with specific problems.

Glenbrook High School District, located in Illinois, USA, was facing significant challenges with its outdated support systems. The district, which comprises several schools and serves over 5,300 students, was struggling to provide a streamlined and efficient support structure for its students, teachers, and staff. The existing tools, Servicewise and Web Help Desk, were underdeveloped and not fully cloud-based, making them difficult to use and ineffective in meeting the needs of the end-users. The lack of a robust support structure was leading to issues such as lack of follow-ups and closure of assistance requests. The district needed a solution that would not only replace the outdated systems but also bring structure to the support process.

Gogoprint, the largest online printing company in South East Asia, faced significant challenges in managing its talent pool and maintaining transparency across the hiring lifecycle. Despite being a printing company, Gogoprint identifies itself as a Tech and Marketing company, necessitating the acquisition of tech-savvy, independent, motivated, and self-driven talent. The company's unique hiring process, involving multiple rounds of screening, interviews, and practical tests, required a platform that could accommodate these steps while enabling collaboration among all stakeholders. Furthermore, as a rapidly growing business, Gogoprint had to fill several positions simultaneously, making it challenging to keep track of all interviews, follow-ups, and decisions.

Happay, a fintech startup specializing in corporate expense management, was facing challenges in managing its customer service operations. The company, which operates on a subscription model, needed to ensure quality customer service to maintain trust and encourage subscription renewals. With over 25,000 customer queries per month across various channels, Happay had outgrown its initial systems which were not interconnected. The company aimed to resolve each ticket within 16 hours, a target that was difficult to achieve with the legacy systems. Additionally, the support team had to collaborate with bank partners to resolve issues like invoice-related queries, technical bugs, and legal contracts. The lack of a unified system across internal teams made information sharing difficult. Happay was in need of a platform that would support their business model, unify their operations, and enable easy collaboration.

Hindawi Limited, a leading disruptor in the publishing industry, faced significant challenges in managing its customer service. The company dealt with four types of customers: authors, editors, reviewers, and readers, each with unique queries and needs. Initially, Hindawi managed support through Gmail, with each staff member having an individual account and email address. However, as the company grew, this method proved ineffective. There was no oversight or reporting on communications, and the shared inbox setup led to unclear ownership of incoming tickets. Customer queries were being passed from one team to another, leading to delays in responses and resolutions. Furthermore, Hindawi operates with a mix of in-house and outsourced customer service teams, which added another layer of complexity to their customer service management.