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.

HelloFresh, a leading global meal-kit company, was facing significant challenges in managing and tracking incidents within the company. The company was using forms and spreadsheets on an ad-hoc basis, which proved to be inadequate with the growing operations and evolving needs. The challenges included error-prone and manual work, inability to identify and track bottlenecks, dependencies on multiple channels for cross-departmental collaboration, lack of traceability in task management, and lack of clean & accurate data for external and internal reporting. The company was in need of a service management solution that could standardize the approach to incident management and centralize information flow, leading to a single source of truth for all incident-related data.

7-Eleven Philippines, a pioneer of 24-hour convenience stores in the country, was facing challenges with its customer support system. The customer support was outsourced to an external vendor, which resulted in limited visibility into customer query patterns and performance metrics. The company had no transparency into the vendor's analytics and could not validate their reports. They also had no visibility into the volume of calls, number of abandoned calls, etc. due to the use of the vendor’s telephony solution. This lack of control and visibility into customer support led the team to decide to bring the entire function in-house. They began exploring helpdesk solutions that would enable them to build a strong in-house support team.

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.

Cheetah Digital, a cross-channel customer engagement solution provider, faced significant challenges in its IT operations after breaking away from Experian in 2017. The newly formed IT team was understaffed with only four agents, insufficient to meet the volume of demands. The team had previously relied on Experian’s internal tools to manage IT requests and needed a new ticketing system. The company's IT roadmap was to be cloud-first, requiring a solution that could provide continuous maturity and stability. Additionally, the IT department recognized the need for automation to scale with increasing demand. The company also faced challenges in driving user adoption of the new ITSM solution, as most IT requests initially came in through emails or walk-ups.

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.

The Kern High School District (KHSD) in California, which comprises 18 comprehensive high schools and 11 alternative, adult, career technical, and special education institutions, was facing a significant challenge in managing its customer service operations. The district office, which began its journey with Freshworks in 2014, had over 50 agents working out of Freshdesk to support the student information system, Synergy, used by over 4000 staff across 34 education institutions. The support teams were set up across functions with separate groups of agents who tackled payroll, student systems, admin, etc. However, they realized that while it was easy for teachers to reach out to their assigned IT technician when they had an issue with their computer, not everyone knew who to reach out to if they had issues with their paycheck or leave applications. This lack of a unified system led to confusion and frustration among both the staff and the agents. The agents were unsure if the incoming requests had already been addressed by someone else, and there was no way to extract metrics and monitor the performance of agents.

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.

Jeanswest, a renowned denim brand with over 230 stores across Australia and New Zealand, was facing challenges with its customer service operations. The company's customer base is highly loyal and engaged, with 70% of all purchases coming from existing loyalty program members. However, as Jeanswest continued to grow, its legacy customer service platform started showing gaps that threatened its ability to maintain its high level of customer service. The primary channel used for customer service was phone, but the legacy system was unable to cope with increasing call volumes, capture missed calls effectively, or provide a robust reporting structure. This lack of visibility into customer queries and siloed operations was hindering Jeanswest's ability to optimize call rosters and gain insights into its customers' preferences.

KaafMeem, a Saudi-based fashion e-commerce company, was facing challenges in its customer service operations. The company, which specializes in modern Arabic fashion, had traditionally used email and direct calls to handle sales queries, delivery information requests, and questions about refunds and replacements. However, they wanted to provide a more user-friendly channel for their customers to immediately access the Kaafmeem team. They were looking for a solution that would allow them to open a direct dialogue with their consumers, making the shopping experience as seamless and convenient as possible. The challenge was to find a platform that was popular among their customer base and could be integrated easily into their existing operations.

Kovai.co, a B2B SaaS company, was facing challenges in managing customer support across its multiple teams spread across different geographies. The company was using email for support, which made it difficult to route queries to the appropriate team and ensure correspondence with the Service Level Agreement (SLA). The company was looking for a solution that would offer a high degree of adaptability and scalability, and a mechanism to track, monitor, and adhere to the SLA. As a multi-product organization with multifaceted teams, Kovai.co wanted to provide a granular level of support across the platform. The company also wanted to ensure that customers are taken care of, their needs are understood, and realistic expectations are set.

Aramex, an international express, mail delivery, and logistics services company based in Dubai, was facing challenges in delivering consistent, quality IT services and support to its employees. As the organization grew, responding to service requests in a timely manner became increasingly difficult due to outdated processes and communication silos. Aramex was using an in-house legacy IT service desk that was rigid, ill-defined, and required constant resources to maintain and upgrade. The on-premise system was not easy to scale and could not keep up with the growing needs of Aramex. The company was in need of a flexible, agile IT service desk that could streamline its workflow and improve ticket resolution time.

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.

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.

The customer, a leading US financial services company and one of the largest credit card providers in the world, was facing challenges with their existing customer service model. They had over 8000 customer service agents handling queries on phone and digital channels, but their first foray into digital customer service in 2006, which involved live chat support on their website, was not as effective as they had hoped. Customers had to wait in a chat queue and could not switch tabs or leave the page without missing their turn and having to start over. The company wanted to improve this experience by adopting a more intuitive and familiar flow, similar to popular messaging applications like iMessage and WhatsApp. They also wanted to maintain the context of past issues the customer has faced to provide a more personalized experience.

Diversey, a global hygiene company, was facing significant challenges with its customer support system. The team was using email and email groups to interact with both their customers and employees, which led to a loss of context, confusing threads, and difficulty in establishing who was working on which query. This lack of organization and accountability often resulted in teammates working on the same query. The customer support team was dealing with clogged up inboxes due to high volumes of mail and phone calls, repetitive tasks due to the lack of automations, a lack of customer history, zero transparency into customer queries, and loss of context and customer queries. There was no portal for customer/agent interaction, making it impossible to route queries/problems to the right person, and ticket resolution times were long. The quality and effectiveness of their service were being affected by unanswered emails/calls/chats, delayed responses, and a lack of reporting.

Eastern Washington University (EWU), a comprehensive regional public university in Cheney, Washington, faced several challenges with its IT services. The university, which has a total enrollment of 12,633 students spread across multiple campuses and online, was struggling with legacy platforms, lack of end-user adoption, visibility and ownership of service requests, and scalability. The IT team at EWU was tasked with ensuring the on-time availability of technological facilities and services across all the campuses. However, the incumbent on-prem SolarWinds and ServiceNow solutions were not meeting the university's needs. The team was looking to modernize and scale the campus IT services, moving from on-premise to cloud-based solutions. The objective was to improve agent and end-user adoption and extend the solution instance across campus partners, departments, and other offices.

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.

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.

Bracknell Forest Council, a local authority in Berkshire, England, was facing several challenges with their legacy ticketing system. The system was heavily reliant on traditional channels such as emails and phone calls, which limited the efficiency of the teams. The system required heavy customizations to meet the council's needs, making it difficult for non-IT teams to use. The council's IT environment was plagued with manual processes and the system was heavily siloed, restricting the flow of information among teams and resulting in longer resolution times. The council was in need of a modern, user-friendly IT service desk that would enable them to serve their customers better. They were looking for a solution that would provide self-service capabilities to reduce agent workload, visibility across teams for better collaboration, and an easy learning curve for non-technical teams.

The Creche and Kindergarten Association Limited (C&K), a leading non-profit organization in Australia, faced significant challenges in managing its IT service management (ITSM) tool. With over 350 centres across Queensland, C&K was struggling to scale its processes, systems, and IT infrastructure to meet the demands of its expanding operations. The existing ticketing system was inadequate, leading to misrouted tickets, miscommunication, and a lack of visibility. The system's inability to categorize and route tickets to the right team resulted in confusion and inefficiency. Additionally, the workload was unmanageable, leading to employee burnout. The approval process was cumbersome, involving 10-12 pages of handwritten paperwork and uploading this information onto an external government portal. The lack of a priority matrix and SLA management led to ticket resolution times ranging from 2 days to 2 weeks, causing chaos and frustration.

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.

MISA, an online fashion retailer, faced a significant challenge in managing customer support and communication during the COVID-19 pandemic. The shift in consumer behavior towards online shopping led to an explosive growth in digital footfall, increasing MISA’s average number of orders from 30-50 a day to about 70-100 a day. This surge in orders resulted in higher support volumes, with customers frequently enquiring about their orders and delivery status. The team struggled to prioritize issues as their existing email systems ordered conversations based on the latest response rather than the urgency of the queries. Additionally, the shift to remote work due to the pandemic raised concerns about effective team collaboration and communication. MISA also faced the challenge of dealing with repetitive customer queries, which were time-consuming and redundant.

Cinnamon Hotels & Resorts, a member of John Keells Holdings PLC, is a chain of 15 hotels and resorts across Sri Lanka and the Maldives. The company prides itself on providing luxurious experiences that attract a large number of foreign travelers. However, the company faced a challenge in managing online enquiries. These enquiries were initially handled by different teams across properties, depending on who got to it first. But with teams busy creating delightful experiences for guests on their properties, online enquiries did not get the attention they needed. These responses were crucial as they served as the gateway to potential customers. The properties that responded the fastest had a higher chance of winning over customers. Hasara Fernando, Assistant Manager - Online Marketing, realized that Cinnamon would be able to achieve a lot more with a central team focused on online enquiries that worked off a centralized platform.

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.

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.

Fluid Services, a field service marketing and operations company, was initially managing customer queries and requests through a shared inbox. This system lacked accountability and transparency, often leading to a bystander effect where no one took ownership of incoming service requests. The company also faced challenges with their initial help desk solution, Zendesk, which did not meet their growing requirements. Fluid Services also needed to manage their customer support channels more efficiently. Phone support was the most popular but also the most time-intensive channel, and with a fixed number of agents, it was not a scalable solution. The company wanted to push text support but needed an integrated solution that could manage customer interactions across channels.