MediusGo, a cloud-based tool developed by Swedish software company Medius, was facing a significant challenge in managing a high volume of customer support tickets. The company was initially using Desk.com from Salesforce as their customer service solution. However, the solution was soon retired, and MediusGo needed to explore alternatives. The company evaluated several solutions, including Salesforce Lightning, Zendesk, Kayako, and Freshdesk. The primary goal was to find a solution that would allow them to be self-sufficient and not rely on consultants for every move. They also wanted to improve the adoption of self-service among their customers to reduce the number of support tickets. The company receives a large volume of support tickets every month, and they wanted to equip their customers with the knowledge and tools they needed to solve their own issues, reducing the need for regular contact.

Alterra Mountain Company, a hospitality business with 15 ski resorts across North America, faced significant challenges in managing its IT operations. Each resort had its own unique ticketing system and process for IT support, leading to over eleven different processes to raise an IT support ticket. This lack of a unified system resulted in little to no visibility into the status of a ticket, especially for high-priority ones. The situation was particularly stressful during the busy ski season, as resources and time were not being used efficiently. Additionally, each resort had its own Service Level Agreements (SLAs) and processes, creating operational complexities and silos.

Cognologix Technologies, a fast-growing Product as a Service (PaaS) company based in Pune, India, was facing challenges in managing the time off process for its 160 employees. The company had been using Excel-based processes for recruitment and employee time off management, which led to a clutter of paperwork and a significant amount of effort involved in manual tracking, archiving, and managing data. The approval process was a combination of verbal and email-based communication with a highly complicated tracking mechanism. This lack of planning and time management was a significant concern, especially as the company had switched to a hybrid working model due to the pandemic. The situation was described as 'tedious, cumbersome and requiring a lot of follow-ups for planning leaves and accounting for them'.

GC International, a leading dental company with operations in over 100 countries, was facing challenges in managing its IT support across multiple locations. The lack of a centralized IT support system led to a lack of synergy between different regions, making it difficult to get a holistic view of the situation. Additionally, the company was in the process of rolling out SAP globally, which created additional demands for IT support. The company needed a solution that could capture data from the moment a ticket is created until the problem is solved, providing a clear view of the types of problems users report. This was vital for process management and data retention.

Ice Norway, the third-largest mobile telecom operator in Norway, was facing a challenge in managing its customer care operations. The company had outsourced parts of its customer contact activity to different external parties, each using their own software. This resulted in a fragmented view of their three key performance indicators (KPIs): average handling time for each task, the hit rate (sales from an identified group of prospects), and the customer satisfaction score (CSAT). The company was struggling to strike a balance between reducing handling time and increasing sales through cross-selling and up-selling. They also wanted to maintain a high CSAT, which they believed was crucial for long-term growth. To achieve their growth objective of expanding their market share from 10 percent to 25 percent, they realized the need to integrate their three most-used customer contact channels: telephone, chat, and email.

CEQUENS, a leading Communication Platform as a Service (CPaaS) provider based in Cairo, Egypt, was facing significant challenges with their legacy customer support tool. The outdated user interface and limited functionality of the tool made it difficult for the 29-member support team to manage tasks efficiently. Cross-team collaboration was a major hurdle, with customer queries requiring engineering help leading to constant follow-ups and multiple phone calls by the support agents. This impacted their productivity and their ability to adhere to tight deadlines and Service Level Agreements (SLAs). As the company was scaling its business and operations, they were looking to adopt other communication channels apart from email and phone. They needed a helpdesk solution that could consolidate customer messages from diverse channels into a unified inbox. Additionally, the lack of a robust and intuitive customer-facing portal was a major bottleneck. They wanted customers to be able to access a portal where they could find knowledge base articles, FAQs, and more information easily.

Cater Care, a leading Australian contract catering, accommodation, and facility management service provider, was facing significant challenges in managing its IT service delivery and HR processes. The company's internal support teams, including IT, Quality, Marketing, and HR, were in dire need of a robust ITSM solution to streamline processes and enhance collaboration. The IT team, without a prior ITSM solution, was struggling to manage IT-related requests and issues manually, which was hindering their ability to scale with the company's growth. Repetitive tasks were consuming most of the agents' time, leaving them unable to focus on tickets that required expertise. Similarly, the HR team was also facing difficulties in managing 200 tickets per month each, entirely over emails, without a proper ticketing solution. The lack of a reporting system resulted in poor SLA management and no feedback for performance improvements. The company was in urgent need of a powerful, centralized, and flexible solution to overcome the lack of coordination among teams and improve the way support functions interact with the front lines of the business.