由于在 COVID-19 疫情期间突然转向远程工作，该政府机构面临着网络带宽消耗大幅增加的问题。这给他们现有的 VPN 容量和互联网带宽带来了压力。除此之外，该机构还负责支持一项新的临时失业计划，该计划旨在为因疫情而失业的居民提供经济援助。推出一个专门用于访问这些福利的新网站预计将进一步加重该机构本已紧张的互联网资源负担。该机构的 IT 团队缺乏必要的可见性来确定额外的 VPN 和互联网容量的运行情况。

该银行在大型机环境中运行一些面向客户和后台办公的应用程序。但是，这种方法带来的运营费用越来越高，不容忽视。该银行决定重构大型机上的现有应用程序，并将其迁移到本地虚拟化数据中心环境。这个过程涉及 Webtiered、中间件和多层技术，这些技术将作为生产准备，在最终迁移到云之前监控和稳定这些应用程序。在此过程中，网络运营团队遇到了一个障碍：现有大型机应用程序的性能存在可见性问题，他们的开源和供应商应用程序监控工具无法解决这些问题。

该金融集团正在进行长期的数据中心转型、网络升级、思科 ACI 和移动应用程序部署。近期向远程办公的过渡对 VPN 和 VDI 环境造成了负担，带宽升级只会导致延迟。IT 团队的任务是将多个生产级数据中心整合到两个本地公司位置，升级到思科® 应用程序中心基础设施 (ACI) 软件定义网络 (SDN) 架构和 40G 网络速度，并部署新的移动应用程序。

当 COVID-19 疫情迫使管理层指示员工在家办公时，该银行面临着重大挑战。这导致该银行虚拟专用网络 (VPN) 的使用量达到前所未有的水平，给 IT 团队带来了可见性和监控方面的挑战。随着越来越多的员工和客户开始依赖数字平台进行金融交易，该银行的 IT 团队必须确保提供一致、高质量的服务。该银行的财务生存与其成功处理网上银行、账单支付服务和其他金融交易的能力变得更加紧密，这些交易现在对有财务需求的客户至关重要。

该银行的 IT 团队长期以来一直在监控其虚拟专用网络 (VPN) 的整体性能。VPN 是 IT 交付基础设施的重要组成部分——有时，银行近一半的员工使用远程网络从家庭办公室或移动设备开展业务。数千名授权战略合作伙伴和承包商也在访问这些相同的服务，这给该环境带来了额外的流量。对于 IT 团队来说，VPN 性能管理并不像确保有足够的带宽覆盖那么简单。VPN 还支持基于 Citrix 技术的虚拟桌面基础设施 (VDI)，该基础设施因用户增加而显示出性能压力。远程用户报告称，他们经常遇到虚拟桌面屏幕冻结和超时的情况，相关问题总结在转发给服务台的故障单中。

该公司的呼叫中心代理开始遇到语音通话中断的问题，导致客户服务交流在完成之前被中断。无论通话状态如何，不同代理的通话时长各不相同，客户交流在 30 分钟后突然中断。除了处理客户服务问题和因通话中断而无法履行职责的沮丧的呼叫中心代理之外，该公司无法始终如一地满足他们签约服务的公司在语音性能方面协商的服务水平协议阈值。IT 团队使用的现有第三方工具无法以成功故障排除所需的方式查看呼叫流架构。

Nykaa, a beauty and fashion startup, was facing challenges in handling customer support. The company was using emails and query forms to follow up with customers during conflict resolution. This process was time-consuming and inefficient, with customer service executives spending over 32,000 staff hours a month answering and replying to support queries. Nykaa wanted to automate parts of customer support that were automatable, to free up time to focus on other important aspects of customer experience.

MediBuddy, a healthcare service provider, was struggling to manage the influx of customer queries across various service verticals such as health checkups, medicines, consultations, lab tests, dental care, hospitalization, and genome studies. The company was relying on traditional communication channels like email and phone calls, and a team of over 250 service representatives. However, the team was unable to handle the volume of queries, especially the 800+ concurrent questions in real-time. The challenge was to automate the customer service process without compromising on customer satisfaction.

Ansa, a leading press agency, was struggling with the heavy volume of news and the speed at which information circulates. Accurate and timely content sorting and categorization were of the utmost importance. The only way to keep up with current events and satisfy the needs of internal organizations was to have a classification system that is fast, uniform, complete and accurate (according to IPTC international standards). Ansa wanted a tool to improve information management, enabling them to better archive daily news and enhance the image search in their online database.

Community College of Denver (CCD) faced a significant increase in enrollment, which put a strain on their existing systems and programs. The administrative functions, particularly the Call Center, faced unprecedented pressure. The college needed a technology solution that would enable the Call Center to handle a higher volume of support calls without increasing resources. They realized that live chat could bring the economies of scale they were looking for. They also needed to improve their website architecture to improve students’ ability to self-serve.

Beau-coup, a leader in the online favors and gifts industry, was facing challenges with its customer service. The company prides itself on offering exceptional customer service, but technical issues with their previous chat provider were causing interruptions and a frustrating experience for both customers and service reps. The company was dropping a lot of chats due to connection issues, and they were missing 20 to 30 chats a day. They also lacked information about how their customers came to their site, what search terms they used, and if the resulting chat was proactive or reactive. There was no method to the madness in how their chat invitations were fired, and they experienced very poor acceptance rates as a result.

Lifeline Australia, a crisis counseling and referral service, wanted to add a live chat channel to its phone counseling services to reach a younger demographic that is less comfortable with calling in by phone. The organization initially tried a rudimentary live chat solution and an internally-developed application, but found these solutions lacking in several ways. The offshore service had slow connectivity and full-time support was difficult to obtain. The in-house system was not built with the right technology skills and had mistakes in the underlying architecture of the platform.

SAHAR, a nonprofit organization based in Israel, was facing the challenge of enabling real-time digital engagement with distressed individuals. They needed to offer mobile chat and leverage data insights to improve chat and information effectiveness. The organization was seeking to connect its network of approximately 100 volunteers with those seeking assistance, and they were conducting approximately 1,000 live chat sessions each month. They needed to add mobile live chat, which was becoming increasingly important for their Arabic-speaking audience who primarily used mobile devices.

The Michigan Legal Help Program was established to provide legal information for citizens who find themselves in the civil court system without a lawyer. The program offers a variety of resources, including informational content, referrals to legal services organizations, and automated online legal forms and documents. However, the complexity of these resources and the variables in people’s situations often led to questions and difficulties in navigation. The five-person staff of the Michigan Legal Help Program did not have the capacity to field inquiries from the public. The organization needed a cost-effective channel to answer legal information questions, help visitors navigate the tools available, and ensure that volunteer agents could log into the platform from anywhere.

Sunweb Holidays, a popular travel holiday company, was facing challenges in the increasingly competitive online travel industry. The cost of targeting customers had risen significantly, with 50% of the company's marketing budget being spent on Google Ad Words alone, which was not driving the required return on investment. The company also suffered from limited IT agility, with a small local team only able to control the site content via a Content Management System that offered limited personalisation and reporting capabilities. Sunweb Holidays wanted to capitalise on the growing number of visitors to its website and convert them into sales, rather than just focusing on driving traffic to the website.

StraighterLine, a provider of self-paced college courses, was looking for a way to engage with students and prospective students in a familiar channel. They wanted to provide engagement options for mobile users and improve conversion and customer satisfaction rates. The company had a live chat solution from LivePerson, but it was not being used to its full potential. They were completing around 100 chat conversations per month, with inquiries fielded on an ad-hoc basis by members of the telephone call center team. They realized they were missing substantial opportunities and needed to optimize their live chat.

Discount Tire Direct, a subsidiary of Discount Tire Company, was facing challenges in delivering an outstanding digital customer experience and increasing e-commerce conversion rates. The company wanted to maintain high in-store customer satisfaction rates via digital channels. They had experimented with an on-premise live chat solution when they initially added e-commerce to their website in 2003, but it was simply a passive button called Click to Talk and was soon removed. In late 2011, they decided to revisit the use of live chat deployment on their website to rethink how they engaged customers on their website, seeking to make it the best buying experience possible for their customers.

David’s Bridal, an international wedding dress destination, was facing a unique challenge. When shopping for wedding dresses, 50% of brides were calling stores to book appointments. If the stores were closed or sales agents couldn’t get to the phone in time, they were losing business. Agents sometimes had to step away from the brides they were helping to answer the phone, creating a poor experience for in-store customers. The company wanted to be available for customers 24/7 without having to add additional staff. They believed AI and automation could help and began looking at different chatbot providers.