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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.

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.

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.

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.

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.

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.

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.

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.

City Property, one of South Africa’s leading residential and commercial property management companies, faced significant challenges in managing its extensive portfolio and customer base. The company's operations were primarily manual, with a lack of automation in customer service processes and workflows. The outbreak of the pandemic further heightened the need for automation to improve the management of ticket enquiries across various channels and enhance the overall customer service experience. The company's most significant portfolio is residential apartment management, with a customer base comprising individuals, families, and businesses. The bulk of enquiries received were from individuals looking for residential or business space. The company had three teams, commercial, retail, and residential, focused on the specifics of each area of leasing. The customer service side served existing customers. The global lockdown during the pandemic outbreak posed a significant challenge as City Property’s operations were highly office-based, and the staff was not equipped to work from home. This situation severely impacted customer service, as the flow of information and agent productivity took a hit. The lack of automation, increase in WhatsApp enquiries, and just three agents handling all customer support tickets led to longer turnaround times and a significant drop in Net Promoter Score (NPS).

Dineout, one of India's largest restaurant tech platforms, was facing challenges in managing its customer service operations. Initially, the company relied on shared inboxes and a small team to manually handle communications. However, as the organization grew and began processing $800M worth of transactions for its partner restaurants, the need for a more systematic solution became apparent. The team aimed to create customer experiences as memorable as the dining ones. The challenge was to find a solution that could help them interact with customers effectively, provide quick resolutions, and offer a personalized service 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.

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.

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.

Katz Media Group, the largest media representation company in the United States, faced significant challenges with its IT service management (ITSM), service delivery, and IT support. The company's legacy platform was not user-friendly, leading to knowledge silos and a lack of uniform ITSM processes and service SLAs. The incumbent on-premise ITSM solution was becoming a bottleneck, hindering integration, migration, and standardization of IT service and incident management. This situation was part of a broader technology transformation initiative that Katz was undertaking. The company needed to overhaul its existing functionality and improve scalability, which required a new solution to replace their incumbent on-premise solution.

Koti Puhtaaksi, a dynamic family-run business in Finland, had an ambitious plan to become the largest Finnish cleaning company. However, the company's existing customer support system was becoming a hindrance to this goal. The support system was segmented into three divisions, with customer interactions across all three groups conducted largely through email and phone. As a result, there was no single repository where past conversations could be recorded and accessed. Only the agent who had spoken with the customer would have context into the customer’s problem. With the number of agents and volume of customer queries steadily increasing, this system was no longer effective. Furthermore, with customer queries pouring in from different channels, the support team needed a single solution to streamline the customer journey and increase visibility of the various touchpoints.

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.

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.

Logisfashion, a multinational logistics operator specializing in intralogistics for the fashion industry and e-commerce, was facing challenges due to its rapid global expansion and growing IT maturity. The company needed a consolidated system that could capture incidents, identify problems, and initiate changes from a single platform. With over 1200 employees worldwide, the IT team was inundated with countless IT requests and support queries. Ensuring timely allocation and resolution of support tickets was a key priority. Additionally, Logisfashion sought to improve process consistencies and end-to-end visibility to enhance user experience and customer satisfaction. They aimed to streamline workflows, speed up incident resolution times, and implement a robust root-cause analysis to meet new business requirements. The company was in search of an IT service desk that offered ease of deployment, a robust ITSM solution, better resolution time, workflow automation, and real-time insights through reports and analytics.

1-grid, a South African web hosting company, was facing challenges with its existing helpdesk software, Kayako. As the company expanded, the limitations of their software became more apparent. Incoming customer queries were grouped into a single queue and were not directly assigned to agents. This resulted in bottlenecks and affected customer response times. At its peak, 1-grid was receiving about 12,000 customer queries each month. These queries would come in through the website and remain in a single queue. The existing software did not offer any segmentation or automatic routing features, so managers would have to manually sift through the queries and assign the most appropriate agents for each. 1-grid needed a new platform that would help their team manage incoming queries in a faster and more efficient way.

Accel, a leading venture capital firm, faced unique HR challenges due to its complex organizational structure and the need to manage a large volume of inbound profiles. The firm's HR administrative tasks were being tracked manually, making the process inefficient and prone to errors. Accel receives around 50-60 inbound profiles daily, including those of senior professionals and industry experts. While these profiles may not always find opportunities within Accel, they could be suitable for Accel's 140+ Indian portfolio companies. However, maintaining these inbound resumes in Excel sheets and Google Drive was chaotic and unmanageable. The firm needed a solution that could seamlessly integrate and share all the information with their portfolio companies. Additionally, aligning the entire team on a single HRMS platform suitable for both internal and external usage was a significant challenge.

Alice, a leading travel tech start-up and Israel’s largest online travel agency, was facing significant challenges in managing its customer service requests. Prior to implementing Freshdesk, Alice used a shared mailbox for all agents to handle customer service requests. This system lacked a logical ticket-tracking mechanism, leading to inefficiencies and difficulties in monitoring and following up on tickets. As Alice continued to grow, this mechanism proved inadequate. There were no set service level agreements for ticket resolution, no escalation process for high-priority tickets, and no automations or rules in place to improve efficiency. The lack of these features resulted in agents spending unnecessary time choosing which tickets to address, and a lack of visibility into the overall customer support process.

AWM Electrical, an Australian Electrical Wholesaler, was facing challenges in managing large volumes of emails across multiple accounts. The company had set up several email addresses for different teams including projects, purchases, sales, and other office branches, each receiving an average of 50-100 emails a day. This led to cluttered inboxes, making it difficult for the support teams to manage end-user requests. As a result, customer requests started slipping through the cracks, eroding the trust between customers and the company. The company was using Outlook to organize and respond to customer requests, but the system was not scalable with the business growth, leading to slow turnaround times and disappointing responses to priority requests.

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.