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.

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.