List of In-House Contact Centre Customers
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Since 2010, our global team of researchers has been studying In-House Contact Centre customers around the world, aggregating massive amounts of data points that form the basis of our forecast assumptions and perhaps the rise and fall of certain vendors and their products on a quarterly basis.
Each quarter our research team identifies companies that have purchased In-House Contact Centre for Call Center from public (Press Releases, Customer References, Testimonials, Case Studies and Success Stories) and proprietary sources, including the customer size, industry, location, implementation status, partner involvement, LOB Key Stakeholders and related IT decision-makers contact details.
Companies using In-House Contact Centre for Call Center include: Skipton Building Society, a United Kingdom based Banking and Financial Services organisation with 2506 employees and revenues of $1.90 billion, Eurostar, a United Kingdom based Transportation organisation with 2100 employees and revenues of $1.66 billion and many others.
Contact us if you need a completed and verified list of companies using In-House Contact Centre, including the breakdown by industry (21 Verticals), Geography (Region, Country, State, City), Company Size (Revenue, Employees, Asset) and related IT Decision Makers, Key Stakeholders, business and technology executives responsible for the software purchases.
The In-House Contact Centre customer wins are being incorporated in our Enterprise Applications Buyer Insight and Technographics Customer Database which has over 100 data fields that detail company usage of software systems and their digital transformation initiatives. Apps Run The World wants to become your No. 1 technographic data source!
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| Logo | Customer | Industry | Empl. | Revenue | Country | Vendor | Application | Category | When | SI | Insight |
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Eurostar | Transportation | 2100 | $1.7B | United Kingdom | In-House Applications | In-House Contact Centre | Call Center | 2017 | n/a |
In 2017, Eurostar implemented an In-House Contact Centre, establishing a centralized contact capability operated by its in-house applications team. The deployment is described as an In-House Contact Centre within the Call Center category and was sized to manage passenger inquiries and reservations across Eurostar customer service channels in the United Kingdom.
The In-House Contact Centre implementation included canonical Call Center functional modules, deployed and configured by Eurostar staff, including automatic call distribution, interactive voice response flows, an agent desktop for synchronous voice and chat handling, and a knowledge base to support standardized responses. Web chat handoff and conversational automation were explicitly incorporated, with the contact centre configured to accept escalations from the website chatbot and to route those sessions to live agents through the agent desktop interface.
Integrations and operational governance were handled internally, with the In-House Contact Centre integrated with the Laiye Chatbot on Eurostar's website to enable conversational deflection and seamless transfer to agents. Operational coverage focused on customer service and booking support, with internal routing rules, escalation workflows, and agent training processes established by Eurostar to manage contact flows and service continuity.
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Skipton Building Society | Banking and Financial Services | 2506 | $1.9B | United Kingdom | In-House Applications | In-House Contact Centre | Call Center | 2016 | n/a |
In 2016, Skipton Building Society implemented In-House Contact Centre to support its customer service operations in the Call Center category. The deployment centered on a 254 seat contact centre in Yorkshire, processing inbound volumes of 758,778 calls and outbound volumes of 398,000 calls based on 2015 figures, positioning the In-House Contact Centre to handle sustained high voice traffic for Skipton Building Society customer service operations.
The In-House Contact Centre was configured with core contact center functional modules, including automatic call distribution, an agent desktop, call recording, call scoring, an outbound dialler, and speech analytics, while workforce management was used for shift scheduling and planning. Agent tools and floor instrumentation included Jabra headsets and Interactive Intelligence wallboards, and the deployment emphasized agent coaching workflows and empathy development through role play and structured induction cohorts.
Integrations are explicit and deliberate, the telephony and contact handling components used Interactive Intelligence across ACD, agent desktop, dialler, call recording and speech analytics, while workforce management integrated with NICE IEX. This combination indicates a hybrid architecture where the In-House Contact Centre application orchestrated customer interactions and operational workflows, interoperating with vendor-supplied telephony, analytics, and headset hardware.
Operational governance focused on frontline-driven process improvements and peer accountability, with initiatives such as cohort-based recruitment, agent led training sessions called Sharpen the Saw, nominated Change Champions for process escalation, and Star Awards aligned to Skipton Building Society values of trust, ownership and one team. Explicitly stated outcomes from these governance practices include the introduction of free personal-use Wi-Fi after agent feedback and the use of role playing to develop agent empathy for complex customer issues, demonstrating how the In-House Contact Centre connected technology, workforce management and people practices within Skipton Building Society.
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