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IVR - Retaining Customers for a Better Infrastructure - IVR Giant Servion
June 21, 2012

Retaining Customers for a Better Infrastructure - IVR Giant Servion

By Allison Boccamazzo, TMCnet Web Editor

Usually centered on providing quality interactive voice response (IVR) systems, Servion Global Solutions has been focusing on something different lately, putting its over 15 years of expertise into transitioning and creating a niche for itself in the Customer Interaction Management space.

With over 600 customers, 1,000 installations in over 60 countries, and products and solutions which handle over seven billion voice fax, Web and e-mail interactions per year, the company has been working for the last three to four years in now dominating the customer interaction management space, where it has spent significant funds on its brand, moving to new premises to create a better infrastructure for its clients, and in changing its logo.

The company – who once mainly competed with a number of smaller companies – suddenly grew to be the biggest. Three years ago, a long-term goal was to have 50 percent revenue; today it’s 55 percent.

“We were silent for nearly two years but we have come out of it, and are now on a growth mode,” said Servion’s managing director and CEO, K. Balakrishnan, sharing his perspective on the industry’s growth and expansion regarding this company transition. “Until four years ago, we were known only as a company specializing in IVR and working on the Avaya (News - Alert) platform to set up contact centers for banks and telecom service providers. It was based on fixed cost and fixed time. We had over 1,000 customers. However, every year, our revenue remained flat…and growth was struggling.”

It was this struggle which pushed the company to reach for new heights, and while other popular sources such as the Internet are being used for similar purposes, it seems IVR will continue to remain a preferred choice amongst many.

After re-evaluating itself and repositioning four years ago, Servion has come to understand its business goals, and more importantly that it’s not all about cutting costs, but retaining customers.

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Edited by Braden Becker

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