Talkdesk
TalkdeskExternal reviews
2,499 reviews
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External reviews are not included in the AWS star rating for the product.
Amazing experience!
What do you like best about the product?
the UI and general simplicity, it was an enjoyable experience
What do you dislike about the product?
the cost is prohibitive and needs to be reduced
What problems is the product solving and how is that benefiting you?
that i can quickly engage with relevant stakeholders, this program also me to optimise my day
Recommendations to others considering the product:
be sure the benefits outweight the costs
Easy to use with SalesForce
What do you like best about the product?
Monitoring calls feature for training purposes.
What do you dislike about the product?
Reporting can be a little bit hard to use. Particularly exporting reports
What problems is the product solving and how is that benefiting you?
Keeping track of calls, statistics on which customers are calling.
Recommendations to others considering the product:
TalkDesk is great tool for monitoring call center calls, training and reporting.
Complete VoIP Solution
What do you like best about the product?
As an admin, when setting up TD, the process is very user-friendly. You can select which fields need to be synced to which object, along with many other custom automation.
What do you dislike about the product?
The connection of the call bar and SF may sometimes disconnect if you do not sign into the call bar and then TD. The quality of the calls and the reporting capabilities as a manager is lovely.
What problems is the product solving and how is that benefiting you?
I think the Support team is very important, especially in an age that's becoming more digital. We expect better support from our previous client, and so far, the Support team has been accommodating.
Recommendations to others considering the product:
Very clear VoIP and ease of installation, the support is fantastic as well. I would surely recommend TD to many peers.
Improved our workflow, but opportunities abound
What do you like best about the product?
The live dashboard and ease of logging calls.
What do you dislike about the product?
Reporting is complicated and implementation took too long.
What problems is the product solving and how is that benefiting you?
Data around calls, including notes and dispositions.
Ease of change management.
Introduction of quality assurance, so improving call quality and consistency.
Ease of change management.
Introduction of quality assurance, so improving call quality and consistency.
Recommendations to others considering the product:
Our implementation period took far longer than anticipated, so keep that in mind. The biggest hiccup was the integration with Salesforce per our low license type for Support agents in SFDC. I might also recommend investing in custom reports or building out dashboards of your own in a BI tool, like we are in Tableau. I do really like the product, and it's incredibly easy on my agents.
Very useful, sound sometimes is distorted and I've tried multiple headsets.
What do you like best about the product?
Hands-free, and you don't have to use your personal number.
What do you dislike about the product?
Distorted sound (sometimes), I've had multiple headsets, earbuds, headphones that work fine otherwise, but TD will distort and displace the sound to 1 ear or the other. There are also different volumes when you're talking to people; your voice will be quiet when theirs is loud.
What problems is the product solving and how is that benefiting you?
I switched earbuds to a headset, It didn't solve everything, but I can move a mic closer to my mouth.
Easy to use!
What do you like best about the product?
Talkdesk is very intuitive and easy to use.
What do you dislike about the product?
Their integrations to other products sometimes are insufficient, however that's also not their main focus.
What problems is the product solving and how is that benefiting you?
24/7 Customer Care
Talkdesk is great unless it goes down
What do you like best about the product?
I like the Live dashboard and the reporting ability.
What do you dislike about the product?
I would like a better way to track missed calls and pull metrics on them. When Talkdesk goes down you can't call their support because they use Talkdesk too.
What problems is the product solving and how is that benefiting you?
It integrates well with Salesforce and has good customer support.
Recommendations to others considering the product:
Speak with one of their wonderful representatives and decide if you will need to use it on mobile phones as well before deciding the package you need.
Great so far
What do you like best about the product?
Streamlining line of sight into our inbound phone channels through Salesforce
The people who rise within a company tend to be confident. They're loud, they present well, they speak directly. They have "the look" of a leader.
Oddly enough, the more confident someone is in themselves, the less knowledge they usually share. People who are actually experts come off as unassuming and less assertive, mostly because they recognize the nuance involved in the decisions they make.
Businesses often end up hiring and promoting the most confident employees, even though their confidence may be misguided.
When your team is at work, you want them to be incredibly focused on the job. And when they're at home, you don't want them worrying about work.
Yet I'd hesitate to use the term "work-life balance." That implies your work and the rest of your life are separate spaces that never overlap. In reality, everyone benefits when people bring their unique talents and interests to their job. There's no reason to check emotions at the door when you walk into work.
The people who rise within a company tend to be confident. They're loud, they present well, they speak directly. They have "the look" of a leader.
Oddly enough, the more confident someone is in themselves, the less knowledge they usually share. People who are actually experts come off as unassuming and less assertive, mostly because they recognize the nuance involved in the decisions they make.
Businesses often end up hiring and promoting the most confident employees, even though their confidence may be misguided.
When your team is at work, you want them to be incredibly focused on the job. And when they're at home, you don't want them worrying about work.
Yet I'd hesitate to use the term "work-life balance." That implies your work and the rest of your life are separate spaces that never overlap. In reality, everyone benefits when people bring their unique talents and interests to their job. There's no reason to check emotions at the door when you walk into work.
What do you dislike about the product?
The studio is a bit clumsy and it would be useful to have some more customizable options.
The people who rise within a company tend to be confident. They're loud, they present well, they speak directly. They have "the look" of a leader.
Oddly enough, the more confident someone is in themselves, the less knowledge they usually share. People who are actually experts come off as unassuming and less assertive, mostly because they recognize the nuance involved in the decisions they make.
Businesses often end up hiring and promoting the most confident employees, even though their confidence may be misguided.
The people who rise within a company tend to be confident. They're loud, they present well, they speak directly. They have "the look" of a leader.
Oddly enough, the more confident someone is in themselves, the less knowledge they usually share. People who are actually experts come off as unassuming and less assertive, mostly because they recognize the nuance involved in the decisions they make.
Businesses often end up hiring and promoting the most confident employees, even though their confidence may be misguided.
What problems is the product solving and how is that benefiting you?
As companies grow, they often begin putting rules and regulations in place in an effort to prevent mistakes from happening.
For instance, fraud in expense accounts is a common concern. Preventing that from happening will certainly save the company some money, but you have to realize you're really designing that process for the 1% of people who may be dishonest and take advantage of the system. And it often comes at a huge cost for the 99% of people who don't need that regulation but are now burdened with it.
This starts to get unwieldy very quickly.
The more you can build trust within your organization, the better. Bad things are going to happen, and you should have processes in place to stop catastrophic events. But you should also be cognizant of what rules and regulations you're placing on people who never needed them in the first place.
8. Don't Get Corrupted By "The Pitch"
Whether you're looking for customers, investors, or even talented employees, you're always pitching something. Usually, the pitch boils down to one simple fact: you can solve something that others can't.
You need to be very careful that your pitch matches your team's abilities. You still have to be honest about what you can and can't do.
It's easy to fall into a trap of promising things to people, assuming you'll be able to accomplish them when in reality, you don't know that for sure. This is essentially the story of Theranos and Elizabeth Holmes. Once you convince yourself what you're doing is for a good cause, it becomes easy to press ahead and ignore the warning signs. At some point, you're no longer able to distinguish marketing from reality.
9. Reacting To Fear Disproportionately To Opportunity
After a while, most companies begin to focus on preserving what they have. Success is something to be maintained rather than built upon, or, as history shows, cannibalized by another product.
Although there are exceptions, like Apple's iPhone draining the market for iPods, companies generally avoid that type of revamp to their product line. Most of the time, they'll only begin to change as a reaction to fear, not opportunity. They won't act until a competitor starts doing something that eats into their market share.
In other words: Don't fear like Blockbuster; innovate like Netflix.
10. Forecasting Is Heavy On The "Internal View"
There's always an internal and external view.
If you want to get the external view of how much product you'll sell, then begin looking at the sales numbers of another similar product. And build from that baseline.
The internal view starts at a different place. It uses a bottom-up analysis. In many cases, it assumes rosy outcomes and ignores the history of other products or companies. "The market is X. If we own 2% of the market, then our sales will be Y."
Those number may add up, but that doesn't mean they reflect reality or can predict what will actually happen. You still have to take into account the external view and see how those gel.
11. Preferring The "Dumbed" Down Version Of Things
Information tends to get dumbed down as it moves up the chain of command. There's often a perception that everything has to be simplified for management. The reality is that you don't have to simplify information--you just need to clarify it.
That might mean actually adding more context to what you're sending. For instance, if I sent you step-by-step instructions on how to get from your house to mine, you may be able to follow it. But if you were able to see a map of the entire neighborhood along with those instructions, you'd have a much better idea of the route.
Instead of dumbing things down, think about them carefully and then describe them in a way that provides the necessary context and clarity for good decision-making.
12. Heavy Approval Process
When a company is small, the decision-making processes are very fluid. It's fairly simple to change direction or get approval when you need it. As companies grow, they almost always operate more slowly.
A good portion of our team came to us from large pharmaceutical companies, and we're doing drug discovery in a similar way to what a large company might. Yet our timelines are much shorter.
It's the same people, same equipment, same approach--but as a smaller company, we aren't held back by convoluted processes. Decisions get made in a much more fluid process.
13. Being Afraid To Give Feedback
People are generally very afraid to speak up and give feedback at work, especially when they have to say something negative.
It's not easy to be the person who raises an issue, and the anxiety only increases if there's even a small chance you might be blamed for it. No one wants to be associated with a major problem. Of course, that reluctance to give feedback is a problem in itself.
Issues have to be raised quickly so they can be corrected. Otherwise, they'll linger and cause greater damage later on.
14. Only Celebrating People Who Put Out Fires
The thing about consistent high performance is that it tends to look somewhat boring after awhile. It's actually easier than you'd think to overlook someone who is quietly doing a good job week after week.
For instance, fraud in expense accounts is a common concern. Preventing that from happening will certainly save the company some money, but you have to realize you're really designing that process for the 1% of people who may be dishonest and take advantage of the system. And it often comes at a huge cost for the 99% of people who don't need that regulation but are now burdened with it.
This starts to get unwieldy very quickly.
The more you can build trust within your organization, the better. Bad things are going to happen, and you should have processes in place to stop catastrophic events. But you should also be cognizant of what rules and regulations you're placing on people who never needed them in the first place.
8. Don't Get Corrupted By "The Pitch"
Whether you're looking for customers, investors, or even talented employees, you're always pitching something. Usually, the pitch boils down to one simple fact: you can solve something that others can't.
You need to be very careful that your pitch matches your team's abilities. You still have to be honest about what you can and can't do.
It's easy to fall into a trap of promising things to people, assuming you'll be able to accomplish them when in reality, you don't know that for sure. This is essentially the story of Theranos and Elizabeth Holmes. Once you convince yourself what you're doing is for a good cause, it becomes easy to press ahead and ignore the warning signs. At some point, you're no longer able to distinguish marketing from reality.
9. Reacting To Fear Disproportionately To Opportunity
After a while, most companies begin to focus on preserving what they have. Success is something to be maintained rather than built upon, or, as history shows, cannibalized by another product.
Although there are exceptions, like Apple's iPhone draining the market for iPods, companies generally avoid that type of revamp to their product line. Most of the time, they'll only begin to change as a reaction to fear, not opportunity. They won't act until a competitor starts doing something that eats into their market share.
In other words: Don't fear like Blockbuster; innovate like Netflix.
10. Forecasting Is Heavy On The "Internal View"
There's always an internal and external view.
If you want to get the external view of how much product you'll sell, then begin looking at the sales numbers of another similar product. And build from that baseline.
The internal view starts at a different place. It uses a bottom-up analysis. In many cases, it assumes rosy outcomes and ignores the history of other products or companies. "The market is X. If we own 2% of the market, then our sales will be Y."
Those number may add up, but that doesn't mean they reflect reality or can predict what will actually happen. You still have to take into account the external view and see how those gel.
11. Preferring The "Dumbed" Down Version Of Things
Information tends to get dumbed down as it moves up the chain of command. There's often a perception that everything has to be simplified for management. The reality is that you don't have to simplify information--you just need to clarify it.
That might mean actually adding more context to what you're sending. For instance, if I sent you step-by-step instructions on how to get from your house to mine, you may be able to follow it. But if you were able to see a map of the entire neighborhood along with those instructions, you'd have a much better idea of the route.
Instead of dumbing things down, think about them carefully and then describe them in a way that provides the necessary context and clarity for good decision-making.
12. Heavy Approval Process
When a company is small, the decision-making processes are very fluid. It's fairly simple to change direction or get approval when you need it. As companies grow, they almost always operate more slowly.
A good portion of our team came to us from large pharmaceutical companies, and we're doing drug discovery in a similar way to what a large company might. Yet our timelines are much shorter.
It's the same people, same equipment, same approach--but as a smaller company, we aren't held back by convoluted processes. Decisions get made in a much more fluid process.
13. Being Afraid To Give Feedback
People are generally very afraid to speak up and give feedback at work, especially when they have to say something negative.
It's not easy to be the person who raises an issue, and the anxiety only increases if there's even a small chance you might be blamed for it. No one wants to be associated with a major problem. Of course, that reluctance to give feedback is a problem in itself.
Issues have to be raised quickly so they can be corrected. Otherwise, they'll linger and cause greater damage later on.
14. Only Celebrating People Who Put Out Fires
The thing about consistent high performance is that it tends to look somewhat boring after awhile. It's actually easier than you'd think to overlook someone who is quietly doing a good job week after week.
Recommendations to others considering the product:
Talk to your success coordinator often. Ensuring that they are aware of your roadblocks and use-cases is the best way to ensure that your are successfully aligned for success.
Really intuitive and easy to use
What do you like best about the product?
It is pretty easy to use and we are very autonomous when we need to change the flow or the configuration.
What do you dislike about the product?
We have to email the number team every time we want to get a Spanish number as it is not available from the talkdesk account yet.
What problems is the product solving and how is that benefiting you?
We can get very detailed reports and we are autonomous pretty much 100% when we need to configurate something new. It is pretty intuitive too.
Easy to Use, Quality Product
What do you like best about the product?
Talkdesk "Studio", the tool used for building call flow, is well designed. It is intuitive and easy to use. Overall the entire platform is easy to use. We are also a big fan of the browser based functionality. While use of the "callbar" is recommended, agents can take calls without any special software being installed. This effectively mitigates issues of OS compatibility. We have agents answering calls on Mac, Windows, and ChromeOS.
What do you dislike about the product?
Their standard licensing model is based on named Agent licenses. This is par for the course and works well for most, but for companies utilizing large numbers of part time labor concurrent licensing is typically best. While they were able to accommodate a concurrent licensing model, their system isn't well designed for it and has caused support and billing related confusion. In addition, while support is quite responsive with issues they are familiar with, more complex or non-standard issues may go weeks without a response.
What problems is the product solving and how is that benefiting you?
Our focus is on CCaaS. Talkdesk allows our agents to easily work remotely from either computers or just a cell phone.
Recommendations to others considering the product:
The best thing to do is to get set up with a demo. Once you get your hands on the product, you'll quickly realize it's potential.
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