Talkdesk
TalkdeskExternal reviews
2,472 reviews
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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.
AI Talkdesk
What do you like best about the product?
Talkdesk is a company that is really innovating Cx with a realistic look at what works by relaying on customer feedback.
Their AI products are easy to use and they make sense.
Their AI products are easy to use and they make sense.
What do you dislike about the product?
There tier 2 and 3 for support is in Europe sometimes you have to wait an entire day for an answer. Although they have be come better.
What problems is the product solving and how is that benefiting you?
Budget was the main reason we move to talkdesk, although we did save money moving to talkdesk we now bundle up with different products that is making us save even more money.
TALKDESK: better than regular phones
What do you like best about the product?
What I like the best is the fact you can copy and past numbers
What do you dislike about the product?
The settings could be much easier - It is kind complicated to change the ring sounds
What problems is the product solving and how is that benefiting you?
It is much easier to make calls using the talkdesk system.
Recommendations to others considering the product:
n/a
Intuitive and easy to use phone system with good support
What do you like best about the product?
The dialler is excellent and much much easier for reps to use vs our old enterprise system. We've had good response times and issues resolved by the support team, big thanks for that guys!
The flow IVR designer is excellent, the ease of buying and assigning numbers is great. The launch team aren't cheap but they will get you up and running even with quite complex requirements really quickly.
In fact transitioning to Talkdesk from a technological point of view and a rep-process point of view was really quite painless. Good options for expansion also omni channel etc.
The flow IVR designer is excellent, the ease of buying and assigning numbers is great. The launch team aren't cheap but they will get you up and running even with quite complex requirements really quickly.
In fact transitioning to Talkdesk from a technological point of view and a rep-process point of view was really quite painless. Good options for expansion also omni channel etc.
What do you dislike about the product?
The reporting functionality needs to be improved, I understand they are working hard on improving it. It's also expensive but you do get what you pay for.
What problems is the product solving and how is that benefiting you?
Faster lead contact times, good salesforce integration that doesn't require ongoing maintenance, visibility into rep call stats and habits. Easier to make data based decisions in the call centre. Also some automations triggered directly from the dialler that speed up rep workflows
Talkdesk review
What do you like best about the product?
The most important thing for me is that Talkdesk offers detailed reports and insights on all aspects of agents activity.
What do you dislike about the product?
Throughout the time we've dealt with some crashes
What problems is the product solving and how is that benefiting you?
We solve inbound/outbound calls. The benefits is that calls are clear, we can easily monitor breaks and increase efficiency
Recommendations to others considering the product:
Get Talkdesk and your head won't hurt you
Great service that has enhanced our customer experience
What do you like best about the product?
What I like best about Talkdesk is the automation. Once we configured it and went live I rarely need to do anything other than adding new users, it's "set it and forget it". Recording of phone calls is done automatically and easily accessible should a call need to be reviewed. With the automated call flow it has reduced our staffing needs and with the automated call back feature it has increased our efficiency. The standard reporting capabilities out of the box are fantastic and when there isn't something for what you're looking for creating a custom report is incredibly easy and intuitive. Setting up scheduled reports to be sent out to additional staff is a breeze.
What do you dislike about the product?
My only complaint would be lack of a physical phone which some employees find difficult using a headset. This is more of a cultural thing than a knock on Talkdesk as the call quality with their recommended headsets is great and there is no problem hearing the recordings. Coming from a system where everyone had a physical phone to using a headset now is taking some getting used to.
What problems is the product solving and how is that benefiting you?
Prior to Talkdesk we had an archaic phone system. After switching to Talkdesk we now have automated reporting, call recordings, and automated customer callbacks which we never did before. Our employees efficiency has increased dramatically as a result.
Recommendations to others considering the product:
Get it!
Excellent CaaS
What do you like best about the product?
Professional Services made the transition smooth from another cloud provider. The ease of the transition made our business operations function far more efficently.
What do you dislike about the product?
Does not have a full feature set for basic office users, to compliment it's robust call center
What problems is the product solving and how is that benefiting you?
Better performance in our call center. The reliability has been amazing. The talkdesk support team has been on point with providing answers quickly, while the product team is always interested in learning how are business can drive the product lines.
Recommendations to others considering the product:
Ask yourself, what do I need my telephony platform to accomplish. Sometimes taking the simplest approach will allow you to build a more robust and featured call center environment
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