VisionMAX Case Studies

With more than 1.8 million customers, this satellite TV operator is a leader in North America in digital home entertainment, nationally broadcasting more than 300 digital video and audio channels.The client faced the overwhelming task of upgrading their entire customer base to a new set-top box technology.

The client sought to improve customer service while aggressively reducing the costs associated with the delivery of satellite TV services. Their call center was handling more calls than ever and associated costs were escalating. VisionMAX proposed a self-serve initiative to address client needs more efficiently while reducing those costs.

As our client's channels, programming packages, and theme packs continued to increase in number, their legacy automated systems had trouble keeping up. As a result, their systems were having difficulty identifying and maximizing up-sell opportunities and marketing offers for their satellite TV customers.

A major US telecom provider wanted to add to its telephony and high-speed Internet access (HSIA) for the hospitality industry. They have installations in major hotels in the U.S. After researching their options, they chose to enter the Video-on-Demand (VOD) and Interactive TV market.

A TV network's flagship current affairs program produced a special series named, “Going Global: Canada 's Place in the World.” Going Global was the forum in which debate of the pros and cons of globalization was held with a panel of distinguished Canadians before a live audience.

The TV network's goal was to allow people to participate from computer desktops while watching the live broadcast on the computer. Thus, a rich interactive forum was required to discuss additional relevant items focused on each show's particular topic.

An existing telco client planned to launch a service to allow subscribers to watch television content over their Internet connection (IPTV).It was imperative to make it as easy as possible for subscribers to find and manage program choices, especially in light of the huge number of choices available.

There were existing government service groups at various ministries that provided access to service for consumers and businesses. There was a need for online registration of businesses to address the backlog with in-person registrations. Canadians were starting businesses but didn't register them because it was inconvenient.

A provincial government ministry committed to reduce business registration licensing turnaround time to two business days. Refunds were promised if the time required exceeded two days. In the existing system, a hardcopy of the license was sent using regular mail, which has a built-in delay.