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Companies That Use Qmatic
Have The Proof


Staff productivity improvement

A leading retail bank


Faster patient turnaround time

A blood laboratory chain


Reduction in total serving time

A major city council


Increase in contract sales volume

A global telecom/wireless retailer

The Leading Customer Journey Management System

Qmatic is the global leader in customer journey management. We invented the concept in 1981 and have remained committed to innovating world-class technology solutions that create great experiences for customers, patients, citizens and the staff who serve them.

Create a Great Customer Journey!

Qmatic Brings It
All Together

The quality of your customer journey impacts every part of your business. Qmatic engineers integrated software, hardware, and analytics solutions that create remarkable experiences from the first point of engagement and keep your people in go.

This is how we do it


Qmatic Blog

  • Are you Successfully Removing Experience Gaps from Your Omnichannel Retail Journey?

    As recently as 2014, leading analysts including Forrester, Accenture, IDC, Ipsos MediaCT, Sterling Brands and Google Think were building a case for the omnichannel model.[1] It was considered a competitive advantage that most retailers were unable to leverage. It has rapidly evolved from being something that only ‘sophisticated’ retailers pursued to something most retailers today recognize as vital to their business.

  • Your Path to Success is Paved with Customer Journey Intelligence

    Throughout recent history, many efforts have been made to understand what people consider to be ‘fair’ when it comes to the process of pursuing and waiting for the service they need from a provider.

    Adrian Swinscoe is a consultant, researcher, economist, and former teacher who – like Qmatic – cares deeply about helping organizations provide the greatest possible experience for their customers and teams. He has written extensively on the human experience element of queuing and the customer journey. In this 2016 Forbes piece, he observes (rightly) that organizations can not take a “purely rational and efficiency based approach as this ignores the emotional impact of any new queuing system.” He shares a few examples of companies that focused too much on things like perceived fairness in the waiting time, placing monetary value on the freedom to wait for service out of line, or compensating people for giving up their spot in a queue.