An excellent customer experience is just as important for you and your clients as it is for us and ours.
This is why I joined Kustomer as the Director of Global Support a little over a year ago: to help transform our team and improve the experience we deliver to our clients.
I’m excited to share that Kustomer now offers 24/5 global support, from Sundays at 6pm ET through Fridays at 9pm ET. This is a major milestone and one of the many significant changes we’ve introduced to deliver fast, efficient support to our customers around the world.
I’ll walk you through the recent improvements we’ve made to our customer support, in addition to what is on the roadmap.
Growing Pains Lead to New Opportunities
Around the time I joined, we were going through some growing pains as a CX organization. We had recently doubled our client base and had the will, but without the right foundations and structure in place to help us succeed.
I started our transformational journey by getting to know my team and our clients. Some of the questions I asked were:
How is everyone feeling about their role and responsibilities?
Do they have enough knowledge to do their jobs well?
What kind of feedback are we getting from our clients on our performance?
What specific things do our clients need from us to help them make the most of Kustomer?
I discovered that our team was very stressed and lacking confidence in their abilities. They were taking longer on some issues because they weren’t given the proper training and tools to help them do their roles well. They also didn’t understand how important they were to our overall mission here at Kustomer. So I set out to change all of that and help them succeed.
Over the next 12 months we went through a whirlwind of change:
We re-evaluated our job descriptions to ensure we had the right hiring profile for our team, and started recruiting for Technical Support Engineers to ensure we had the right blend of technical and customer facing skills. For the first time, we added Sr. Technical Support Engineers and made sure we had a mix of junior and senior team members to help round out our knowledge. Additionally, we expanded our coverage to 24/5. We now have team members covering the EU, East Coast, Midwest, West Coast and APAC regions.
And we didn’t stop there. We made sure to improve our new hire onboarding to ensure training consistency and reduce the onboarding timeline of our new hires from six months down to one, achieving an 83% decrease in ramp up time! We introduced Business Impact on our forms and chat channels which allows clients to set their own priority on each issue so we can help resolve problems in the timeline that works best for our clients. We also introduced formal critical coverage outside of our normal business hours via the “critical” business impact selection to allow us to provide after-hours help on urgent issues.
On top of everything, we added holiday coverage to provide better support during our clients’ busiest times, and shifted from transactional to consultative support. We ensure that we understand our client’s configuration and needs before tailoring a solution to their unique environment. Lastly, we added Kustomer Live! monthly training webinars and ad-hoc training, as requested, and introduced a pilot Premiere Support Program to offer short term dedicated support for clients who may need a little extra help from time to time.
Stepping Into Our Customers’ Shoes
We also made significant improvements to our own instance of Kustomer (Alpha) so that we could use all of the amazing features that our customers have been using so successfully, for our own client support.
First we set up custom reporting and rolled out team metrics. Here are some of the improvements we’ve seen:
We have been consistently hitting or beating our targets for the last six months.
First Response Time goal is under one hour, and is currently at 28 minutes
Average Duration goal is under two business days, and is currently at 1.9 business days
CSAT goal is 4.5 or higher, and we are currently at 4.7
Additionally, we integrated Kustomer and Jira and added automations to help us keep issues moving forward, and we brought client information in from our sales tool so we have a better understanding of who our clients are, as we’re supporting them. We can also more easily see when clients are running into repeated issues and address them at the core.
We continued to optimize by introducing Queues and Routing, which reduced our First Response Times by 50%.We also increased visibility through various searches and reporting to help us see problematic trends and react more quickly to larger issues.
Finally, we introduced automation to help our team members better manage their daily workloads, and we implemented chat to set better expectations on First Response Times and allow us to handle critical issues.
We may have accomplished a lot, but we are just getting started! The changes that we’ve made have had a profound impact on our team and on our clients. When I talk to the team now they tell me they feel more empowered to do their jobs and are excited to be a part of our bigger mission here at Kustomer — to deliver an exceptional client experience.
Feedback from our clients has been phenomenal. We get five star rating after five star rating for speed of turnaround, quality of response and level of product knowledge.
This year we’re continuing to focus on improvements to our onboarding so we can scale our training as we grow. We’re adding more advanced training to help us reduce turnaround time and will be introducing a formal quality assurance program for our agents to ensure we’re delivering high-quality service consistently. We’re also planning some changes to our chat channel to allow for more real-time responses to high priority issues.
We love to hear feedback as we continue to make changes. Please feel free to reach out to me and share your experiences so we can continue to focus in the right places to improve your experience.
About the Author
Gordana Warga is a B2B technical support leader with extensive experience transforming teams across various tech stacks and industries. She finds proactive ways to quickly improve the client experience through automation, enhanced training, and process improvements. Her teams are empowered to consistently exceed their goals and partner with clients to help them better utilize SaaS products.
In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by Steve Richard from ExecVision and Vikas Bhambri from Kustomer to learn about recording customer phone calls and how the data is useful to CX agents. Steve is the Chief Evangelist and Co-Founder of ExecVision where he strives to improve performance by analyzing data. Listen to the full episode to learn more.
Are Phone Calls Dying Off in the CX World?
For years, phone calls as a means of communication between CX agents and customers has been under great speculation. Debate amongst the customer experience community over whether or not this communication channel would eventually die out takes place frequently. Email, once being in the hot seat, was thought to dwindle as a channel because of advances in modern technology. This, however, simply isn’t true. Email has held strong in its place amongst omni-channel communication, as will phone conversations. Interesting data resulting from the COVID-19 pandemic shows that phone calls between CX reps and customers have boomed within the last year due to heightened pandemic anxiety. This can also be attributed to customers wanting to talk to actual human beings rather than a chatbot when something goes wrong with their order. These phone calls are a goldmine of data information and companies should do everything they can to gather this data, as it is helpful for a multitude of reasons. One reason being that customer experience agents become self aware when they have the ability to revisit past phone calls, study their conversation skills, and understand what went right or wrong. Companies can also learn from the collected data.
The technology’s improved where they can take thousands, millions of calls, do their analysis on it and actually make business decisions. And those business decisions aren’t limited to the enablement of the agent. It’s changing policy. Change in product. Change in marketing offers. That richness of data is something that is now available to the business at large.
Team Development Through Data Analysis
Steve believes that recorded customer calls are crucial to team and brand development in a holistic sense. Information such as common issues with products, competition details and much more can all be unearthed through call data analysis. Plus, data collection is most impactful when teams work in an environment that is comfortable enough where mistakes can be made without fear of strict reprimands. Instead of calling out an agent’s mistakes in a customer call, Steve explains that this is a prime opportunity for leaders and agents to learn together and to make adjustments where necessary. Furthermore, companies can learn from CX representatives by analyzing their call data and noting the common practices amongst the highest performing teams. Common traits amongst these teams should be capitalized, prioritized, and implemented across the board. For leaders who understand the value in data analysis but are struggling to streamline the process to a standard of excellence, Steve suggests pinpointing a few crucial questions reps must ask, then training them to improvise as they go. “Think of it like jazz. It’s like, there are certain notes you just have to hit and then from there improvise.” When agents are matched with the training necessary to spark fluid conversations all while hitting the main points, call data is sure to be accurate and advantageous.
How Companies are Winning with Phone Call Data
Successful corporations are winning in the customer field when they see the true value in data and use it to their advantage. Steve examines the two different types of call data that firms can collect, the first being human generated. Human-generated data includes all of the information a CX agent might collect during a call for their record. The second form of data is derived directly from the original content source — the phone call itself. This entails talk-to-listen ratios, call length, reasons for customer complaints, and transcripts. For companies to be successful, Steve conveys the importance of data translation and understanding what it means to the success of the brand as a whole. For example, traditionally, swearing has had a negative connotation in the CX world until more recent years. Now, swearing is a part of everyday jargon and reflects positive rapport between the customer and the agent, unless of course used within negative contexts. On this Steve mentions, “Rapport means different things to different people. For one person it’s weather. For the other person it’s talking about their problem. So make it so it’s as objective as you can.” Another example of institutions winning with customer data is it allows leaders to determine the perfect talk-to-listen ratio that is appropriate for the brand. Lastly, Steve urges CX teams to take control of their calls and to look inwards for examples of best practices, because learning from each other is remarkably effective.
To learn more about recording customer calls and capitalizing the data, check out the Customer Service Secrets podcast episode below, and be sure to subscribe for new episodes each Thursday.
You can also listen and subscribe to our podcast here:
Full Episode Transcript:
The Secret to Better Customer Support | Steve Richard
Intro Voice: (00:04)
You’re listening to the Customer Service Secrets podcast by Kustomer.
Gabe Larsen: (00:11)
All right, welcome everybody. We’re excited to get going here today. We got a good friend of ours. I’ll let him introduce himself. Steve Richard from ExecVision. Steve, how are you man?
Steve Richard: (00:20)
Doing well? This is great. Haven’t done one of these live ones yet.
Gabe Larsen: (00:23)
Yeah, well we have about a million people joining. So this is, this is pretty important that you prepare. Thanks to you for preparing for that. Which I know you wouldn’t do any of because you told me you didn’t. But nonetheless, you’re a man who knows truth, and we’re going to talk truth today. So can you tell us a little bit more about yourself and what you do over there at ExecVision?
Steve Richard: (00:45)
Yeah. Very, very passionate about working with salespeople, support people, customer-facing people, service people, to improve performance. I mean, that’s what it’s all about is getting people better. Everyone’s always talking about metrics all the time and it makes me nuts because I go, “What’s the point of measuring the sprinter to help folks get better?” So my whole career has been dedicated to that to see entire teams and departments elevate performance on a bunch of different fronts.
Gabe Larsen: (01:09)
I love it. Well said, man. A fellow LinkedIn spammer. I haven’t seen you as much on LinkedIn, man. Have you been, you’ve been a little, a little less aggressive on that?
Steve Richard: (01:17)
It’s hard. It is. It’s a lot. It’s a lot of time and effort. I’ve been heads down with a bunch of new SDRs internally.
Gabe Larsen: (01:22)
Yeah. Yeah. I know. We’ve seen like a lot of that going on and I miss it. I love spamming people on LinkedIn. This allows me to at least do it once a week. So I’m glad Vikas and I are able to do that. Vikas as always, you want to introduce yourself briefly?
Vikas Bhambri: (01:37)
Sure. Your partner in crime. Head of Sales and CX here at Kustomer.
Gabe Larsen: (01:40)
Yep, and I’m Gabe. I’m over here Kustomer as well. So let’s dive into this topic. Wanted to go a little tactical, little strategic. Maybe we start high level. Call recordings, how it can help customer service agents. Give me the big picture as to why. What, why is this even a topic to be talked about?
Steve Richard: (01:59)
Well, I mean, you got to have a business reason and most people don’t start with the business reason in mind and there should ideally be a metric and there should be a way of seeing it as improving. For many of course, it’s going to be your NPS, CSAT type of thing. But increasingly we’re seeing a lot of service and support organizations, especially post-pandemic, are starting to have more of a revenue focus. Maybe not necessarily a KPI yet, but, but things like, we want to make sure that they try to save a customer or work with a customer on billing payments, whatever it might be, do something that’s more revenue focused and that maybe they’ve done before. If it’s a sales team, of course it’s revenue conversions, those kinds of things. Or even just simply offering your products. A lot of places now, you’re seeing that they’re incenting folks to just try to ask for the customer to buy something else if they’re happy, of course, issue resolution times, all of that. So if you don’t have a business metric in mind when you’re gonna start, it’s like you don’t have a goal to get to. If we’re going to break a four minute mile, we should know that our goal is the four minute mile before we training. And then the other thing is historically, it’s been all QA. The whole thing has been all about people behind the curtain. They get all the call recordings, they get all the data, and if you go talk to the average person who works in a contact center now at home and you say, “What do you think about QA?” They go, “Ugh.” I go, “Why?” They say, “Because they’re like the police. It’s like compliance. They, I can’t, it just, they make me nuts.” So there’s no relationship there. So rather than trying to create a positive, productive growth culture, instead by and large, they’re perceived as being negative. So we’re starting to see people change the way they think about that where they go, “Wait a minute. I can actually have one of my agents listen to 10 minutes of their own call recordings per week.” And that’s a good thing to do because they become self-aware. That’s very different, I think, than what it used to be. It’s changing the whole paradigm.
Gabe Larsen: (03:51)
But isn’t Steve. I like the title business. Vikas, maybe I’ll throw this one to you. Isn’t the phone dead? I mean, do we really need call recordings anymore, you guys? Because is anybody even using the phone? Vikas, why don’t you start on that?
Vikas Bhambri: (04:04)
The prediction that the phone as a channel, as a customer service channel is dead has been like, we’ve been talking about it in the industry for about five years or probably over five years and it’s not happening. The consumer still wants to use the phone and what I would say, email as a channel, you see chat and other social, et cetera. But when it really hits the fan, right, when I need something done, people pick up the phone because they want a human being at the other end. Half the reason might be because they want to explode on somebody because they’ve been so frustrated with the other channels, your self service, your app, whatever it is, and they’re at the point of no return. And at the end of the day, there’s still a demographic, right, that prefers the channel. So the phone is a channel. So no, the phone as a customer service channel is not going anywhere. In fact, what you will see is, especially in this pandemic, people are seeing, they’re actually seeing the phone channel explode because of the heightened anxiety and expectations of the consumer. So no, the phone is not dead.
Gabe Larsen: (05:14)
Thanks Vikas. Well, you were going to agree to –
Steve Richard: (05:18)
Well no, I wouldn’t. I’m going to add something to that because I think everyone who, anybody who’s watching this who’s a customer of customer in that persona, don’t we wish that one of these things would go away? Don’t we wish that when we add all these omni-channel things and all of a sudden we’re monitoring Instagram, that other communication channels would go away? But they don’t. It’s really unfortunate. And then, Gabe, you’re right. In some situations, it depends on who your customer is. In some situations you’re right. They probably don’t have a need or a very, very small need for a phone-based channel. But I’ll tell you, I’ll give you a personal experience. I’ll just throw name right out there. I was a customer of HelloFresh. I did their initial offer. The meals were fantastic. I’m horrible at getting myself downstairs in time to prepare dinner. So my wife generally cooks, she kind of pushed back on them a little bit. They kept sending me offers and everything like that online, in the mail and everything. I had some, a few chat sessions with them, but I really ultimately wanted to call them and find out if there was a way that they could have a package that would meet my wife’s needs really. Not even my needs, but I couldn’t. And that’s the sort of situation where it’s like, why just keep throwing out more and more offers over email for lower and lower, it wasn’t about a race to the bottom. It was about configuring the package so it met her needs. So I think we have to be very considerate about who our customers are, what we’re offering to our customers and then the communication channel is going to follow for both sales, service and support, all the above.
Gabe Larsen: (06:45)
Yeah. Interesting. All right, fine. The phone is good. I’ll –
Vikas Bhambri: (06:50)
By the way, Gabe, just on that, because some of us are a bit older. People have been predicting email. Email was supposed to die first. Remember that. An email as a support channel is still alive and well. So I think Steve hit on a really relevant point, which is the customers want choice. And as much as we, as CX professionals want to be like, “We’re going to add Twitter so that we can sunset this one,” the customer simply won’t allow that to happen.
Steve Richard: (07:19)
If you’re selling to, I shouldn’t even say tweens, now, if you’re selling to tweens, you’ve got to be on House Party. I mean, no kidding. I mean my eight-year-old kid. Eight-year-old, ten-year-old kids, they never heard of Facebook. They’ve never heard of Twitter. They spend all their time on House Party.
Gabe Larsen: (07:35)
Yeah. Well, good thing those aren’t our customers because I don’t know House Party, but I’ll have to look that one up. I do have an –
Vikas Bhambri: (07:42)
You know, Gabe’s going to be doing TikTok videos.
Gabe Larsen: (07:47)
TikTok. Yeah, okay. We can talk about that after. Let’s talk about the second part because the Q&A thing is, that resonates a lot with me, right? You’ve got a call center, a service group and you’ve got these police running around, mostly, but they’re not enabling, right? It’s like they are more like the police and it’s just compliance to do this. And so call recording has never gotten to the place where it may be and Vikas, got to where it was in sales, where you guys used call recordings as really an enablement thing. Not really like compliance, but like, “Hey, what could I have done better or said better?” See power of companies thinking about taking it from a disabler to an enabler from an actual than coaching perspective. Are they, walk us through kind of that step by step process or guide us on that. Because I think some people are, I don’t think they’re there.
Steve Richard: (08:36)
Yeah. I mean, actually I was just talking to one of our bigger customers or logos on our website. They’re going through this process where first and foremost, there’s the mindset shift and cultural shift in the agent or in the rep because it’s hard for them to go, “Wait a minute, you’re not doing this just to take paycheck away from me? You’re not going to tell me that my variable comp has been docked because I said something wrong? You’re actually trying to help me get better. I don’t believe it.” So let’s start with the whole, like get them to believe and feel comfortable. You’re in the safe place, it’s okay to fail. You have to have a definition of good. You have to have calls, score cards that are aligned with the ideal state for a particular call type or a particular chat session type, SMS, whatever it might be that they’re trying to do. And that’s where a lot of people get hung up is there are many varying definitions of good. So we’ve got to get the leadership team first and foremost has to be aligned and rowing the boat in the same direction because if they don’t do that, we’re in trouble. And then the idea of, and I don’t want to just like paint QA as a film because they’re not. And I talked to a lot of QA people and a lot of them are saying, “I want to get more involved in doing things like surfacing,” great examples for the team to learn from. But I don’t think they felt empowered to do that stuff until now. And just like you said a minute ago, the pandemic accelerates all trends.
Gabe Larsen: (09:57)
Vikas, I mean, how have you seen this play out? I mean, do you feel like some people are actually getting to that enablement standpoint and if so, what does it look like? Anything you’d add on the use of call recording?
Vikas Bhambri: (10:05)
I do. I think what’s really changed the game is frankly, the technology has improved greatly, right? It used to be in the QA environment, which was the priority with call recordings. People had to do a random selection because you can’t go and listen to 10,000 recordings and like, “Okay, I’m going to listen to one out of every X number of calls and then I’m going to do a scorecard, et cetera.” What’s changed the game is the ability to take voice, convert it into text, create these big data environments. Now, the companies that are getting it are seeing the richness of this data, right? Because to me it’s one thing to have a, you know, an agent go in and hit a dropdown and say, “Who was the reason for this call?” Here’s the disposition. Customer was upset because product was broken or product didn’t arrive on time. Now you’ve got a big data environment that can actually be looked at to say, “Wait a minute, we analyzed this call. It wasn’t that the product didn’t arrive on time. It was actually,” to Steve’s point, “the product wasn’t configured to my satisfaction. And yeah, it didn’t arrive on time as well,” right? So I think there’s a lot that now companies are able to do. The technology’s improved where they can take thousands, millions of calls, do their analysis on it and actually make business decisions. And those business decisions aren’t limited to the enablement of the agent. It’s changing policy. Change in product. Change in marketing offers. That richness of data is something that is now available to the business at large.
Steve Richard: (11:39)
Product market fit. You know? Absolutely. The, so it’s the surfacing of the moments that matter. The metaphor is so obvious. There’s, prior to this, prior to the AI revolution, it’s a big, huge pile of call recordings. It’s like a needle in a haystack and now we’ve got a magnet [inaudible] to get them out.
Gabe Larsen: (11:56)
So Steve, what are you finding the, Vikas gave a couple of examples, but what are you finding when people, the way people are using data, are they looking for key words and then coaching people on keywords? Are they doing more like Vikas said? Like actually recategorizing or classifying calls based on some of this data or how are they using this intelligence to actually change?
Steve Richard: (12:17)
You’re going to get data from two places. You’re going to get human-generated data from things like stages, dispositions, types, all those kinds of things that an agent might enter in on their system of record. And then you’re going to get data from the, what’s the content of the call itself. And that’s going to be things like talk versus listen ratios. That’s going to be things like, of course, inflection or a sentiment that people have messed with. And then certainly the transcript. And there are a lot of other things as well so some of the data is going to come in human generated, some is going to come in system generated. And then it just becomes a question of like, well, what does that mean? And I’ll give you a real example.
Steve Richard: (12:58)
One of our clients that we work with, they initially were, they had a hypothesis that said basically longer average call duration is better for their world for a service. Now that’s typically against the grain of what you think, but from what they’re doing, it makes sense because ultimately they can create a lot more customer value and sell a much bigger machine. So they thought that, but then when they actually went and looked into the data, it turns out that wasn’t the case at all. It actually turns out there was like a Goldilocks zone. There was a sweet spot. So now instead of saying, “Make them as long as possible and get as much as you can, get as much as you can, as fast as you can, and we want to keep you four to six minutes for this particular call type.” That’s a good insight. That’s something that we can actually drive towards. That’s a four minute mile that we can hit.
Gabe Larsen: (13:39)
Interesting. Have you found other, I don’t mean to be on the spot, but now I’m interested in the other neat insight, you gave just a client example, but other things in the data you found maybe across your general audience or across customer basis that are data driven best practices? So for example, you just talked about like call time, that being one. Words that flag that you say, “Man, when people say this, it does decrease satisfaction.” Any other kind of data-driven insights you’ve found as you guys have played with some of your own data?
Steve Richard: (14:10)
One of the things that’s funny is swearing. People always associate swearing as purely being a negative. A lot of people just like to swear, a lot of people actually swear and that’s a sign of rapport. So if someone’s swearing, it actually is a good thing. So that’s one of those ones that generates a lot of false positives that people are surprised by. Another one is of course the talk to listen ratio. Now, if we’re in a sales context, we’ve all been taught that we should listen more than talk, but that’s actually not the case. So that old lady Tony rule is not true. It’s really, it floats right between about 40%, talking to 60% talking because there has to be a dialogue and a back and forth that happens. That’s another thing.
Gabe Larsen: (14:50)
Are you telling me that statement that my old mentor, that you have two ears and one mouth and you need to use it and that that’s not true?
Steve Richard: (14:58)
No, it’s true. However, when you actually look at the percentages, when you look at calls where someone talks 20% of the time and listens 80% of the time, you know what you call that? Larry King, Oprah. That’s, it’s an interview. And even then the people who have studied them, the great interviewers are even talking 25, 30% of the time because they have a preface for their question and they’re reacting and they’re confirming and they’re clarifying. So a lot of these kind of axioms that we’ve held will be like gospel [inaudible] or not. They’re not at all. And the data’s starting to tell us that. That’s fascinating. And then one more quick story in that and in terms of a transcript data. One of our customers is, competes against Amazon. And it seems like everybody competes against Amazon. And one of the things that they offer as kind of a neutralizing them is something called shipping saver. So what they want to be able to do is anytime there there’s a discussion about freight, they know there needs to be a discussion about shipping saver. So they need to A, measure that and then B, when it’s not happening, we need to help the agents change their behavior because when we bring our shipping saver, we have a better probability and odds of success against Amazon.
Gabe Larsen: (16:07)
Got it. So you actually could flag something like that in the conversation. One more question maybe before we wrap here, you talked a little bit about a formula or having a company come up with a structure or a scorecard in order to assess calls. Is there kind of some best practices on that? Like a typical kind of process people are normally running there or how do they come up with that ideal score card?
Steve Richard: (16:34)
When you look at QA, historically they’re scoring on 30 points or more. I mean it’s, and it takes them a long time to score a call and that’s why they do random sampling. And that’s why they really don’t get through that much. It doesn’t seem to be as efficient as it could be. If we’re going to then empower our agents and supervisors to an extent with their own converse, with their own calls, we’ve got to take that from 30 points down to like ten because the human being won’t do it and think of it like jazz. It’s like, there are certain notes you just have to hit and then from there improvise because a lot of people say, “Well, I don’t want him to be scripted.” We get it. It’s not a script. At the same time, we do agree that these are the seven points that they should hit pretty much for every one of these calls.
Steve Richard: (17:18)
And if not, choose NA. And once you get the leadership team and they go, “Yep, those are the seven,” then you’re good. And then one more thing, phrase it, this is a little trick of the trade. Does the agent blank or does the rep blank? And it’s something I’m borrowing from adult learning and sales enablement, people L and D. Does the rep blank? Because it’s a present tense and it’s something that people know how to fill in the answer and we want to make it so it’s objective, not subjective as much as we possibly can. Don’t make it squishy. Does the agent generate rapport? No. Rapport means different things to different people. For one person it’s weather. For the other person it’s talking about their problem. So make it so it’s as objective as you can or no greater than ten, does their agent blank?
Gabe Larsen: (18:02)
I mean, Vikas, you’ve been in this place. You’ve been in call centers for a hundred years. What, anything you’d add to this around people kind of messing this up?
Vikas Bhambri: (18:12)
Yeah, no, look. I think there’s, a lot of times I go back to what Steve said. The QA behind the curtains, looking at these giant scorecards. Where I’ve seen people flip it is to say, “Let’s look at what’s working.” So let’s, let’s assume the three of us worked in a thousand person contact center and Steve month over month has the highest NPS. Why don’t we look at the last 10,000 calls that Steve has had? Not a random sampling. Let’s once again, you need a big data environment. Let’s say, and we had a telco customer that did this. And one of the things they found was simple things that they then put into their scorecard and behavior and their enablement, which was simple things like saying thank you at the end of a call that made such a difference, right? It was asking the person up front, “What can I help you with today?” Right? So being able to look at 10,000 of Steve’s calls and come up with the three, five things that this top performer does, right, and then replicate it over a thousand people. I think those are the things where people are flipping it from not scorecards built in a vacuum, but actually what works out on the floor.
Gabe Larsen: (19:33)
I love that.
Steve Richard: (19:34)
They use the data, inform the scorecards, and then the trick becomes, even if it’s one thing you’re trying to change, changing one thing across a thousand people, that’s usually the hardest part.
Gabe Larsen: (19:44)
Yeah. Yeah. The change management comes in. But what I really liked that idea of kind of studying the best. It’s good to see some regulars. We got some regulars back here. Abdula. I haven’t heard from Abdula in a long time. Fatuma. Thanks for joining. It’s always good to see you guys jumping on the show. We need to actually get these guys to do more comments. So thanks for jumping on. All right. Well closing comments, as we think about call recording and how it helps customer support. Steve, let’s start with you and Vikas, we’ll end with you. Steve, what do you think?
Steve Richard: (20:12)
I’m going to, I’m going to shout out Christie, you have to assert control of the call. And I love that. And what it comes down to is if you can leverage, here’s the reality, the best practices are already in your four walls. Almost always. Can we just simply surface the best practices with big data and get people to do it? That’s it? Final thoughts.
Gabe Larsen: (20:32)
Love it. Vikas?
Vikas Bhambri: (20:33)
Yeah, I think that’s it. I think you’re sitting on a goldmine. You may not even know it. You’ll know more about your competitors, about your pricing, about your product, right? I mean the front line are your eyes and ears but they may not even be digesting this as you’re on a five, seven minute call. You may not even be digesting all the richness that the customer’s giving you. So look at the data, analyze the data. And I think that will allow you to make a lot of informed business decisions.
Gabe Larsen: (21:01)
All right you guys. Well, there you have it. Two experts. Call recordings. How that can be used to change or transform your customer service center. Love the tactical and yet practical advice, you guys. So thank you, Steve, for joining us as always Vikas, thanks for jumping on. For the audience, have a fantastic day.
Exit Voice: (21:21)
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Modern day consumers don’t think of relationships with retail brands as simply transactional — they see brands as an extension of their identity. That’s why building relationships with customers, and treating them as part of the brand, is imperative for business success.
According to a new Kustomer survey, nearly eight in ten Americans say that they wouldn’t shop with a retailer ever again if they encountered bad customer service.
From social media to old fashioned emails, Americans contact retailers 125 times a year – that’s every three days. The survey of 2,000 Americans asked their thoughts and opinions on customer service practices and experiences – and found that Americans aren’t that forgiving when it comes to bad customer service experiences.
In order to remedy their relationship with retailers, 82 percent of respondents are in agreement that retailers should proactively reach out when there is a problem with an order. Those most likely to agree with this sentiment were those aged 55 to 64 and those 65 and older – at a whopping 90 and 94 percent, respectively.
One point of contention between generations, is whether retailers should know their consumers and personalize their interactions with them. Of those age 25 to 34, three-quarters said they expect this personalized communication from retailers, whereas those 65 and older disagreed with this notion at nearly 40 percent.
“It’s clear that the digital age has transformed what the modern day consumer expects from retailers,” says Brad Birnbaum, CEO of Kustomer. “The younger generation not only wants instant resolution to their problems, they also demand personalized interactions and availability across all channels. Retailers must put a customer service strategy in place, and leverage the right tools, to deliver on these expectations.”
This older generation also disagrees with the age-old expression that “the customer is always right” – at 58 percent; but over half of those 65 and older, get very frustrated when they have to repeat information to customer service – that’s 10 percent more likely than those aged 18 to 34.
Sixty-six percent of those aged 25 to 44, however, do agree that “the customer is always right.”
Perhaps speaking to this expression, over half of respondents said they would post an online review after a bad customer service experience, and another four in ten (41 percent) would take to social media to complain.
In order to avoid the hassles of bad customer service experiences, 74 percent said they would spend more money just to get better customer service.
“Customer service can impact business success from end to end,” says Birnbaum. “Delivering a bad experience could not only mean a lost customer, but also a PR nightmare. Conversely, by providing exceptional service, customers are willing to spend more time and money with your brand, building brand loyalty and lifelong customer relationships.”
Read our retail report to access the full survey results, including insights on the importance of real-time support, personalization and omnichannel service.
What are the core principles of a modern retail customer experience? Personalization, curation, agility, and community. Direct-to-consumer retail brands use owning the design, marketing, distribution, and support of their products to build deep relationships with consumers. As a result, many DTCs have transformed customer support into personalized experiences that build loyalty and lifetime value.
Luckily, Kustomer works with many of the leading DTC brands. So we’ve pulled together a few of their customer service secrets for you:
Glossier builds products with their community of fans
A lot has been written about the CX revolution led by cult-fave-turned-unicorn beauty brand Glossier. A key part of Glossier’s success has been thanks to community building (the brand was of course born out of a popular blog) and the customer experience team, called their gTeam, has been instrumental in growing and engaging this community.
Glossier’s gTeam plays a foundational role in bringing community feedback into product design. The company is known for transforming customer feedback into hit products (see: Milky Jelly Cleanser). “They help us figure out and predict all of the questions or concerns that our customers might have about the product,” explained Jessica White, the executive director of customer experience, to Glossy.
The gTeam editors also go beyond transactional support (shipping, coupons, etc) to deliver complimentary style recommendations. The editors focus on specific channels, including ones not typically covered by support teams, like FaceTime. In combination with digital tools like the Shade Finder app and content illustrating how products look across a range of skin tones, this approach has helped the beauty brand recreate the experience of shopping in a makeup store.
“Instead of limiting interactions with customer service, which is the norm in the industry, we strive to create conversations with our customers,” continued White to Glossy.
The results of this CX investment for Glossier? Reddit threads literally raving about the brand’s customer service.
ThirdLove invests in a culture of CX and smart data
ThirdLove shook up the women’s undergarment industry with personalized recommendations for every body type, money-back fit guarantees, and diverse product models. Which brings to mind the now-famous Victoria’s Secret founder story of feeling unwelcome in the women’s section of a department store and proves how CX complacency can lead to history repeating itself — disruptors becoming the disrupted.
Customer service is such an important differentiator to ThirdLove that the brand invests in Customer Experience centers designed to be great places for their support teams to work. (Proof? There’s even an office slide.) ThirdLove’s Fit Stylists who work there receive training to make customers comfortable during their journey trying and buying intimate apparel, a personal process that can make or break customer loyalty.
As the company’s co-founder and co-chief executive officer, David Spector, explains to Apparel News, “We want to provide exceptional customer experience to people. The only way to do that is with our own team.” Spector also points out that the U.S.-based Experience Center helps ThirdLove’s Fit Stylists form deeper connections with their American customers than outsourced support would.
Like Glossier, ThirdLove also incorporates customer feedback and data into its buyer journey. More than 13 million women have completed ThirdLove’s online Fit Finder tool, resulting in more than 600 data points the brand uses for product development and delivering recommendations back to customers.
Outdoor Voices invites participation in
With a brand that’s about #DoingThings, Outdoor Voices is another DTC brand thriving because of its (extremely on-Instagram) community. The Outdoor Voices Brand Reps play a key role in letting customers know what the brand stands for, why it’s different, and what each clothing item was created for. According to Muse, Outdoor Voices HQ and Brand Reps have monthly video chats to discuss brand news and initiatives.
To make contacting support simple and on brand, Outdoor Voices has a welcoming page and easy-to-navigate support page. By making its email contact “hello [at] Outdoor Voices,” the “support” vibe is swapped for a friendlier, conversational tone.
Like other leading DTCs, Outdoor Voices leverages customer support as a product and trend feedback engine. The company’s recent job posting for a Customer Experience Manager explicitly lists a requirement to “Operationalize customer data and feedback, both within the team (e.g. measure and improve Associate performance) and the company at large (e.g. make customer trends actionable).” This invites fans into the product development process, with customer support as the entryway.
LOLA designs support workflows for empowered agents
Like ThirdLove, LOLA is disrupting traditional brands in another very personal space for women: feminine care and sexual wellness. The brand’s customer service team must handle deeply personal topics from customers, often over email. To return the trust their customers have in them, LOLA’s team goes above and beyond to make sure their products are rushed to women wherever they need them. From sending tampons to a customer’s hotel via Uber, to overnighting condoms so that they arrive in time for a honeymoon, LOLA works overtime to create a memorable experience.
For a recent product launch, the Lola team took it as an opportunity to both reward loyalty and gather feedback. They sent 100 loyal customers mailers of their new Sex by LOLA products. One customer even emailed to say that she loved the products and, as a single mom, they inspired her to start dating again.
For a brand that empowers and informs women, LOLA’s team needs to be just as empowered and informed by their technology solutions to deliver great service. Context Cards enable the team to take direct actions such as modifying, cancelling, or scheduling a subscription, and checking on shipping status for an order. Clicking on “Modify,” for example, takes them directly to the customer’s subscription, where they can edit the frequency, products, etc. This makes it easier for the team to spot orders that have been placed, but may need modifications. LOLA has a search for customers who have emailed and placed an order in the past day, so that agents can make modifications to the order before it actually ships.
5 ways to deliver CX like DTC leaders
Consider customer service on the front lines of community and relationship building, not simply a necessary business cost.
Operationalize mining customer conversations for product feedback by support to bring product ideas back into the company.
Use technology to compliment the role of support agents, through algorithm-based recommendations, self-service fit finder tools, and seamless exchanges/returns.
Empower your support teams to go beyond transactional support, have social conversations, and reward loyalty.
Build service conversations off a shared history and understanding that customers are people, not support tickets.
These approaches can benefit any brand, regardless of business model, because they’re key to delivering the type of service customers want and expect. Evaluate your own service operation to see how you compare to these DTCs, and then look for scalable opportunities to deliver a more modern experience — it’ll pay off in community, loyalty, and lifetime value.
Ticketing systems have been around for decades. Ticket numbers, formal emails (“don’t reply below this line”), isolated data (“what is your order number?”), have been a part of our lives as customers and customer support professionals. It’s hard to believe a better world is possible. Kustomer, built by industry veterans, was created with a different vision in mind—a customer-centric platform that ties together all the conversations and business information about a customer into a single timeline, together with powerful workflows that enable customer-first companies to execute their customer experience vision. In the past year, a number of customers have successfully migrated from ticket-based solutions to Kustomer. Here are a few items that CX agents and executives who made the switch have highlighted about making the move:
1) From Isolated Tickets to a Single Timeline View of the Customer
How many platforms does your team use to communicate with customers? Is your team in constant need to merge tickets? Because tickets from different channels are often disconnected, it’s easy to run into a customer who is chatting with another agent while you’re in the middle of replying to their email. Or worse, you might reply without knowing that they’re already being helped.
In Kustomer, you can see all the communications with your customer in one place. That means that real omnichannel communication is possible. You can go from emailing with a customer to chatting with them, to calling them on the phone, and see all those records in one conversation. That’s because the customer is the atomic unit of our platform—everything revolves around them.
2) From Disconnected Solutions to Actionable Integrations
How many tabs does your team need to keep open at the same time? When your customer support platform is disconnected from the rest of your platforms, agents need to keep copying and pasting customers’ email addresses into your admin systems to get even basic information about the history of their interactions with your company—past orders, delivery status, etc. Kustomer pulls data from all your platforms and tools and arranges it in a way that makes sense for your business.
With Kustomer’s single timeline view, the customer is the focal point, not individual conversations. Not only does Kustomer merge every interaction into the same conversation automatically, it also integrates with your other systems—like Shopify or JIRA, just to name a few. That means you can see when orders are dispatched and delivered, or previous items that customers have added to their carts or subscribed to on your site. All of this is displayed in that same timeline, so you have a deeper context whenever they reach out. Everything is completely customizable, so it’s easy to create a view that empowers your team to tackle your specific business challenges.
With this level of integration, tasks like returns or reimbursements can be completely automated (as we’ll discuss in the next section). No matter if your business is pizza, shoes, or software, Kustomer can be customized to show your agents everything they need to know in a single window. Orders, shipping info, product or version number, buyer and seller information, and social interactions can all appear beside each customer in bespoke “K Objects”. This makes it easy for agents to get the whole picture and take the next best action, or communicate with the right parties while staying on one platform.
3) From Repetitive Tasks to Intuitive Automation
Kustomer makes it easy to automate commonly-used workflows so that your agents can focus on connecting with customers rather than rote tasks. Don’t be limited by basic workflow functionality that won’t simplify your agents’ day-to-day work. Now you can define intelligent, branched workflows and reports encompassing all customer-related systems in your business.
Because Kustomer integrates with your other platforms, it’s way more powerful than just showing your customer history—it allows you to act on it. These branched, multi-step workflows make it easy to efficiently scale your team and automate simple tasks. Sending instant follow-up emails or processing a return is now only a click away and no longer has to take your agents’ attention away from the customer.
4) From Reactive Support to a Proactive Experience
Proactive service solves for what your customers need. That means it may be something they haven’t even asked for, like a faster delivery to avoid an incoming storm that might cause delays. It’s one of the best ways to build stronger relationships and deliver meaningful experiences. Ticketing systems are inherently reactive, as agents only respond when customers have a problem or a question. Because Kustomer keeps all of your customer information in one place, you can create granular searches for customers around specific behaviors or qualities, all on the same platform. That means your service isn’t just efficient—it’s smart.
If you want to build customer loyalty, you can search for customers that may have bought a product that could give them an issue, then send them all a message proactively. Let’s say your new mascara is mislabeled as “Vegan”—you can look up all the customers who have preordered it, then send them an email letting them know the mistake and offering a free refund or exchange if they don’t want it—all before their orders have arrived. Or if there’s going to be a storm that affects customers in a certain geographic area, you can notify all the customers with orders going to that region with a list of options before their shipment is delayed. With all your customers’ information in one place, it’s easier to surprise and delight them than ever.
When you combine this robust search capability with automated workflows, intelligent and proactive outreach can become a reality.
By putting all the information about your customers in a single view and making it easier than ever to act on it, Kustomer is winning over companies across industries. To try our powerful platform for yourself, schedule your demo today.
Many customer service teams today have to support a global customer base. Kustomer has launched Localization, a suite of features that allow you to easily detect, respond, and provide help to a multilingual customer base. Customers and support teams deserve an seamless experience in their respective language, across any channel.
Whether you service customers around the world, or have a team that communicates in multiple languages, our localization features will help you provide personalized customer support. We focused on developing features that make teams more efficient as well as automating tedious tasks associated with providing multilingual support.
Automating Language Detection
When your customers contact you, Kustomer is now able to automatically detect the language of the message using Amazon Comprehend dominant language detection. Oftentimes a new message will require your team to have to identify the language, and then assign it to another team or agent. This manual triaging by language is time consuming and ineffective. Automating the language detection for inbound messages allows you to route conversations to the correct team or agent, providing quick reply times. When language detection is enabled, you’ll also be able to get sentiment analysis in multiple languages, helping you to better understand your customer. Language detection will allow agents to work more efficiently by automatically sending messages and displaying Knowledge Base articles in the customer’s’ own language.
Making Translation Easy
We focused on making processes as time-efficient as possible. One of the Localization features that enables this is Snippets. Teams can easily insert translated content into messages, email templates, and Knowledge Base articles. Let’s say you want to provide your agents with an automatic response to questions about returns. You can quickly create a snippet for “return policy” with corresponding translations for languages you want to support. Then, when your agent uses a shortcut with the “return policy” Snippet, it’s automatically translated based on the customer’s language. Adding in personalization is easy too, just combine Snippets, Shortcuts, and Dynamic text and your agent is fully empowered to provide quick personalized support in the correct language.
Enabling Agent Adoption
It’s not just your customers that are global. Many support teams are based all over the world, and it’s important that users can access and use Kustomer in their native language. Unlike other tools where translations are limited to certain features and interfaces, in Kustomer you’ll have full access to language translations across all our features and the user interface. The user interface can be used in over 51 languages (both Right to Left and Left to Right). See a list of all available languages in Kustomer.
This is a guest blog written in collaboration with a Kustomer partner: CloudTask
What will bring you the most success? An internal team, an external team, or a combination of the two—and how can you find out which will be the most effective?
That’s where KPIs come in. What you focus on will always be dependant on your organization, and your product or service. However, we have highlighted some of the most important factors below.
Track whether your clients are interacting with internal or external agents, and analyze the stats behind this to see which team is performing better.
First Contact Resolution (FCR)
If a customer’s issue is solved on first contact, the benefits are far-reaching. The following stats compiled by PhaseWare speak volumes:
Every 1% improvement in FCR results in a 1% reduction in operating costs
A 1% rise in FCR leads to a 1%-5% improvement in employee satisfaction
FCR increases customer cross-selling acceptance rates up to 20%
98% of customers experiencing FCR will remain loyal to your company
Average Handle Time (AHT)
Ever become irritated by an interaction that takes way too much time? 23 minutes waiting to be connected, 7 minutes speaking to one agent, 9 minutes on hold, and an extra 12 speaking to agent two—sound familiar? You’re not the only one That’s an AHT of 51 minutes. The longer the AHT, the worse every other stat will be for your organization.
Customer Satisfaction (CSAT) – the average score from a survey you receive at the end of your interactions on how satisfied you were.
Abandon Rate – the % of customers that leave the interaction before their query is solved.
After Call Work (ACW) – the amount of time your agents are taking to update a clients information post-interaction.
Quality Assurance – measured internally. Did the agent follow best practices and procedures?
The list could go on…
So, Internal or External? What is Right for You?
It depends… This is an impossible question to answer and will always be dependant on your organization. We will briefly touch on the quality and the cost of the two.
Outsourcing has really changed over the past few years. Of course, there are still a number of bad examples, but it is now easier than ever to have a high-performing, top quality outsourced team. Also, with technology the way it is nowadays, it’s now easier for any team, in any part of the world, to be aligned.
Some organizations will need their support teams to be internal, but it is just as possible to achieve the same quality, sometimes more, by going externally.
External teams usually cost less. First of all, they are often based in countries that have cheaper labor, and secondly, because you don’t have to take care of all the extra costs in addition to the salary—from training to taxes, recruitment to holiday pay, and more. Afterall, an in-house employee costs a lot more than you may think.
What About Combining the Two?
This is an approach many leading organizations have chosen to adopt. After all, with technology today, it can often feel like there is no gap between internal and external teams. At CloudTask, we have our head office in Miami, and further offices in Colombia, Nicaragua, Brazil, London, and the Philippines. Problems do occasionally come up, but much more often than not, we’re working as one united team.
There is no perfect formula for combining the two. However, a popular way to achieve is to have external teams highly-trained in resolving common issues that can be solved with simple, repeatable outcomes. For example, for a software company, this could be handling common licensing questions. Then when it comes to more tailored and complex coding questions, there may be an internal specialist who is in place to handle these queries.
Processes and technology can also be put in place helping to get the right query, to the right person, in the shortest possible time. For example, an interactive voice response (IVR) – an automated response to help direct calls to the ideal department.
So Where Now?
Really the thing we want to leave you with is to be open to all the possibilities. What will work best will depend on your business.
There is only ever be one way to truly know and that is through data. There is no harm in testing each approach. If done in a professional manner, you should be able to see a level of success with each option. However, it’s likely that one way will stand out above the others and that will be the way to go.
Once you have the winning formula, you will be in a great place to thrive!
If you’re on your couch, take a second to think about that piece of furniture you’re so firmly planted on.
Where did you buy it from? What was the experience like? Was it a pain to finally get it into your living room? If your memories are less than rosy, there’s good news: Burrow is working hard to make buying a sofa as convenient as ordering lunch. In fact, founders Stephen Kuhl and Kabeer Chopra were complaining about Ikea assembly times and West Elm delivery fees when they were inspired to create a startup that solves the problems facing big-name furniture sellers.
Burrow delivers a luxury sofa made with the highest quality materials that is easy to ship, fully modular, and stain resistant. That means it’s made to last, so you can take it from apartment to apartment to your first home, and easily add on new seats and sections to fit your lifestyle. Its flat pack design also makes shipping way less expensive than traditional retailers, and it’s made entirely in the US with sustainable materials.
We spoke with Steve Finnern, Burrow’s Chief Operating Officer, to find out how they manage to deliver an amazing customer experience alongside an amazing sofa.
Kustomer: What is your approach to CX at Burrow, and how does that tie into your business at large?
Steve: As an ecommerce company, we want to build an amazing brand that people connect to and love. These are the four principles we believe are key to doing just that.
Creating a product that meets our value propositions and lives up the promise we have committed to our customers.
Creating a brand that customers engage with, connect to, and relate to.
Creating ways of improving and enhancing the shopping experience.
Delivering amazing customer service.
For us, Customer Experience and Service is key to our brand, to our success, and it’s something we’re absolutely committed to and passionate about.
Kustomer: What does this commitment to delivering a great customer experience look like?
Steve: Communication is crucial to our experience. Our customers can reach over live chat, email, the phone, or Facebook Messenger. We make sure we’re notifying our customers of every change or update that will affect their delivery date. We’re constantly trying to put ourselves in the customer’s’ shoes, and help our team understand what they’re going through.
We have to keep in mind that our customers have just bought a high-ticket item, so we make sure we’re constantly reassuring them throughout the experience.
We use Kustomer to manage the entire process, for example generating emails to help customers understand what happens after they’ve placed their order. Letting them know: “Your order is on the way, now we’re building your couch, here are the materials we’re using.”
We’re always reiterating that there’s a lot of thought, care, and detail going into what they’ve just purchased, and we want them to feel confident about the choice they just made. On the day of delivery, we send them a text or email letting them know it’s Burrow Day—we really try to make our customers excited about the experience.
Kustomer: How do you keep communicating with customers after their couch is delivered?
Steve: First off, we’re building a customer feedback system. We examine the delivery process, the quality, the assembly, and the comfort of the couch. We want to understand what the experience was like, collect the ideas people have had, and try to improve.
We also look at how they rate the experience or product against those three or four pillars. If they respond and don’t rank some of those as high as they could be, we’ll respond and follow up over Kustomer to understand what we could do better.
We’re also implementing a content program that lets us show off our different kinds of customers and their lifestyles so that we stay top of mind.
While people probably won’t buy another couch right away, there are other products like an ottoman or a chaise they might want to purchase later on, or they may want to get a matching one-seater—so we can build lifetime value by remaining in touch.
Kustomer: What do you feel is different about Burrow’s customer experience from your competitors’?
Steve: If you start with the product, one of the reasons this is such an amazing brand is because we’re solving actual problems with our design.
We’re solving the problem of moving, making it easy to pack up and take with you.
We’re solving the adaptability problem—if you’re starting off with a 2-seater but move in with a significant other, you can easily add another seat.
And we’re solving the issue of shipping: our flat pack model cuts out a lot of the cost of shipping that comes from traditional furniture retailers.
All of these things allow our product to be more attainable for a larger audience. I think people connect to that and want that higher level of quality without all the extra costs.
What we have to do is make sure people understand the story and what they’re getting, why we’re innovating, and why that matters. As long as we’re doing a good job of communicating this story, people absolutely connect to it.
Kustomer: How are you using Kustomer to help meet your goals for a better customer experience?
Steve: One thing we’re looking at are the responsibilities on our team.
We have a number of parts to our support, including escalation levels, swatch fulfillment, refunds—so we’re using Kustomer to create inboxes to assign roles and responsibilities to make sure that outstanding tasks aren’t getting lost, and better-allocating resources for the specific task or function that needs to take place.
Our next big focus in on building a custom issue-tracking and feedback system. It will allow us to report issues or delays directly to the manufacturer. This allows a lot more efficiency than spreadsheets or emails. We can keep all of our discussions and workflows centralized, then automate an email to the customer once the issue is closed and their coach has shipped.
This will have the added benefit of helping us follow trends in certain issues to see why there’s a spike—is it a breakdown in our quality control process, with our shipping provider, or somewhere else? We’re really excited to have this total view so we can deliver an even better experience.
Support isn’t a back office cost center anymore, it is a strategic team at the center of a company’s operations. For this to happen, Support teams need to be better connected with other teams. With this in mind, we are proud to announce the launch of a completely new feature — Collaborators.
What Is A Collaborator?
Collaborators are users from other teams outside of support that can view conversations, customer history, and searches. These users can help you solve customer questions with internal notes and @mentions, see customer feedback and more. Don’t worry though — we’ve also set them up so they don’t do any harm or cause confusion. They can’t have conversations with customers, or edit organizations, profiles, etc. This ensures that your external communications with customers are consistent and owned by your Support team.
Here are some ways Collaborators can help your support team today:
You get a difficult technical question and need a developer’s help to get the answer
You need approval to authorize a refund over a certain amount
You need an answer from your product team about when an item is coming back in stock
You need to ask your Shipping department if a package has left the warehouse
You want to find a customer’s original sales rep
What Are The Benefits of Collaborators?
Finally, you won’t have to worry about the number of seats you have in your support system. Collaborators help your support teams provide more efficient service by making it easier to communicate with other departments. Whether these internal users want to stay informed about individual customers or learn more about your business operations, they can view and research any customer of interest. Collaborators can help support teams respond quickly and flexibly to complex customer requests, solve issues faster, and surface common issues with the rest of the company.
How Do I Set Up Collaborators?
Collaborators are free and available to the Enterprise Plan. Instructions on how to add them can be found here.