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[INTERVIEW] "Fintech-company MoneyMan"
How to automate 35% of responses and improve customer satisfaction by 10% using Usedesk in three months
About the company
Industry
Online loans
Clients
Individuals who want to take a microloan
Communication channel
Mail
24/7
Support working hours
8
People in the support team
How to automate support
The head of the support service of the online lending service MoneyMan told us why the company decided to switch from mail to Usedesk, what pitfalls the support team faces in the process of implementing the new system and is the game worth the candle.

- We were able to automate about 35% of incoming requests from our clients. What makes an auto-answer good for our company - the client answers his question within a few minutes. He does not have to wait in line for a specialist to reach his letter and answer. The client is satisfied and returns to us.

Anna Trofimova
Head of support service in MoneyMan


- Tell us how the support service in the company was initially arranged?

We used a regular mail agent; there are 8 people on the team. Most of the e-mails that employees have to answer are simple questions, such as how to get a loan. But there are also more complex ones - there are problems with access to your account, you need to change passport data, etc. It turns out that employees, like robots, always write the same answers to the same type of questions. There is very little time left for more complex queries from clients ... Therefore, we decided to automate processing template letters.

- What tasks of the support department did you want to solve with the new system's help?

The first is to free the technical department from simple stereotyped answers and load employees with more complex, exciting tasks.
The second reason we decided to move away from the mail agent was that we needed to get more transparent statistics on each support employee's work.
To understand how someone is coping, seeing what needs to be tightened up. And also understand the general numbers - KPIs. And the third challenge is to shorten the first response time.
Because when the client receives a quick response, he is satisfied and returns to us. We consider the starting point to be August 2016, when we began to use the system fully; now, 3 months have passed. At the time of starting work in the system, the percentage of automation was zero.

We were able to automate about 35% of incoming requests from our clients

Our immediate goal is to raise the percentage of auto-replies to 50%. What makes an auto-answer good for our company - the client answers his question within a few minutes. He does not have to wait in line for a specialist to reach his letter and answer.

- Open the secret, how did you do it?
I will say right away that the process of implementing the system was quite painful. We have already tried to move away from the mail agent to the ticketing system, but they were unsuccessful.

At the first stage of the implementation of Usedesk, we were faced with the fact that we had neither rules nor templates. Processing one ticket took longer than processing in a regular mail agent. And at first, there was no talk about automation. However, the interval is relatively short - within three months. And when we figured out how Usedesk works correctly, we began to create rules for frequently asked questions from our clients actively. We wrote down keywords and phrases in the conditions and added them every day, reading tickets. And the automation process started working. Gradually, the number of tickets closed automatically increased - 5%, 17%, 20%, 25%. Today, after 3 months, 35% of tickets have been automated.

Another secret is the response templates. The importance of templates is that, if used correctly, they can also reduce the manual labor of support specialists. You can write actions in the template - close a ticket, assign a tag. That is, you do not need to do routine monotonous movements - they answered, changed the status from Open to Completed, and so on. This affects the client's total response time, and if you count by the department, you can feel it immediately.

- How do you read tickets? How do you find key phrases in them?

Everything is quite prosaic with us; we do proofreading every two weeks. We take those templates that were most often used and check why employees used the template and did not work out the rule. At the moment, this is manual work - we contain those key phrases in customer emails that we do not have in the law and are gradually adding them. And if we started with 3-4 rules, now there are about 20 of them, which answer the most popular questions from users who come to technical support.
- How often do you encounter the fact that the rule does not work as you intended?

In the beginning, it was quite often because they did not know all the pitfalls; the rules could intersect with each other and not be processed. Now, this is the minimum amount, and this is good news. This means that we began to correctly write the conditions and understand all the in-depth specifics of using the service. Not superficially - create a rule with conditions, but taking into account all exceptions to the requirements so that the rules do not interfere with each other.

- You said that at first, the ticket processing took longer than in the mail? Why did this happen?

When we used a mail agent, we needed to open the letter, reply, mark it with some color and close it. In any ticketing system, you need to put down some statuses - completed, not completed, add tags. It takes time anyway. But with the help of the system, we can automate a lot of things, which we used to do manually in the mail agent.

- Can you give an example? What did you do manually before, but now just with one button?

I think it all comes down to the rules. The simplest example of practice: a client has not read the information on the site and writes to the support "how to get the money?" We can safely, without spending time on such simple questions, send an auto-answer: "Hello! You can read ..." and provide a link to our site. The practice has shown that the client is satisfied. Leaves comments, reviews - thanks for the quick support. That is, the most straightforward questions on our website are straightforward to automate.

When the client receives a quick response, he is satisfied and returns to us

- Since we are talking about feedback, tell us how you use the feedback block in Usedesk? What are your results? Are you surprised by the customer ratings?

The NPS indicator - the International Consumer Loyalty Index - has always been important for our support department. In your program, this is CSI. When a ticket is closed, the client is sent a form to assess the quality of the support's response and comment on the company's work. At the moment, we are monitoring this index daily, checking the validity of the assessment. Indeed, we are actively using this functionality. Why? Because if we're talking about a negative review, we can specifically examine why the customer didn't like the response. We will open a ticket and see what is wrong, whether the study is justified. We re-contact the client and try to correct the situation if this negative is warranted.

As practice shows, when using your service and such a function as CSI, the client leaves positive feedback after re-communicating with him. If we see that something has gone wrong, we contact the client, discuss what is wrong, and do our best to make the client satisfied and return to us. Of course, using CSI, you can see where the rule has failed. We have auto-responses where the condition may be incorrectly spelled out. Therefore, CSI helps to keep in touch with customers and track, in principle, the configuration of the system. Therefore, this is one of the essential points that we care about and attract to the program.
CSI shows that the client leaves positive feedback after reconnecting with him
- What is your current quality assessment result by customers, and has it improved compared to the beginning of use?

At the moment, 70% is excellent, 10% is terrible. The indicator increases or decreases from time to time. It depends on how we get new people in the support. There are employees who are just learning, and this must be taken into account. But we see the dynamics. We started with 60% excellent grades; now we have 70%. We are working on it :)

- Super! So you still use it as a tool to identify gaps in employee knowledge?


Yes, because you can see if one of the employees was rated not "Excellent" but "Normal," find out why and work out these points with a specific example. In fact, these tickets are sent to each specialist for processing, and this helps to improve the level of support. The specialist sees for himself that this is not a subjective attitude of the manager towards him but a really objective assessment of his response from the client.
- Tell us how this check takes place, do you have any quality control department? How much time do you spend on this?

The head of the department is responsible for the technical support of MoneyMan.ru, so this is one of her duties - to monitor the quality level. Somewhere I'm involved in this. Usually, at the end of the day, we look at all the reviews for the past day and comments. The time depends on the number of reviews; it is about 30 minutes - an hour. And each employee is sent tickets for study, according to which the rating was "Normal" or "Bad". Unfortunately, customers can leave unfounded negativity. We take this into account; of course, we do not swear at our guys if the employee answered correctly.
The number of excellent marks increased by 10%. Now 70% of customers rate the support as Excellent!
- Do you plan to use this as a KPI - the basis for rewarding employees?

I can say that KPIs in our department are more fundamental. This is the speed and quality of the response. These KPIs were laid down when the support was created. They can improve or change. We take them into account, but so far, they do not affect wages. We have an exciting feedback form, "Please rate the employee's response. His salary depends on it! "When the wording was changed, clients became more involved in the assessment process. This helped us. Probably, clients understand that the support premium depends on their assessment. To some extent, this is true, because we focus on ensuring that our customers are satisfied in the first place.

- Tell us about such KPIs as response speed, for example? How has the speed changed?
The response speed is changing, while I cannot say the exact data because the number of employees in the department is changing. Of course, the speed became much higher because they began to work out auto-replies, and the speed was reflected in the general department. Therefore, the exact data will be a little later, but we move in the right direction.

Customer response time has been reduced from 2 days to 10 hours

- What are your plans to improve support in general? Perhaps you want to connect new channels - messengers, bots?

Our main goal is to raise the level of auto-responses to 50% to unload support. And shortly, we are looking towards the automation of chats because most of our calls come through this channel. We are now looking for alternatives to the current chat so that we can customize triggers. In simple terms, we want a chatbot to reduce the time spent on the same type of questions. Thus, improve the quality of support to leave time for employees for more complex issues.

- How do you like the support from the Usedesk team?

We have excellent support. We have an online chat on Skype, where we torture girls on all issues - reporting, rules, and so on. Support minute by minute. Therefore, of course, Usedesk support is what you need at the initial stages. To get to know a product, you need a person who will tell you from the inside how it works. Therefore, we can only say good reviews about you :)
Support for the Usedesk team— this is what you need in the initial stages
- And the last question. You said you tried other services, but didn't work? Why did it work out with Usedesk, and you made a decision - that's it, let's move on?

It is essential to keep abreast of the latest trends in support. Most companies in Russia and abroad answer customer questions using a ticket system, use chat rooms and implement automation. We understood that we want to be on the wave, and at some points, we need to be even ahead. Therefore, we came to the conclusion that we need to start, and we realized that it is possible to automate everything, there would be a desire. This is a lot of work, no doubt because at first, it takes up most of the working time. But we see the results we want to see. Probably, the time has come, and everything worked out for this!
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