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How Samsonite found an individual approach to suitcase buyers and answers any of their questions on time

Four sites and all major marketplaces with dozens of e-mail addresses, a complex tree structure of a large company from departments and divisions. How to provide customers with a high level of service in such conditions and not lose a single customer request? Alexander Drozhnikov, head of the e-commerce department, told how the company gathered all this in a heap, structured and set up effective customer feedback.
About the project
Industry
Production and sale of suitcases and bags through the online store and retail outlets
Clients
Buyers of suitcases and bags
Communication channels
More than 20 e-mail addresses
Tickets per month
Several thousand
People in the support team
9 call center operators + employees of other departments and contractors
Number of cities
All Russia
"We have three main tasks: measurement, control and the ability to work with the client's appeal on the principle of a relay race — do it yourself or pass it on to another. To begin with, we just wanted to process all orders and requests, cope with the flow, and only after that - to understand how well we process them. Processing an order for a week or four hours is a completely different level of service. With Usedesk we were able to solve all these problems."

Alexander Drozhnikov, Head of E-commerce department, Samsonite.

We identified the problem and set the tasks

We sell suitcases and bags from four brands: Samsonite, American Tourister, Lipault and Tumi. Tumi is a premium brand, Lipault is a young French brand. The main brand is Samsonite. Each store has a separate website, plus we are present on all major marketplaces: Wildberries, Ozon, Lamoda.

We use phone calls and e-mail to communicate with clients from the very beginning. Clients call us or write to one of the addresses that are published on the sites, and through the feedback form — these applications also fall on the e-mail. A year and a half ago, we realized that we could no longer cope with customer requests: at that time our level of service was below the market level.

Calls. The call center was in-house. Staff members, who were not enough, did not have time to answer calls and could not give a competent answer to all questions. We decided to connect an external call center to work, but for this it was necessary to give its employees a tool for work. At the very least, they need an interface in which operators will work with orders and requests. According to the company's security rules, we cannot run external employees into our accounting system, so we needed a separate tool that would give operators only the amount of information they need to work, no more, no less.

Correspondence. For correspondence with clients, we used a regular mailbox in the corporate domain. But this scheme turned out to be unsuccessful: we lost some of the letters, there was no control. As a manager, I did not understand which letters the employees answered and which ones they didn't, and if they did, then when, and whether the client was satisfied with the answer.

In order to switch to full-fledged client work with a high level of service and control, we began to choose a helpdesk system. We considered several services existing then on the market. At one of the exhibitions, we talked with Ivan, at that time the commercial director of Usedesk, after which we returned to discussing this platform. And after a more detailed analysis, we realized that Usedesk completely covers all our needs — written communication with clients.

Themselves set up Usedesk for our needs

We started with eight text channels: four sites, each with its own mail and feedback form. We immediately connected all eight mailboxes, configured the rules for processing letters and created message templates. Later, they began to close correspondence with marketplaces on Usedesk, and the number of mailboxes increased — today there are already more than twenty of them. Everything was easily done on our own.

For all the time, we have never connected programmers to work with Usedesk: we ourselves integrated Usedesk with RetailCRM and set everything up for ourselves. The most that they used was the consultation of the service specialists of Usedesk, when something did not work out for us. For example, we run a rule, but for some reason it does not work. We write in support, our rules are reviewed and errors are corrected. We see them and we are already doing the next rule correctly.

Triggers. Now all incoming e-mails are turned into tickets and, using the rules, are automatically closed or redirected to the desired department, where they are manually sorted by the responsible employee. For example, if a ticket is related to technical issues, it goes to the technical team, with a guarantee - to the employee who is responsible for warranty service, with the order - to the call center. And letters from payment systems are automatically closed and placed in a special folder. We now have more than a dozen different rules.

Rules help to quickly redirect a ticket to the right employee
Lifehack: life-saving auto-assignment and priority of tickets
We have a discreet but beneficial paid service for selected addresses. Since we only pay for it a few times a year, no one remembers when to top up. Once we forgot to do it — the reminder letter got lost in the stream of service letters. As a result, a much-needed service went down. Then we created a rule in Usedesk that if a newsletter comes from this service, it is immediately assigned to me. Now we always top up our account on time.

It also happens that we assign a higher priority from a specific addressee or domain so that the operator immediately sees that these letters need to be looked at with double attention. We were able to close this problem simply through a rule in Usedesk, without human intervention.
Templates. We do not use bots to reply to a clients. We stand for a high level of service and never reduce it, despite any collapses and crises. Even in 2020, any of our customers/potential clients could quickly and effectively get a full consultation or an answer to their question, despite the quarantine due to coronavirus. For this, we need to respond promptly and to the point.

Instead of bots that annoy people more than helping anyone, we use templates. Our employees have prepared options for template answers that the operator can quickly apply, slightly modifying for a specific client and his request. This greatly facilitates the operators' work, saves time, and allows faster response.

For frequent requests, we have compiled ready-made templates the operator can send it as it is or modify it if the situation is not quite typical

We connected all employees to the system, established their interaction and processing of requests

To date, we have connected company employees from different departments, divisions, and even contractors to Usedesk to work with our clients in their area of responsibility. For them, we have set up email notifications — if a person is mentioned in the ticket, he will receive an email. This is very convenient because they do not sit in Usedesk all the time — they have their tasks. And having received a letter, they can quickly go in and see what happened to the client and promptly respond.

Employees of other departments and contractors do not need to constantly check if he has new tasks if he is mentioned in the ticket, he will know about it from the email that is sent automatically
Working with buyers of online stores. All online stores' orders automatically go to CRM, and all further communication with the client is tied to the order. Questions about orders go to the call center operators: delivery, loyalty program, special requests for the order, and warranty cases.

Usedesk is connected with CRM, so when an operator receives a request from a client, on the right in the Usedesk window, he can see the entire history of interaction with him. The operator immediately sees when and what the customer bought. If, for example, a customer wants to replace a product in an order, the operator opens the order in CRM directly from Usedesk and makes changes.

Order history is automatically pulled into the Usedesk ticket from CRM
Last year we introduced a service that is unique on the Russian market — engraving on the handle of a suitcase. When a customer buys a suitcase from an online store, there is a special field in the order form where you need to enter the phrase for engraving. If a person called by phone and asked to correct the inscription, we definitely ask you to duplicate the phrase in writing. All this is recorded in the correspondence and stored in the order. Luggage is engraved forever — every symbol is important to the client.

Occasionally, customers write offers; even less often, they apply for a warranty or repairs. For example, an airline damaged a suitcase, repairs are needed, and a person wants to understand where to repair it. The operator assigns such a ticket to a particular employee who decides on warranty cases and repairs. He will contact the repair shop closest to the customer, which will help with the repair. But there are very few such requests; these are fractions of a percent.

The client does not understand something about the accrual of points, or he wants to know when he was credited with issues or to clarify the conditions for connection. In our company, the communication marketing department is responsible for loyalty. Their employee is also connected to Usedesk and processes tickets related to belief.

We are also often approached by companies that buy suitcases for their employees. We have had cases of appeals from hockey clubs and large manufacturers who made gifts with their logos. It is more convenient for these clients to write than to call. Such tickets are redirected to an employee who works with corporate clients.

With the help of triggers, tickets are easily redirected to the right employee, who learns about a new task from an email
Working with buyers of retail outlets. Retail outlets are not connected to Usedesk, but we have a single call center for customer requests. If necessary, the operator will connect the customer to the desired store. The system also works in the opposite direction — for example, a customer turns to a store, but in communication, it turns out that he needs delivery. The store then places an order for the client on a special version of the site, and the online store operator picks it up. Regardless of where the client turns, they will help him and switch to a specialist.

Working with marketplaces. We have many brands on different marketplaces, in each of which there is a miscellaneous correspondence for which other employees are responsible. For example, a logistics block is led by one employee, a union with calculations or general questions is led by another, and a block of technical problems is led by a third. Simultaneously, the mailbox is the same, so an employee of the operational department sorts incoming tickets and assigns to responsible employees.

Automatic closing of service letters. When a person places an order, he receives a service confirmation letter, which is duplicated to our mail and turns into a ticket. It may be needed if the client has a question about this letter, so we store them, and the operator can easily find the desired letter by number. But there is no point in wasting operators' time on such letters, so the bot immediately closes them.

Improved feedback and set up metrics

To receive feedback from customers, we have implemented an operator consultation evaluation mechanism. There are many tickets, they are measured in thousands — it is impossible to view each ticket. Therefore, we make a selection of tickets and first of all go through tickets with a poor customer rating. As a rule, if a client is dissatisfied, he will give a negative rating.

Any ticket contains standard Usedesk requests for rating: "good/poor/normal". If the client gives the rating "poor", the closed ticket itself is reopened and goes to the operations manager, who is responsible for the service level — it does not matter who answered the client.

A negative assessment of the operator's work by the client reopens the ticket. This allows you not to miss a single negative review, analyze it and take action
Then we understand, analyze the work of the operator. If a client gives a bad rating, although the operator has fulfilled the request with high quality according to our standards, we close the ticket.

And if it turns out that the client did not receive an answer to his question, we look at what in such a situation the operator should have answered the client. We have instructions and scripts that should be used by both operators and partners who communicate with our customers. If it turns out that the instruction or script does not work, we make changes and train the operators.

In Usedesk, we see how many calls were made, what kind they were, how quickly they were answered, from what time, how well, who answered, who answered more, who answered less, which of the operators answered which calls. We get the entire layout in the form of convenient and understandable reports. For any period of time, we can measure how the quality of our answers meets the expectations of customers. This allows us to maintain a high level of service according to the feelings of our customers, and not according to our internal estimates. Our task is for the client to experience only positive emotions from cooperation with us.

We monitor the quality level on a daily basis, other metrics more often - some even once every 15 minutes. This allows you to keep the level of service at a high level and quickly respond if any problems arise
I perfectly understand that we are still at the very beginning of our journey with Usedesk. We are not such a great service, we do not have hundreds of thousands of calls, but, on the other hand, there are not two of them per day. One person with one mail will definitely not cope with such a flow.
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