Beeline Kazakhstan and Usedesk: from old habits to new opportunities

Our department was launched in 2010. We had very few employees, and only one channel worked - chat. And when we started to grow, we got mail, social networks, media, and WhatsApp Business. Employees worked on each site either at the source or in a separate program, so they had to open many windows, tabs, and applications.

We worked out the chat in the company's internal program; for mail, we had a separate tab in CRM; we answered tickets on Facebook and VKontakte in the third program. We generally kept Instagram manually and measured indicators and did not lose hits; we recorded all our actions in a publicly available Excel file. Employees jumped between windows and applications, got confused, and spent a lot of time processing calls. And for us, productivity, efficiency, and comfort are essential.

At the end of the month, we sat down and counted it all by hand. Sometimes the data was inaccurate. As a result, we did not see the big picture, and it was difficult to track our department's workload fully. We wanted to see the complete picture that would allow us to quickly and efficiently interact with clients.

It became clear that we needed a system with which we could process tickets from all channels in one place, respond to clients, and, without unnecessary obstacles, take accurate data for any period. We announced a tender in which many companies participated, and within three years, we had chosen. As a result of thorough selection and testing, we concluded that Usedesk is almost ideal for us.

Employee bonuses directly depend on how they perform KPIs and calculate it as accurately as possible based on Usedesk reports. The KPIs include assessments from quality control, standardization, and mandatory testing for products and services.

Quality control ratings. The guys from quality control take any dialogue, check it according to their grading system and give marks. The company facilitated the work of not one but several departments – ours, quality control, and analytics.

Norming. This includes the speed of responses and the ratings customers give employees after the question is closed. When the month ends, we upload all estimates. For example, in May, we have 88% "excellent" ratings, 1% – "normal", and 11% – "bad." We read all dialogues with negative assessments and, if the assessment is reasonable, we go to the employee and work out the situation with him. But it sometimes happens that the client unreasonably gives a bad rating. For example, the client wants free additional gigabytes or to connect a plan that is no longer there. When the employee refuses because he cannot fulfill the ticket according to the procedure, the client gives a "bad" rating. Plus, we were faced with the fact that people may be dissatisfied not so much with the service as with the fees and other services of the company.

Mandatory testing for products and services. To ensure that employees are well versed in the company's services and provide quick and competent advice, we periodically conduct compulsory testing, the results of which are included in the KPI.

In addition to bonuses, we also use non-financial motivation. We have our own internal corporate social network, like Facebook, where our department shows the month's leaders – these are the five employees who made the best indicators. We constantly publish them on the honor board. Senior employees work with those who do not meet the indicators to keep them up to the level of the rest.

Four channels first pass through the bot (whose name is Dana): chat on the website, chat in the application "My tor," WhatsApp and Telegram. In Usedesk, they are connected via the API as one channel. A client who writes to one of these channels first gets into a chat with Dana. Only if she cannot help or the client requires live communication is the client transferred to the operator.

The client's responses to the chatbot are saved in Usedesk so that our operators can quickly figure out the situation. For example, "the Internet does not work for me, connect to the operator, give me gigabytes." Before connecting to the operator, the information is saved in the ticket so the employee can see it all. If we didn't have a chatbot, we would not be able to cope with such a load – we usually have more than 30,000 messages per month.

Usedesk allows you to significantly save an employee's time and distribute his work schedule as efficiently as possible. We set up the system so that it allows three dialogues to be conducted simultaneously at one site.

We have 20 operators on one shift per day, a little less at night. All of them are generalists – they can advise on all issues. But each site has its own specifics. We distribute shifts so that the operator does not have to adjust to the tonality of the site several times during the day. And we alternate people on the sites so that they do not sit in one place and they remain generalists. That is, today you are on the chat, and tomorrow on the social media. But if there is silence on your site, you go to any other site where there is work to distribute the load as much as possible.

All requests from social media enter Usedesk in a single stream and turn into a general list of tickets. To prevent operators from having to select their tickets from it, we have created filters in Usedesk. For example, today, an employee works with personal messages on Vkontakte. He sets the desired filter and sees only the Vkontakte PMs, and the system hides the rest of the tickets. Tomorrow he works with the Facebook wall, applies a different filter, and reads through the posts people leave on the Facebook wall.

In the chat, the working principle is different – the system assigns tickets to employees with "online" status one by one. When the shift ends, the employee changes his status to "offline," and calls are not distributed to him. If the operator consulted a client and finished his shift, and then the client returns, the system will distribute him to another employee who is now online. We did not immediately figure out this nuance, and at first, such a chat hung on an employee who was no longer on the line. But we quickly noticed this and set up a rule that reassigns a ticket from an offline employee to one currently working.

It often happens with us that there are 6-7 online agents, but there are only 3-4 clients in the chat. And literally two minutes later, you look and there are already 20 customers in the queue. We could not understand what was happening and how we could distribute the load to serve customers on time.

And now, according to the reports of Usedesk, we finally saw the load and understood what the matter was. In our chat, employees work in two shifts: from 8:00 to 17:00 and from 17:00 to 2:00. From 12:00 to 15:00, employees usually leave for lunch, not all simultaneously, but in turn – someone at 1:00, someone at 2:00, etc. But all the same, there are fewer people on the line, and at this time, the peak of the load occurs. Then we decided to make another shift from 12:00 to 21:00, and now, when employees from the first shift go out for lunch, the third shift is on duty.

The same occurs with the shift change – at 17:00, the first shift already wants to leave, but messages continue to pour into the chat; they need to be processed. As a result, we wasted those 5-10 minutes while the shift workers entered the system. Now they are being covered by employees from the third shift.

We monitor the load every day, especially during the billing period, fees change. When the load grows, we urgently try to strengthen the team and attract someone for revision. If the load is small, we, on the contrary, reduce the number of operators on the line.

Bypassed Instagram policies. We had an unpleasant blocking situation when we connected Instagram to Usedesk and responded to customers' direct tickets. At that time, we already had an audience on Instagram – marketing and the SMM department are constantly generating content. Because we simultaneously entered the direct messages from different APIs, Instagram considered increasing subscribers and blocking the account . Then we disconnected Instagram from Usedesk and found a workaround together with the support guys.

We created a separate WhatsApp channel and set up an auto-reply on Instagram. Now, when a client writes to us via direct message, he gets an auto-reply with an offer to communicate in WhatsApp and a direct link. The client clicks on it and immediately goes to WhatsApp, and the message also goes to Usedesk. Thus, we process tickets directly in Usedesk, but we still monitor messages under posts in manual mode. We really hope that Usedesk will solve this problem.

Configured a replacement address for calls from the chat. When clients write to us in the chat, the application comes from a single address. They indicate their email address in the body of the letter. We had an "outgoing email" window in the CRM system – we copied and pasted it, but this is not the case here. As a result, the system responded to the ticket's address, and the clients did not receive it. Then we set up a rule according to which the system itself recognizes the client's address in the body of the letter and sends a response to it.

Connected reminders to clients on social networks. Sometimes you ask the client to send some clarifying information, and he disappears. In such cases, the system reminds him: "You forgot to write to us. If your question is relevant, please write back." If he doesn't answer, the ticket is automatically closed.

Implemented templates. So far, we have a small base, but we will expand it. We have templates for all fees and services, duplicated in two languages – Russian and Kazakh. If the employees see that they can respond with a template message, for example, according to a fee plan, they choose the appropriate template and send it to the client.

Launched sales of devices. We recently sent satisfied customers a template message with a link to our store, and we slowly began to sell.

At the moment, all the rules are working for us, we have corrected them, and now we are watching our dialogues online. We measure all the indicators that we need, and based on them, we calculate the KPI as accurately as possible. We can track employees' work by workload (by the number of calls), quickly distribute the workload between them and adjust the schedule. That is, we already receive almost everything that we need through Usedesk.

We are a bilingual company; we serve both in Russian and Kazakh, so we asked Usedesk to make the system recognize the language in which the client is speaking. And recently, an update came out; we checked – everything works. Now we will run the rules: chat greetings and reminders in the client's language.

From the yet unrealized - integration with CRM, which we use . Usedesk does not yet integrate with it, but we already had a meeting about this. The guys from Usedesk took the task for testing – we are waiting for them to return with an answer.

Thanks to Usedesk, what used to be a manual routine has become an automated process that reduces employee work time and allows us to respond to customers as quickly as possible. Our task is to become the number one service in Kazakhstan and the world, and with the help of Usedesk, we are already solving it.