How to upgrade your support service with a virtual PBX

[ashammi228]

Content
Working with CRM: Order as the Basis of the System
VATS: virtual coach, notifications and dashboards
Integration of VATS and CRM: simplifying work, improving quality
Results
Two years ago, to improve service, we completely rebuilt CoMagic support with the help of our technologies. Last quarter, we received the highest quality rating from our clients. I will tell you how virtual PBX, dashboards and CRM integration helped us.

I believe that if you can’t digitize something, you can’t telegram australia control it. When I took over CoMagic support two years ago, I started by implementing quantification:

quality of service,
load distribution,
employee training.
Our own technologies helped us digitize all of this and understand how close we are to our goal - to become the most caring support service, to anticipate and successfully solve customer problems.

Working with CRM: Order as the Basis of the System
Previously, our business process for working with clients looked like this:

→

the sales department transfers the client to the support service, and small, medium and large businesses are managed by different managers;

→

If a new client calls and asks questions, they help him, if not, managers process other requests;

→

similarly with existing clients: he calls - we will help. Calling ourselves, asking how things are, if everything is OK, there was not enough time.


At the same time, the bulk of the base was made up of medium-sized businesses — the most promising in terms of development. After all, along with the company, its needs and capabilities grow. But there were 40 clients per manager who worked with medium-sized businesses. He did not have time to call everyone. There was no interchangeability: if a specialist worked only with small businesses, he did not know what to do with large clients.

When I studied the data in the CRM, it turned out that we had not communicated with hundreds of companies for more than two months - we knew nothing about them, did not support them in any way.

And then we redistributed the base. Each manager now has 10-12 medium-sized business clients, several large and small ones. He communicates with everyone, works with different companies.

We also reviewed the activation group logic. There is a different rhythm here, new clients often call themselves, and if not, we have to do it to find out if everything is connected, if all the functionality is clear. When we listened to the calls, we realized that for a number of complex services (for example, speech, end-to-end analytics ), an additional call with the client is needed after connection - to clarify if there are any questions, whether the result is visible.

Now all information about clients is displayed in the CRM:

when and to what services the client is connected,
what problems arose during the work process,
for which products upselling is possible.
When a client is transferred from the activation group to support (after 6 months), the manager additionally fills out a special report, all data is saved.

We have a custom CRM, which we constantly improve to suit our needs and current business processes. But if you want to put things in order in your service, start with any ready-made solution.


We were able to digitize:

loading managers,
frequency of contacts with clients,
compliance with business processes.
At the same time, we implemented call listening with quality assessment, I will tell you more about this later. Of course, the new approach was not to everyone's liking, especially employees who had long worked according to their own rules and inner feelings. Looking ahead, I will say: as a result of the department transformation, we lost 30 out of 40 account managers. But the result was worth it.

Tips for using CRM in your support department:

track compliance with regular business processes. For example, payment reminders, work on technical requests, calling a client if there is no communication for a specified period;
automate feedback collection. For example, after closing a technical task, send the client a survey to assess the quality of the task solution, record the result in the CRM. If the assessment is below 4 points or contains a comment, involve the team leader, discuss the situation with the manager.