How we support 900 clients with just 1 person

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We are all support
With 12 people on the team, 3 of them remotely, it is difficult for everyone, without losing productivity , to know what each one has talked about with their clients and to be able to answer questions such as Who has spoken with Pipit? What is there to do to it?

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Almost certainly, for example, you have ever experienced something like this: You send an email to a colleague with something that a client has requested, and on the day of delivery the client calls you to see if it is done, you ask your colleague , and he answers:

"The fact that? Oysters, I didn't know I had to »

And at that moment the shit fan comes on. ; P The worst thing is that solving it involves many hours of meetings, calls or emails, for a support case that would have been solved in minutes if your colleague had seen the email. 

It happened to me myself in one of my other 3 companies, and although at first we solved it with an Excel, it soon became unmanageable. I asked friends and they gave me the solution: use a CRM.  

I tried (almost) every CRM on the market, but the good ones were very complicated, and the simple ones weren't useful. So we created a simple CRM for internal use. After a year of working with him, and seeing that it worked so well for us, my partner Alfredo and I said:   And why don't we sell it and help other SMEs and small companies that have our same problems?  Thus was born Suma CRM, now part of Effigy.

When someone talks to a client (be it a call, email or meeting), they go to that client's file  and create a note with everything they have spoken, and that note assigns a task to the person who has to do it.    

By creating the corresponding note within the customer file, all fields that are relevant to the activity in question can be edited. Effigy also gives the option of creating collaborative tasks between several people and measuring their progress.

The improvement compared to the example of sending an email is that, as there are fewer tasks than emails, and they are also in an independent site and arranged chronologically, no one ever misses what they have to do. And not only that, the rest of us can see if he has done it without having to ask him. And most importantly, if there is no time, you can notify the client before, eliminating the uncertainty, which is what really kills a client and makes the shit fan turn on ?    

The second key so that we can all give support without losing productivity is that:  

  1. Stephany centralizes support

The phone number and the support email (support@efficy.com) is carried only by Steph. And follow the same process that I have explained above:

  • If she can solve it, she does it, and also creates a note in that client's file so that those who manage that client find out asynchronously
  • If he cannot solve it, he creates a note and assigns a task to the person responsible, who receives the information asynchronously, and thus does not lose concentration on what he is doing. 

In this way we ensure that the client does not set the pace of support and, although it may seem the opposite, thanks to this we can provide better and faster support, since we can be more focused for a longer time on a single task. 

The third point, and possibly the most different from what you already know, is that Stephany manages that many support tickets do not arrive, because she looks for problems that have not yet come to light to solve them before: 

  1. Stephany goes ahead of the support

One of the things that freak me out about large companies are the compliance departments. 

They are departments that care that what is sold to the client, and what is then worked for, is the same. When they told me about it for the first time, I thought "Damn ... put a third party of yours to audit your own work ... that's really taking care of your clients" 

Well actually compliance is more for regulations and legal issues, but I like to imagine it more for taking care of the client ?

For example, if your company is a service company, imagine how brutal it is for a person to check that the work done by the manager is what has been sold, and that they have also worked well. And if it is not, let it be the responsibility of the "compliance" to solve it, before the customer gets angry.   

Because when a client arrives with a problem, and the fan turns on, it is usually very late and involves a lot of people, meetings, calls, emails, to solve it ...   

In our case, Effigy, which is a product and not services, is something different, but the same philosophy. Steph reviews customers who have not used Effigy for several days . He calls them and solves why they do not use it, and if they need a new tour of the tool, he assigns a task to our «managers / farmers as I told you in the post of« how we scale our commercial team «

 

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