Client Background
A company in the performance marketing sector operated a lean client support team dedicated to assisting self-serve clients in a low-cost service tier. This small team primarily responded to customer inquiries reactively, handling various requests with limited resources. With customers often expecting account management services, the team felt pressured to meet these demands despite lacking the capacity and specific skills required. This reactive approach left the team overworked.
Challenge
The team struggled to deliver effective service and managing workload. Vague Service Level Agreements (SLAs) led customers to anticipate personalised service, resulting in tailored responses and extended response times. The team spent most of its time handling complaints and urgent issues, often engaging in manual work that wasn’t visible or scalable. Team members viewed the role as a stepping stone toward account management, leading to high turnover and frequent rehiring. Recognising these issues, the company sought to improve both the customer and employee experience without significantly increasing costs.
Approach
We took a comprehensive approach to clarify the team’s role, streamline processes, and enhance both client and team satisfaction.
- Defined Service Level Agreements: We clearly defined the scope of services covered within the SLA, specifying which tasks the team was responsible for and which they could decline. This set clearer boundaries with clients and reduced the team’s workload.
- Upsell of Account Management Services: For clients needing more personalised support, we introduced optional account management services as add-ons, creating a new revenue stream and managing client expectations.
- Streamlined Communication: To leverage the team’s time and focus, we removed phone calls and focused all communications on email. Clear response times were provided via auto-responders, minimising client expectations of immediate responses.
- Developed Onboarding Resources: We created comprehensive onboarding materials for new customers, including step-by-step guides and playbooks, allowing clients to get started independently without requiring team support.
- Strategic Hiring and Team Structure: We hired team members with customer service backgrounds and long-term commitment to support roles, fostering expertise and pride in customer service rather than account management. This also involved creating specialised roles within the team to provide growth paths without needing to change departments.
Results
- Higher ROI: By reducing over-delivery and introducing upsell options, the team became more efficient, and able to provide a better customer experience
- Increased Team Morale: With clear roles and growth opportunities, the team became more motivated and satisfied, reducing turnover and minimising downtime due to hiring and training.
- Enhanced Customer Service and Success: The redefined service expectations and onboarding resources improved customer satisfaction, allowing the team to provide consistent, high-quality support.
This transformation empowered the customer service team to operate with clarity, efficiency, and a sense of purpose, enhancing both customer satisfaction and team stability.