Taylor Stitch offers quality custom clothing at an affordable price. What started as a custom shirt business has grown into a line of fashion apparel. With their crowd-sourcing model, it allows consumers to feel connected through the entire process of Taylor Stitch's ever growing collection. Taylor Stitch is unconventional, innovative, and always testing out new ideas for their consumers to try.
Biggest unknown at the time was along the lines of what percentage of customers were unhappy with customer service that we weren't aware of. And the ‘we don’t know what we don’t know.’ Obviously when someone has an experience that would be much further out on the spectrum of what's normal you can generate responses–sort of a squeaky wheel problem. We were relying pretty heavily on just a standard CSAT score, and I'm not sure that provided enough information to really know if we were doing as good a job as we could have.
We've made some pretty big strides in the last three months and the support team is now able to get through tickets faster and better than we were able to before. We consider Boostopia as our true “Director of CX,” but not in a way that is brash or something our CX leader dreads. Boostopia has been the guiding light into helping teach our CX lead the skills and tools needed to get our CX operations to the point we have all hoped for... understanding cost per ticket and reducing it by 45%, freeing up time for members of the team to shift into new roles, and really creating a foundation necessary to scale at a blistering pace.
REDUCING COST PER TICKET BY 45%
"Boostopia has been the guiding light into helping teach Mina the skills she needed and tools to get our CX operations to the point we have all hoped for, understanding cost per ticket (reducing it by 45%), freeing up time for members of the team to shift into new roles, and really helped clean up a problem that was necessary if we wanted to continue to scale at a blistering pace."
Scaling. Understanding how to funnel tickets in efficiently. Setting up reporting that was clean, digestible and allowed one to drill into certain categories but gave a bird's eye view… Zendesk was made by engineers, so that’s not an easy task to do on your own. And honestly, morale. Being in CX is a grinding job, and there needs to be upward mobility for all individuals in the company. When you’re moving fast as a company, CX members have spent far too long in the trenches and now know the valuable information we can use to benefit both the business and our team.
We were having a difficult time proactively providing customers with information so that they did not need to reach out for support. We didn't know what that information was, and we didn't really have a way of looking back at support tickets to see clear areas of weakness to improve the customer experience going forward. In addition, with such a small team, we were having a hard time answering all the tickets within 24 hours. The goal every day was to do that to the best of our ability, but it was a struggle for sure.
A lot of ways. Definitely, ticket mitigation I would say is the big one. We are probably receiving 50 percent fewer inbound tickets than we were just three or four months ago. But I’ve always been a firm believer of allowing individuals to grow and use skills they’ve learned on the job to add incremental value to other parts of the business. We had two very talented individuals spending time manually entering in returns. I can happily say we’re moving away from that, and the impact on our top line and morale will be priceless.
We have the ability to think of customer service as being a little bit more proactive versus reactive. So we now have the opportunity to assist customers that are behaving as though they're on the fence or have specialized style type questions who are lower funnel type versus just trying to initiate a return or needing to know the location of a store.
Now we don't spend all day answering support tickets. It used to be that the two other in-house people on my team would spend most of the day answering support tickets and I would be working on other customer experience initiatives. We all are spending exponentially less and less time [answering tickets] because our workflow is optimized and we're a lot more efficient which means that we can help tackle and develop other areas of the business to create a broader, deeper Taylor Stitch brand.
In order to scale support, you're going to have to automate things. An indication of good support is that you are not answering support tickets all the time. People reaching out means there is a problem. In order to scale, you have to automate redundant tasks. There doesn't have to always be a real human being on the other end of the line to make the customer feel like they're getting a prompt, personalized answer. Understanding those two fundamental things, [Boostopia] has really helped us reshape the way that we approach to support. We've in turn made developments like optimizing Zendesk and putting up a help center so we can spend less time doing the actual support and more time thinking about some of the ways that we can provide a better user experience to surprise and delight our customers.