Dan Moross, Director of Customer Experience at MOO reveals how his team have become no.1 for live chat in the Top 50 Companies for Customer Service and regularly achieve “very, very low wait times”
MOO is an online print and design company that, since its launch in 2006, has managed to disrupt a £445 billion industry,prints millions of cards a month and has hundreds of thousands of customers in over 200 countries.
The brand has firmly etched a place in the hearts of its customers with a “very high” NPS rating with their combination of great design and excellent customer service using Live Chat.
MOO ranked first for the live chat channel in 2015. What do you think you are doing differently to other contact centres? What is your magic sauce?
I think the first piece is that chat is a priority channel for us. It’s actually our number one channel. It represents almost 50 percent of all our contact.
Chat also makes up a large part of our training and our on boarding. I think some organisations silo it off as a single channel, or a single team; we’ve made it the heartbeat of the contact centre.
Finally, customer experience is paramount to us. We try to make chat as easy and as intuitive to use as possible. We have a very low barrier to entry; it’s available 24 hours, five days a week. We have done everything possible to make people feel comfortable using our chat service.
Could you give us an overview of how your teams are structured and how you manage your resources to deliver such a high standard of service?
Because chat is such a priority for us, we’re staffed up to deal with the demand, so we have very, very low wait times. I think the average speed to answer is one minute, but actually the majority of chats are answered instantly; just because we throw so many people at the channel.
Are your agents cross-trained across all channels?
Every single person is able to handle any channel. If it is a busy period, we can throw additional people straight up to chat, rather than only having five people who are the ‘chatters’. Everyone can jump in if necessary.
What are some of the KPIs you measure success by and how do they differ from an average contact centre?
With chat, we have two core SLAs:
1. Less than 5 percent abandonment. We actually achieve much lower than that, usually around the 2 percent mark.
2.Next up is CSAT. Customers can – at any point during the chat – leave a ‘thumbs up’ or a ‘thumbs down’ rating and leave a comment. We’ve set an SLA of 95 percent for that. We get about a 50 percent response rate on the CSAT and consistently achieve above the SLA.
There are tonnes of other metrics that we’ve got under the hood that we jump into for forecasting purposes, but it’s really only used on an ad hoc basis, rather than something we look at regularly.
What technologies and tools do you use?
We use LiveChat Inc. as our platform provider. It’s got a lot of really helpful tools.
We can set up specific goals, whether its conversions or getting people to a certain page on the website.
It has really helpful features for agents too. Because we are a design and printing company, we often need to exchange files. So, customers can send us files via chat and vice versa.
We also use Zendesk as our ticket repository. This is where all our emails are processed and all our phone calls are handled. At the end of every conversation in LiveChat, agents create a ticket, which passes over the email addresses, details and transcripts.
What are some of the challenges you have faced in forging a well-oiled contact centre and how have you resolved them?
I think most contact centres have challenges with staffing at the right level.
We’ve actually got quite a low staff turnover; but we’re growing very, very fast. We’ve got a lot of upward mobility, with people moving to other roles in the company. Whilst that’s obviously great for the individuals and great for the company, it can quite tough for us as a team, because we’re often losing our best talent to other areas and having to backfill those roles.
Probably one of our biggest challenges is making sure we’ve always got the right amounts of bums on seats, fully trained and introducing workforce management has helped us a lot with that. Most contact centres operate in a high staff turnover environment.
What advice would you give in terms of training and maintaining brand identity?
I think you’ve got to be super selective. We, as a company, have a motto, which is ‘hire slow, fire fast’. We spend a lot of care and diligence in the hiring process, to make sure we get the right people in the door. That starts with our internal recruitment team, right through to the supervisors and the managers that do the hiring.
We not only spend a lot of time picking the right people but also once they’re in the door we spend about three months actually on boarding them. They’re not a fully-fledged agent until they’ve completed their three-month probation period.
One of the things that we’re really keen to do is hire people that align well with the brand, and make sure that they are good, nice, honest and hardworking people. People, people, if that makes sense.
Do you have autonomy over your budget? If not, how do you get buy-in from senior leadership in terms of spending for customer insights and training?
The entire budget process is a mixture of top down bottom up, so they’ll come to us and say, ‘What do you need?’ and we’ll put together what we think we need for the year.
Normally, it’s a specific percentage of revenue, which means that, as the company grows, we can continue to grow our budget. We’re given a fair amount of autonomy we’re in pretty good control of what we’re allowed to spend, within reason.