Our goal was to create a seamless customer support experience.
As our company and customer base grew, we embarked on a journey to implement processes that would help improve WalkMe’s customer support experience and support customers on a global scale.
Our vision was to facilitate a fluid end-to-end service for our customers, for any problem large or small. As any support manager knows, this is a monstrous and never-ending project.
The results are in from this year’s customer support evaluation, and the numbers speak for themselves — 98% satisfaction from our client base.
This is how we tackled the challenges and reached our goal.
Challenge #1: Keeping up with a fast-paced market and rapidly changing product
Once upon a time, software vendors sold products to their customers — and the story ended there. In the days of hardware, the bulk of workload fell on the software buyer’s IT. It was an organization’s responsibility to install, maintain and update the software they used.
SaaS has ushered in a new paradigm of software customers. A huge part of a SaaS product’s success is contingent on the support system in place, as they are the destination for all and any user hiccups.
Not only that, but the product itself is constantly evolving and getting better. When new features are released, we need to be ready and waiting to support any problem they might encounter.
For us there is an added challenge: As WalkMe becomes a key tool for our customers — our customers often use the product on more than one system, department or organization-wide. The pressure is on us to fix the problem as fast as possible so their organization does not lose valuable hours of work.
Solution: Dynamic operations coupled with robust knowledge generation
I cannot overstate the importance of being in constant movement. We are always learning.
With each update, we educate ourselves on the new features and then as the tickets filter in we are able to generate new knowledge about how the product is being received and used on the ground.
A big part of our success is our processes for distributing this knowledge — whether it is within Support or to other key departments. Because of the communication systems, we have put in place, not only are we the first responders, but we actually influence the trajectory of the product.
Our dynamic nature also means we regularly reassess our progress based on the tickets we have seen coming in and out, the service we have provided and the results we receive. This enables us to act quickly and make adjustments when something is not working.
Challenge #2: Reducing resolution time without hurting the level of service
It goes without saying that any support center wants to reduce resolution time per ticket. As business needs grow, this becomes an important puzzle to solve.
Doing this while growing our team and without hurting the quality of support we offer — that is where things get complicated.
Solution: Collaboration, automation, and data-backed decisions
The goal is to work faster without actually working harder. If we are simply pushing agents to constantly work harder, they will inevitably hit a wall or burn out.
First, we prioritize collaboration. Rather than individual agents, we think of ourselves as one giant service group — spread across the world but working as one seamless unit.
Second, we are big believers in automation. If we can automate a process, we will usually opt to do so. As a tech company, we are obviously very tech-forward, but even within the company, we put a special emphasis on streamlining workflow with digital tools.
Third, everything we do is data-driven. The numbers not only speak, they lead the way. We have built the department by monitoring and reviewing the data.
Our graphs reveal trends — we are then able to know where to focus our time and energy, where the team needs more training and where issues are reoccurring. Most important, we are able to pass on this information to the relevant departments.
Challenge #3: Reducing ticket number and increasing satisfaction
This might seem like a redundant challenge to the above, but the difference is big.
When a customer encounters difficulty, it causes frustration. Even the best customer support in the world cannot compete with the experience of using a product without a hitch.
Solution: WalkMe for WalkMe
We have a secret weapon for reducing tickets. It’s in the form of our own product, overlayed on our product.
Let me explain. At the very surface level, WalkMe is a guidance and engagement layer that helps users navigate complicated software or any web-based platform, helping users make the most out of your digital skills. By putting WalkMe on the WalkMe editor, we were able to offer guidance to users facing common setbacks adopting our features. Inception.
Using our comprehensive data, we analyze and organize tickets into 5 categories with relevant subcategories. By doing so, we are able to understand what tickets are “self-sufficiency” questions, in other words, questions that users could solve themselves.
We then create a Walk Thru to offer assistance to the user in their moment of need. This has proven invaluable in reducing our workload and, as we have proven, increasing customer satisfaction.
Experienced Vice President Of Global Support and Knowledge Operations with a demonstrated history of working in the internet industry, security and BI. Skilled in Service-Level Agreements (SLA), People Management, Professional Services, Data Center, and Contact Centers. Strong business development professional with a BSc. focused in Computer Science.