Do you know the D-Sat? Invented by Withings, it's the dissatisfaction index linked to a discussion with a support agent. Jean-Baptiste, COO at Withings, introduces a support service built piece by piece by their team of engineers in order to achieve an incomparable level of quality and precision.
Established in 2008, Withings is a world leader in connected health technology. Its team of engineers, data scientists, and healthcare professionals have enthused everyday elegant lifestyle objects with medical and wellness capabilities to efficiently track health vitals. Its portfolio of devices includes connected scales, hybrid watches, smart thermometers, blood pressure monitors, and sleep trackers to empower individuals to take control of their health and track medical and wellness data.
A structured team
As COO of Withings, Jean-Baptiste manages three newly brought together departments: Quality, Logistics, and Customer Care. This restructuring aims at ensuring consistent satisfaction which comes down to two major indicators: on one hand, satisfaction, which is calculated through various KPIs, and on the other, the experience, which is evaluated from the payment to five years after the purchase of a Withings product.
As a result, the customer care team counts more than 80 people, with several divisions. While level 1 and Level 2 tickets are mainly solved by two different outsourced teams. Divided by language (one team solving french- and german- language tickets, and the other english-language tickets), the internal team, based in Paris and Boston, is a 20 agents squad dedicated to level 3 tickets, and several admin roles. Among those, a small team is dedicated to forecasting the activity and staffing agents; another aims at measuring the quality of answers through both tone of voice and analysis of several KPIs, while finding areas for improvement and managing continuous training for agents. Finally, a content team is in charge of the public help centre, and the Confluence tool used as a Knowledge Base.
This whole structure aims at ensuring that while the number of tickets increases with the growth of the company, only 2% of all tickets find their way towards Level 3 agents. As a result, the complexity of Tier 1 and Tier 2 tickets slowly increases, letting the Tier 3 team focus on troubleshooting and several areas of interest such as new products, while a new task force dedicated to B2B support now helps the company on of its new goals: operating hand-in-hand with caretakers and medical staff.
To support this well-oiled structure, Withings decided to use Zendesk as a ticketing tool. But engineers to the core, they had several of their engineering and dev people tweak the instrument. Now, more than 20 tools have been implemented into Zendsek, enabling agents to see at a glance the customer’s last order, to have access to the right Confluence article through a keywords engine, or to give access to the tech team in case of troubleshooting.
Everyday partners to their customers, for everyday products.
Today, Withings provides support through email, phone, and recently through live chat. Since their products have a long life expectancy and provide everyday data to their customers, the objective of the company is to be available every day, with minimum effort for their customers.
The new implementation of the live chat, for instance, aims at providing support more easily, while the opening hours have been expanded during weekends and nights so as to provide the best experience.
Bringing creativity to support
At the end of our interview, Jean-Baptiste is asked his preferred tool. His answer: creativity. While he understands that not every company has engineers to customize their tools, he believes that being creative in the approach of customer care is of the utmost importance today. To him, customer experience has become the most essential component of a purchase; and for this reason, every company should now dedicate resources and creativity to their customer care.
A special KPI was also created by Withings. The D-Sat measures the level of dissatisfaction tied to an agent’s performance, i.e. their tone, the amount of tickets needed to solve the problem encountered, etc. The aim for the company is to bring this KPI to the lowest possible level.