Basware is known for delivering leading edge financial software that cuts costs, increases efficiencies, and reduces risks to an enterprise’s global operations. They help customers simplify operations and spend smarter by automating procurement and finance processes.
What makes their offerings world-class is both the capabilities they provide and the way they provide them. That ‘way’ went through an overhaul, starting in 2017, when Basware initiated an upgrade to their customer service management systems to better control tickets, increase customer satisfaction, and demonstrate success.
Starting with employees
Recognizing that happy employees would lead to happy customers, Basware looked at how they could improve their employee experiences. They reworked processes to make sure customer service agents were not being assigned more than they could handle and everyone was up to date on objectives and milestones, so they could share progress and celebrate successes. In addition, support started proactively informing country managers and customer success managers about the state of affairs in support to help with ongoing customer discussions.
They immediately saw results. In just four months, they saw the percentage of tickets resolved within the first 24 hours go up from 27.8 percent to 41.4 percent. The percentage of global resolution SLAs met increased from 87.5 percent to 93.4 percent. Better yet, they saw service desk NPS and satisfaction scores go from a low of 16 to a high of 58.
Looking at support tools and technologies
While these measures moved the needle, Basware noted the technologies, themselves, they relied on to deliver customer service could be hampering their ability to further accelerate progress. Support tools they were relying on were up to five years old, consisting of a mix of off-the-shelf and self-developed solutions that introduced a lot of unnecessary complexity and created data silos. As a result they:
Didn’t have a single, consistent view of all their data - had to work with several solutions in parallel, copying and pasting text to try to pull information together
Had no way to answer simple questions, without a host of excel spreadsheets and manual data crunching
Couldn’t define new metrics to track success, without the help of IT operations
Weren’t able to effectively use omni-channel communications – no online module for customers, just email and basic contact forms, and chat was only available within selected solutions
They concluded trying to upgrade or revamp all these different solutions was going to take too much time and effort – and simply not deliver the results they were looking for. So, they embarked on a transformational customer service project, with the primary objective to boost the speed and quality of support offered to customers.