“Before we developed a process to measure and influence quality, it was considered a positive coincidental outcome of a great team with a culture of effort. But quality isn’t something that simply happens. To us, quality became something we could influence and actively trigger because we developed a process for that. And this in turn has become increasingly important as you add a new location thousands of miles away from the headquarters.” — Daniel Figueiredo, Pipedrive
Number of agents: 40
Number of integrations: 2 (Zendesk and Tableau)
% Support via livechat: 70
Number of tickets reviewed per week: 400
Pipedrive is built around the philosophy that salespeople cannot control the outcome, only their actions. The company helps sales teams focus on sales activities that matter. They have grown to over 50,000 customers globally and to almost 300 employees working in offices in New York, Lisbon, London, and Tallinn and Tartu in Estonia.
Mario Tasane, a Senior Customer Solutions Manager helping manage 40 Solutions Experts, and Daniel Figueiredo, a Project Analyst helping the Customer Solutions team with analytics, spearhead the QA program at Pipedrive.
Pipedrive's conversations with a business owner or a sales team are rarely related to technical bugs and are more often about how to best use Pipedrive.
Quality conversations for this team mean not only answering the issues raised by the customer but understanding and addressing underlying issues the customer might not realize yet. The goal isn't simply to close one ticket and to move onto the next, but to guarantee a positive customer experience.
When customers have quality conversations with the support team, they are more likely to spread the word and preach the product to their peers. When provided an exceptional customer experience the customers also get better results with the Pipedrive product. Pipedrive comes off as more trustworthy.
Most importantly, this also shows up in Pipedrive’s positive CSAT comments - the customers mention and appreciate the quality of the interaction (ex. tone, expertise, not feeling rushed) more than speed of the responses for example.
“Organic growth from word of mouth is the best kind of growth.” — Mario Tasane, Pipedrive
“Quality as an independent measure didn't exist before [MaestroQA]. It used to be considered a matter of perception as managers came across a specific case, not something we could actively trigger.” — Daniel Figueiredo, Pipedrive
The previous feedback process wasn't quantifiable. Managers would look at 30-40 tickets a month, each manager hand picking 10 tickets with no set criteria on how to grade them or how to provide feedback. The feedback was documented in a shared spreadsheet, but no score was attached to a ticket and the given feedback was not tracked in a systematic way.
When Pipedrive's Support team grew quickly from 15 to 40, they needed to implement a formal way to manage and influence quality to mitigate the risk of quality mishaps slipping through the cracks.
With MaestroQA, Pipedrive reviews 300 to 400 tickets per week and gives valuable feedback on those tickets. Agents have clearer expectations of what it means to deliver a high quality conversation. Through calibrations, managers are more aligned on how to coach their teams. The training specialist can dig in to better understand what aspects of quality receive lower scores.
Pipedrive recently configured MaestroQA to automatically send data to Tableau to build more customizable reports. During the weekly Support KPI-meetings to review Helpdesk metrics, Knowledge Base metrics, and QA, quality has become the longest segment with the most to discuss!
Over the summer, Daniel wants to combine QA scores with Zendesk metrics in Tableau to understand how QA correlates with Chat Resolution time, Ticket Volume, and more, to find ways to take further action with QA scores.
Stay tuned to learn how Pipedrive quantifies the impact of quality in a follow up post.