- Agents 310
- CSAT 99%
- Adherence to SLA for Ticket Resolution 92%
- Languages Supported 12
- Products Used
The global market for retail consumer goods has never been better or more fraught with challenges. How can companies accurately anticipate consumer desires, which can shift as quickly as trending hashtags? How can businesses move goods through complex supply chains so that when customers walk into a store, they’ll find exactly what they need?
This is where RSi steps in. Since 2008, the company has helped consumer goods manufacturers and retail businesses respond effectively to consumer demand—improving promotions, launching new products, managing inventory control, and more. Partnered with 225 major retailers spanning more than 150,000 locations across the globe, RSi leverages data so companies get an end-to-end picture of what’s working (or not) in their businesses, explained Ryan McCarthy, Senior Director of Global Customer Operations.
“We essentially sit at the intersection of retailers and consumer goods companies,” McCarthy said. “Our focus is to bring all of the data that happens at the store and back upstream in the supply chain and turn that into meaningful insights.”
To help its customers identify and understand those insights takes more than a superb analytics team—it requires a complex tiered support organization geared toward delivering stellar customer service. That includes a primary customer-facing group, a production operations team, a group of developers and engineers, as well as various strategic and retail account managers and a product management team—all of whom use Zendesk.
“About 70 percent of our tickets are only touched by our first level customer success group,” said McCarthy, who noted that while most of the groups are based in the United States, personnel are also based in Shanghai, Mexico City, Pune (India), London, and various European cities. “There’s probably another 25 percent of tickets that get escalated to our production operations team, and about 5 percent go all the way up to the third level of engineering.”
With a little more than 300 agents handling an average of 30,000 tickets per month, RSi uses Zendesk’s omnichannel solution to manage its growing self-service knowledge base, as well as tickets submitted via web form, email, phone, and live chat. But it wasn’t always this way—McCarthy, who has been with the company almost since it started, remembers the customer service team initially using a color-coding system in Microsoft Outlook. It didn’t take long for McCarthy to realize that this method wouldn’t scale with the business.
A conversation with the head of RSi’s tech ops team brought Zendesk Support to McCarthy’s attention back in 2010. His colleague suggested that the product, which had improved how the tech ops team worked, could help the company deliver better customer service.
“I knew that anything was better than email at that point,” McCarthy said. “It looked like it could meet our needs—then once we got our hands on it, I started to realize the power behind it.”
At first, that power was directed at managing email ticketing, which accounts for 85 percent of customer requests. Phone calls used to go directly to employees at desk phones. Once Zendesk rolled out Talk, RSi made the leap over to VoIP phone support and hasn’t looked back. “That was a quick, no-brainer decision,” said McCarthy. And although chat is lower volume, it was also an easy decision, he said, to move the team over to Zendesk Chat, to funnel all customer contacts into the same system.
RSi uses Zendesk Guide to offer externally-facing self-service, although McCarthy credits the product with playing an essential role in helping to onboard employees who work remotely.
“We have a lot of folks distributed across the country, especially in the US and even throughout Europe,” McCarthy said. “They often don’t get the same level of knowledge sharing and interaction that you get in an office. We often get pinged with a lot of questions, things that we’d love for them to know or be able to look up themselves, especially around our products and data.”
One of the key benefits of using Zendesk as an integrated omnichannel solution has been to reduce customer churn. “Our ability to have the visibility into certain tickets that are being escalated and be able to react appropriately has had a material impact on our churn,” McCarthy said.
“The benefit of having a unified platform is that everything is centralized in one place,” he said. “Zendesk is probably best-in-class or right at the top from a ticket platform standpoint. Having it all in one place and everything quickly mapped together so we can get a full 360-view of a customer in one place outweighs the benefit of any incremental features that we could get from competitors.”
That the centralized solution also comes with a powerful API and a large marketplace of apps has made it easy for RSi to pull data into its data warehouse and to obtain key information through the Gainsight app. The company also uses apps from the marketplace, including the Knowledge Capture App, Five Most Recent, and Cloudset’s SLA to track service-level agreement adherence and capture knowledge for self-service, both externally and internally.
When RSi needs help or advice, the team works with their Zendesk customer success executive for personalized support and recommendations.
“I have no problem saying it—from a customer success standpoint, Lisa Painter has been phenomenal,” McCarthy said. “We’ve tried to take some of the best practices that she’s put forward and have our account managers manage their strategic accounts that way.”
The team has also found value in Zendesk’s Service Leadership Forum, which connects business leaders with similar challenges or in similar industries to help make peer-to-peer connections. As part of the Service Leadership Forum, McCarthy has had the chance to engage in frank conversations with Zendesk leadership about the direction of the product and to voice what he and other customers want.
“The Service Leadership Forum is a great opportunity to sit around the table, bounce ideas off each other, and maybe even influence the products from a roadmap standpoint,” McCarthy said. “It’s been really helpful.”
“We need to continuously reinforce our message for our users that there’s great information in our knowledge base, and every chance we get to drive them there—we want to do that.”