Kapten presentation

1. CS LISBON HUB
Case Study April 2019
Diogo Cerqueira

2. Overflow + Backlog issues
CS Team workforce approach

3. How to deal with the Overflow and Backlog issues
Assess the Kapten CS Team manpower, meet with current
management and senior staff, the operators, getting the feel of the
current situation and the size of the Backlog is essential to implement
a strategic plan we will need to check:
• where the business is now
• where it wants to be
• what it needs to do to achieve that and how

4. How to deal with the Overflow and Backlog issues
• Make a general meeting after the assessment is done using real data
in order to explain next steps and request the Team participation in
order to solve the backlog and create a better work environment
for everyone, workflow and volume can easily destroy morale on
the long term.
• Clearly explain this Team effort will reflect in better and less
stressful work conditions in the very near future and we will have
to put some extra hours in order to solve this issue. Ask for their
commitment and if they can help with some extra hours during this
time (a prediction of requested extra hours can only be done after
the initial assessment)

5. How to deal with the Overflow and Backlog issues
• Also explain that after the backlog is dealt with, we will study the
career path, bonuses and work conditions in order to create better
solutions, so a general and incognito quiz will be made.
• I will also explain by example of past experiences how impossible
situations were solved by taking the correct and studied approach
and how the commitment of the Team is vital.

6. How to deal with the Overflow and Backlog issues
• Assign a team of senior or most productive / effective staff
members in order to assign correctly the backlog and identify really
urgent requests. At the same time identify most common requests
and create templates in order to create a clear and standard
corporate language.
• Assign amount X of operators that are identified as capable of
handling large quantities of requests and have them dealing with
the most “common” requests using the Templates created.

7. How to deal with the Overflow and Backlog issues
After the backlog is solved or at least under control a more detailed
Team assessment is necessary so the next steps should follow:
• Seek to align
• Integrate
• Synchronize everything
This will help to build a high level of trust and
commitment, work well together, and enjoy doing
so while at the same time solve the backlog and
create value.

8. How to deal with the Overflow and Backlog issues
We need to deliver excellent results while providing each member of the team the opportunity to grow
personally and professionally.
Create the necessary conditions in order for any worker to become a part of the project, and commit to a
shared goal or vision one that is larger than themselves and that presents a meaningful challenge. By
committing to working with one another, recognizing that they depend upon one another's efforts and they
hold themselves jointly accountable for outcomes as a Team.
Help them get the complementary skills necessary to get the job done:
• Team coaching
• Individual coaching and feedback
• Progress assessment and webinar
• Follow-up / personal and team sessions
• Comparison reports
• Company general reports

9. How to deal with the Overflow and Backlog issues
• Trusting One Another: When team members are genuinely transparent and honest
with each other, they are able to build vulnerability-based trust.
• Engaging in Conflict Around Ideas: When there is trust, team members are able to
engage in unfiltered, constructive debate of ideas.
• Committing to Decisions: When team members are able to offer opinions and
debate ideas, they will be more likely to commit to decisions.
• Holding One Another Accountable: When everyone is committed to a clear plan of
action, they will be more willing to hold one another accountable.
• Focusing on Achieving Collective Results: The ultimate goal of building greater
trust, conflict, commitment, and accountability is one thing—achieving greater
results as a team.

10. How to deal with the Overflow and Backlog issues
People are a key element in delivering customer satisfaction.
All staff must be committed to a customer-orientated culture. This means that employees need
appropriate training to ensure they have the skills to meet customer needs.
This training also helps to develop a culture of improvement.
A training program costs money. However, the costs of not training staff can be even greater!
This can result in loss of business, loss of revenue and, worse, loss of reputation.

11. Overflow + Backlog issues
Technical aspects to consider

12. Technical aspects to consider
Of course, none of this can be solved relying only on the current or even temporary workforce.
Management, Marketing, Product and Technical Teams must be involved since the very early stages of the
assessment.
The same questions are vital for the technical solutions we need to implement but we need to look at them
in a more detailed approach, therefore SLA and KPI must be defined in order to move forward.
• where the business is now
• where it wants to be
• what it needs to do to achieve that and how

13. Technical aspects to consider
SLA should be defined for:
• Time to First Response (if service runs 24H a 2 hour max should be expected, if not more data is needed)
• Time to Resolution (depending on issue several should be considered but a 48H max for any issue is best
practice)
• Time Waiting for Support (this will also help show to the other Team’s the impact of their reply time)
• Time Waiting for 3rd Party (There could be customer requests that require a third party (non-service desk
team member) to review, approve, or otherwise provide input on the customer request.
• Number of Requests Resolved Through Use of Knowledge Base and what topics ( this will allow to
gradually increase the self-service option and deflect the need to create a ticket)

14. Technical aspects to consider
What is the system / software Kapten is using currently?
• Is it effective? Do we have reports? Are the previous SLA proposed options measured?
• What is the current cost / budget?
• Do you want to invest in I.A?
• Is it customized or sold as ready to go solution?
• Do you want to have a LIVE aid service?
All of these and furthermore questions are vital to the development of solutions for the Customer Support
Team.
• Clearly defined and shared goal Consistency in execution
• Perspectives of different teams are aligned
• Processes and outputs are not owned individually, but shared
• Teams collaborate, not compete

15. Technical aspects to consider
First of all there is the need to map the customer journey when contacting the CS and the different impacts at each
stage:
• Distinct stages of customer interaction
• Requirements in each stage
• Owner or person/team in charge in each requirement
For this we need to
• Clearly identify our customer needs at each stage
• Consider our customers impact on the company
• “Listen well and listen often” to our customers, encourage their feedback, award and recognize them
• Base our strategy on what “they want” not what “we think” they want
• Develop a customer-focused attitude across all Teams
• Clearly communicate the strategy and its purpose to the teams
• Provide the resources that team needs to implement it
• We don’t need friends but satisfied customers

16. Technical aspects to consider
When identifying the areas of our service that need improvement, we need to follow a cycle similar to the
one shown below.

17. Technical aspects to consider
Customer support is a highly measurable activity we have among other thins to measure:
• E-mail / Tickets volume
• Chat times
• Resolution rates
These and other metrics are more easily recorded and measured today than ever before. But what
it can’t do is tell us what matters most to Kapten. So of all those options, what should we measure and how
should we report on it?
When it’s clear about why we are reporting and to who, we can decide more easily what should be reported
and, equally important, what not to report on.

18. Technical aspects to consider
Measurements can easily be taken at the level of the individual ticket and then aggregated to report on
overall team performance and individual customer service agents.
Customer service reporting is done at three levels, and the contents of those reports are different each time.
•KPI for Individual agents are emailed daily reports on their personal activity and their team’s activity.
•A monthly report is shared with the whole company. These reports remove some of the individual agent detail but
add long-term perspective and CSC KPI performance.
•The highest level of reporting is presented on a couple of slides to the senior management team, with some written
comments to explain the trends on display.

19. Technical aspects to consider SLA
• A Service Level Agreement, or SLA, is an
agreed upon measure of the response
and resolution times that our support
team delivers to our customers.
Providing support based on service
levels ensures that we are delivering
measured and predictable service. It also
provides greater visibility when
problems arise.
• We can define SLA service targets with a
chosen software like Zendesk Support so
that agents can monitor our service level
performance and meet our service level
goals. Zendesk Support highlights tickets
that fail to meet service level targets so
that you can promptly identify and
address problems. ( other software's are
available)
• For this each issue will enter the
workflow chart as a Ticket, this way
triggers and escalation points can be
created and fine tuned. Creating a ticket
workflow with triggers will allow us to
control and solve the important issues
first and help get instant feedback on
issues along the pipeline.

20. Technical aspects to consider
Triggers can help manage workflow and improve our
customer satisfaction by automatically performing actions
whenever a ticket is created or updated with specified
conditions.
Here are some uses for triggers:
• Notifying customers when you're out-of-office
• Sending customer satisfaction score follow-ups
• Routing your priority customers to a specialized support
group automatically
• Notifying agents when a problem ticket has reached a
certain number of incidents
• Adding and removing tags
• Automatically assign tickets by channel
• Escalating tickets
• Decreasing spam emails and automated responses

21. TEAM CS SPIRIT BOOST
Boosting employees’ morale and motivation

22. Boosting employees’ morale and motivation
Volunteering
Taking part in volunteering events encourages
both the company and employees to give back
to the community, while promoting the causes
they care about most. Fitness or sports activities
Management could try planning activities that
encourage a healthy lifestyle as part of company team
outing ideas in order to encourage team spirit within
the company.
Team social outing
Ideas to encourage team spirit does not have to be
serious or having to learn valuable lessons all the time.
Outings could be as simple as heading out after work
on a Friday evening for drinks and pizza
Turn Seasons into Celebrations
Encourage employee engagement by taking
advantage of the seasonal weather to take the
team out on an outing. Consider the weather
and the holidays associated with the four
seasons when planning company events.
Outdoor adventure
Companies could bring the team together into a
different environment to give them a new perspective
on how to work together. This is a great way
to encourage team spirit in the company.

23. CS LISBON HUB Case Study by Diogo Cerqueira
Presentation made for Kapten by
Diogo Cerqueira +351 966188961
diogo.nazareth@gmail.com