Mea culpa, mea culpa, mea maxima culpa. (Loosely translated - "My fault, my fault, my most grievous fault")
For those of you that just tuned in, and to make sure that we're all on the same page...
Our customer service stinks.
You know it, I know it and everyone that works here, from the front office to the corner office, knows this as well.
We've got great people and they've got great answers for you, but we haven't been able to get you these answers in anything remotely resembling an appropriate period of time. This is not an acceptable situation and we must fix it. This post outlines how we got you into this mess, and what we're doing to get you out - hopefully in specific and meaningful terms.
First, some history...
Summer 2006 - Customer service was doing pretty good. We introduced telephone support for Netidentity customers and were able to maintain a 24-48 response time for email (weekends and holidays notwithstanding) and telephone inquiries were answered in the order of minutes (as long as 15 minutes during peak times, not hours). In the June, July, August time frame, we received approximately 60,000 inquiries.
Fall 2006 - The wheels fell off the wagon. Because of the myriad of issues associated with the email migration from Outblaze to Tucows Hosted Email service, we received close to 100,000 inquiries between September 1 and October 31. We were only able to answer approximately 60,000 of those. We attempted to try and deal with this volume by bringing in temporary contractors, but the quality of the responses dropped so drastically that we were essentially embarrassing ourselves by letting inexperienced temporary workers answer your questions. We ended up doing a ton of overtime just to get us through the 60,000 we did answer.
Winter 2006 - The volume of inquiries decreased dramatically to approximately 50,000 and we answered almost as many of them - answering 50,000 questions means that we only answered 10,000 questions from the Winter period because we still had 40,000 that we didn't answer in the fall period. This means that very few of you actually got good answers to your questions in a reasonable period of time. We experimented with answering questions by sending out FAQs as mass mailers, but your feedback was quite clear - you wanted a more personal response than an FAQ could provide (and you wanted answers much quicker). It was also during this time frame that we changed management of the customer service team and brought back as many of the old Mailbank customer service staff to help us respond more effectively to NetIdentity customer service issues. We took drastic measures to deal with the extreme circumstances that we had caused for ourselves.
Winter 2007 - Knowing that we were carrying over 40,000 inquiries into the New Year didn't sit well with anyone. Hiring efforts were well under way, but it takes time to find, hire and train good people and even if we got lucky had all the new representatives manning the phones and inboxes answering your questions, the average rep can only really handle 100 or so inquiries per shift! 40,000 tickets would take a full person year to answer. This lead us to the realization that we had to take drastic action to deal with all of your questions. We needed a better plan.
The Plan
Typically, we divide up our customer service reps into groups, roughly 1/2 of them work on Domain Direct issues, and 1/2 on NetIdentity issues. Some of each of those focus on email, and some on telephone calls (the numbers assigned to each vary based on volumes and other factors). This arrangement has proven to be the best way to deal with the regular amount of questions you have for us - typically about 500 or so a day, 7 days a week. BUT, it doesn't permit us enough flexibility to deal effectively with unexpected volumes.
In early January, we implemented an aggressive plan designed to deal with the backlog of outstanding inquiries and get us back to full quality of service for the customer service group for both Domain Direct and NetIdentity by the beginning of March. Put another way, the team is working aggressively on the following guarantee:
Back to normal by March 10.
Normal means:
- no more than a 24 hour average response to email and web-submitted questions
- no more than an average of 10 minutes on hold for telephone inquiries
- all existing questions answered
In order to implement this plan, the team is required to focus almost exclusively on specific channels of support, sometimes at the expense of other channels. The simple fact is that it takes much longer to answer a telephone inquiry properly than it does to answer an email inquiry properly, so as we re-allocate resources to best answer the most questions in the shortest period of time possible, those less efficient channels will see a corresponding drop in the quality of service. This means that telephone hold times are crazy long right now, but it also means that we've dropped the number of outstanding NetIdentity questions down to approximately 4000, and roughly 2500 for Domain Direct. Once the Domain Direct queue is down to zero, most of those folks will then start focusing on the NetIdentity queues to get us back to our Summer 2006 performance levels.
Behind the scenes, we are also working extremely hard to implement new customer service efficiency programs to make it easier for our customer service people to answer your questions more effectively. For instance, the Domain Direct team and the NetIdentity team have historically used two different support systems to help manage your questions. We will be merging these two systems by the end of this month. This will let us be more responsive to your questions. We are also adding more customer service staff beyond those that we've already brought on board.
Tucows has two priorities right now - one is fixing the product quality issues associated with the Email platform. I addressed this yesterday. The other is fixing our customer service quality problems. This has the highest degree of attention inside the company. Last week, Elliot stood in front of 200 Tucows employees at a company wide meeting and asked our staff to volunteer to help answer customer service email questions or provide us with any other assistance that we might need. In response, we now have people from all over the organization help us deal with these inquiries, including Elliot himself. Not a day goes by without someone from our senior management team asking me how the situation is progressing and whether or not they can do anything else to help us help you.
We are fully committed to fixing the responsiveness of our customer service team. We are fully committed to doing this by March 10.
As always, your feedback is welcome. Thanks for taking the time to read this.