Case study – innogy

Check how the implementation of the BOTWISE application at innogy Polska S.A., one of the largest energy companies in Europe, looked like. In Poland, innogy serves over 1 million users in the small and medium-sized enterprises, global corporations and private sectors.

KEY CHALLENGES OF INNOGY CUSTOMER SERVICE

A very wide range of knowledge and information required from each consultant
Frequently changing regulations and market conditions
Cost- and time-consuming introduction of a new employee to the customer service department, the need for regular training
A large number of inquiries directed to „more experienced colleagues” and to the second line of support
Extensive Sharepoint knowledge base maintained by various thematic teams

SOLUTION

Consultants of the customer service department in the call center and selected stationary branches in Warsaw, were given the opportunity to effectively search for answers from the currently existing knowledge base on Sharepoint, in training documents and external websites of innogy through one BOTWISE window.

The Sharepoint platform is an important element in the organization of expanding and maintaining the knowledge base, which is managed by various specialist units. As documentation and procedures are developed by different teams, there was a lack of uniform standards that would allow customer service specialists to quickly find answers to more complex customer inquiries. It was one of the main factors of extended customer service time.

At the same time, due to the dynamic changing regulations and reality in the energy industry, consultants constantly had to confirm if the information is up-to-date as it could be subject to change even on daily basis.

Based on the analysis of the inquiries and the quality of the responses, it was possible to quickly identify the areas of knowledge that are asked by customer service specialists and which, at the same time, are not described in the existing documents. In the standard model, consultants asked more experienced colleagues, which resulted in significantly extended service time for their clients and the clients of their teammates.

What effect has been achieved? We managed to improve the knowledge base itself, adjust consultants' periodic training more effectively, and shorten the onboarding time for new people.

OUTCOMES

84% – response efficiency already at the Proof of Concept stage
8.3 / 10 – user satisfaction with the platform
identification of areas not covered in the knowledge base
identification of obsolete and out-of-date information
better adjustment of external and internal communication to the current needs of customers

Thanks to the integration with the internal knowledge base, customer service consultants could obtain the necessary information through one window, which allowed us to shorten the time of customer service. Already in the testing phase, we obtained 84% effective answers.

Kamil Chmielewski, Quality Monitoring and Training Manager