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The What kind of people are we

Sehee Cheon, the operator who laid the foundation for CX since the days of Baedal Minjok Baemin began operating its own customer center in 2014. We invested early in the customer center for a CX approach that connects customers and products. The person who laid the foundation for Baedal Minjok’s CX is Cheon Se-hee. As an operator, how did she set and achieve KPIs that contributed to the company’s growth? 01. Discover the problem No matter how much the number of orders increases, what is the use if they cancel the order? In 2014, Baedal Minjok was engaged in a three-way advertising war with its competitors. Then, finally, something exploded. Campaign was a huge success, and the number of orders began to grow explosively. As the number of orders grew, the call center also became busier, with ‘order cancellation’ occurring more than 1 in 10 times.

The transaction size has increased but

I wondered what use it would be if many customers left at the last minute. The order Poland WhatsApp Number Data cancellation rate in 2014 was 14%, and if you assume that the transaction volume at the time was 3 million per month, this means that about 75 billion won in transactions per year disappeared. 02. Analyze the cause You can find the real cause of the problem in customer consultation data. Until she brought up the issue, Baemin thought canceling the order was inevitable. If you don’t do the operation work yourself, it’s hard to see the details. However, operators who consult directly with customers can quickly find the cause of the problem. In fact, business owners were the main cause of order cancellation rather than simply changing one’s mind. There were frequent cases of taking customer orders without indicating on the app that the store was closed or that ingredients were running out. 03. Solving problems from all angles Instead of giving out coupons, let’s ‘remove complaints’ by messing with the system! In many customer centers, when a customer complaint occurs, they try to calm it down by giving them a coupon.

However this method is only a temporary

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Measure and does not fundamentally reduce repeated complaints. In the CX  Panama Phone Data worldview, operators don’t tolerate complaints. Rather, they ask the product team to make improvements to solve the problem. She didn’t limit her problem-solving scope to the inside of the call center, but moved around. She met with a variety of stakeholders and showed her ‘Ojirapper’ spirit. As a result, the order cancellation rate measured as KPI decreased from 14% to 4%. In addition, Baedal Minjok was able to lay the foundation for a more solid CX. First, we urged our operators to pick up their phones more. When two or more order cancellations occurred, we immediately contacted the relevant business owner to check whether the business was closed and started taking down advertisements manually. He directly corrected the shortcomings of the product and bought me time as a team player. Second, I went to the developer and asked him to quickly design a system to block the problem.

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