The attention Didi pay to customer service and detail control at work have exceeded everyone’s imagination.
On September 9, on Didi Media Open Day, Liu Qing said, “In the future, senior executives above certain level will need to complete eight hours of customer service before their promotion. Those who are responsible for technology, safety, products and markets will need to learn to provide decent customer service in order to optimize the product process.” This means that Liu Qing and Cheng Wei are no exception.
At present, the Didi customer service department is named “experience service development platform”. The total number of customer service teams is 9,000, with an average of 1.2 million routes per day, 900,000 of which are processed by intelligent systems, and the remaining 1/4 are processed by actual staffs. That is to say, the 9,000 staffs in the customer service department have to deal with 33 users per person on average every day.
At present, 500 members of the lost-and-found team are based in Beijing, while other teams, such as online taxi, taxi, bicycle and other customer service teams, are distributed in Changsha, Hangzhou, Shangrao, Tianjin and Wuhan.
The workflow of customer service in Didi is complex and detailed. For example, the handling mechanism of security incidents contains different priorities and response measures, such as emergency on-line and off-line processing, Skynet scanning system with telephone access and App access, as well as security dedicated lines.
Liu Xidi, head of customer service, said that in the past year, the Didi customer service team has strengthened its ability to transfer, judge and handle safety incidents by self-checking and self-correcting. In order to decrease the unsafe factors to the greatest extent, Didi also spent a lot of money on artificial intelligence technology to enhance the platform’s ability to actively detect safety risks.
With the support of intelligent risk management technology, the Didi customer service department has a lot of relevant experience. To accurately evaluate safety risks just on time is still a huge challenge. Moreover, when it comes to the interests of both parties, the handling of customer service department sometimes is not accepted by customers.
Occasionally, customer service department will also play the role of an operator of 110 alarm center. When an emergency call comes in, and the operator receives the emergency, it is not a guarantee for the operator to help the user with a professional and sensitive attitude, which is Cheng Wei’s concern. “We see a variety of different situations in 1.2 million consultation sessions per day. New situations may show up in the future.” Cheng Wei, the CEO of Didi, feels that this is a very big challenge.
In the past, customer service department is a window or a platform to find out its own shortcomings or lack of services, and it is an intermediary to undertake user feedback to enterprises. The general solution is to outsource customer service; Didi is no exception.
Didi outsourced customer service work to Hejun Zongda, a headquarters in Shanghai, with branches in Kunshan, Hefei, Beijing, Ningxia, Suzhou, Foshan and other low-cost operating bases. But now, due to the pressure of the platform or the painful lessons of the past, its customer service department has taken more responsibilities.
“I think customer service is one of the most important components for an enterprise to approach users.” At the on-site communication meeting, Liu Qing, also the CEO of Didi, admitted that the internal customer service is very important, so she tried to upgrade the function of customer service from the traditional perspective, in order to get closer to the users.
In order to maintain the status of customer service, Didi have even established rules directly that any senior manager will have to complete the 8-hour customer service experience before promotion.
Generally speaking, after receiving the demand for finding people, the first-line customer service will immediately hand in the situation to the safety response center, that is, the safety customer service department mentioned above. According to the safety customer service judgment, if the case is complex or there is a greater safety risk, it should be upgraded to the safety solution team.
This means that the customer service team will face great challenges of how to quickly evaluate safety risks from a large number of calls and requests. In fact, 1.7% of the 300,000 inbound lines handled by the customer service team per day were suspected to be related to safety issue. They were reported to the online safety response center, but only 0.4% of the cases were finally verified, that is to say, 1200 cases were really related to safety.
If there are any lessons to be learned from the Didi hitchhiking issue in 2018, the awareness of customer service or passenger safety is one of the biggest variables. Cheng Wei and Liu Qing’s decision to let senior managers to experience customer service is probably a measure to find an antidote for this variable.