Waters Corporation is a publicly traded analytical laboratory instrument and software company with approximately 7,000 employees. The company operates in 31 countries, has products available in more than 100 countries, and has over $2.2 billion in annual revenue.
Not only is Waters beating out their Q1 estimates, but they have done so by initiating a strategy for constant business value improvement: optimize engagement with content to better serve their customers and internal employees alike. The main benefits are gained in operational efficiency, self-service success, and organizational learning and improvement.
This includes a new Knowledge-Centered Service (KCS®) practice.
How Waters uses KCS
Key to delivering actionable insights for Waters is knowledge—better yet, knowledge transfer— through self-service content.
The process of sharing, collaborating, contributing, and consuming documentation online creates a trail of digital breadcrumbs that leads to the understanding of why, how, what, and where their products are being used. These insights can inform everything from customer experience and support to how Waters products serve the larger business objectives of their customers.
Waters successfully deployed a Knowledge-Centered Service practice across their entire support team of more than 2000 support agents. It has made such a dramatic impact on their business model that they are now expanding this KCS practice across their company to include technical communications, development, production, HR, and IT.
With this model in place, content is informing support staff (and customers) on how to deliver true business value through informed decisions. This, in turn, allows Waters to scale faster than their competitors.
So, why did Waters turn to KCS?
Using the “Sufficient to Solve” principle
Their support staff was overworked, customers were not receiving the service standard Waters held themselves to, and they were losing tribal information to burned out agents. Not to mention the cost to support their customers, which was growing … fast.
Waters turned to knowledge-centered service because it works on a principle called Sufficient to Solve. Essentially, an article doesn’t have to be perfect to be valuable! It’s a way to lightly capture just enough information to help build out self-service content without having to lose valuable time. This allows you to provide content for your customers to better understand your products, while you gain actionable insights about your customers.
In steps MindTouch customer self-service software
While it sounds good in principle, implementing KCS can be challenging, and many Knowledge Management platforms fall short. They don’t have the right hierarchy or tagging structure, for example, or they require experts to author in unique scripts. Some platforms don’t integrate into your CRM or ticketing software. Others require a ton of one-off customizations that constantly need to be updated with changing software stacks.
MindTouch makes the knowledge transfer easy. It fits into the support agents’ daily routines. It’s intuitive to the point where you don’t need a certification to author in it. And it’s flexible enough to integrate into your entire tech stack (CRM, ticketing software, training center, in-product, marcom, etc.).
Not to mention, the analytics provided help you fill content gaps, understand your customer’s journey, and take actionable measures to optimize both internal and external business objectives. MindTouch allows you to create simple articles that are easy to update and keep relevant over time. It’s the perfect tool to take KCS across your organization.
KCS® is a service mark of the Consortium for Service Innovation™.