JPK

Gro

upOrganizational Intelligence Forum

June 16-17 • Boston, MA

Voice of Customer Optimization

Capture the true insights that driveyour customer’s decision making

June 17, 11:00am

View presentation online at:

https://jpkgroupsummits.com/attendee4

Tracy Paterson – Moo

Voice of Customer Optimization Capture the true insights that drive your customer’s

decision making

Meet MOO

Hello, we’re MOO – an online print and design company. We love great design

and believe it can work wonders for every

business, no matter their size. That’s why

we make it simple for our customers to create beautiful, expertly crafted

business stationery and promotional materials

that start conversations and open doors.

Over 1 million customers in over 230

countries

*One million randomly sampled MOO transactions

Our mission

is to help people build a brilliantly designed

professional world they’re really proud of – and have a little fun along the way

We sell to people.

It’s not just business.

It’s not just business.

It’s personal.

When it’s personal,

The customer experience really

matters.

“I’m not a businessman. I’m a business, man.”

10

Delighting our customers

Moving from satisfaction to

delight

Cu

sto

mer

Experi

ence

Our Customers

Love us

We love our customers

Consistently Delivered

Meets fundamental needs

The three VOICES of CX

Measurement

VOC

VOP

Measuring customer

experience

VOE

The three VOICES of CX

Measurement

VOC

VOP

Measuring customer

experience

VOE

Promoters

77.2%

High Referral

High LTV

Low Churn

Passives

15.2%

Low Referral

Medium LTV

Medium Churn

Detractors

7.6%

Negative Word of Mouth

Low LTV

High Churn

NPS - Link customer metrics to financial metrics

We can attribute an estimated value to promoters, passives and detractors

using existing data points. We can therefore understand the value in

moving people from one category to another.

Measurement Analyze business data using a customer centric approach

• Link financial metrics to customer metrics

• NPS and Revenue

• Link operational and customer feedback metrics:

• response time & NPS

• call quality scores & NPS

• Delivery times & NPS

• Product & NPS

• Link employee data to customer feedback data

NPS by Product and Region

50

55

60

65

70

75

80

85

90

US and Canada UK and Ireland Europe RoW

NPS by Region and Product

MiniCards

Square Business Cards

Stickers

Accessories

Business Cards

Postcards/Notecards

Sample Packs

Reasons for Contacting MOO

Reprints and Refunds

Survey Verbatim Survey Scores

Voice of Customer

VOC is not just about the scores

Ask customers only what you

need to know Leverage existing data

1

2

3 4

Collect Complaints Anywhere Anytime

+

Collect VOC from Informal Interactions

+

Analyze Lost Sales

+

Monitor Positive/Negative Word-of-Mouth

Text/Speech Mining

Transactional VOC

+

Relationship VOC

Data Analysis: Patterns, Drivers

• Identify patterns & prioritize

• Survey minimally

• Maximize feedback opportunities

Quantitative Methods for capturing

customer Insight Method Advantages Disadvantages

Email survey Low cost and data can be generalized to

larger customer base

Risk of survey fatigue

Zendesk Tickets Grouping issues into categories can lead

to RCA, ongoing, large sample size

Quantitative analysis limited to

categories

NPS Simple and easy to collect and understand supplementary questions needed to

understand the drivers

CSAT Simple and easy to collect and understand Only measures service interaction

quality

Phone survey Low cost and data can be generalized to

larger customer base if sample size large

enough

Relies on customer success to ask

question

Salesforce data Low cost Relies on Account Managers filling

in information in Salesforce

Feedback button Real time feedback from time of order Could be perceived as contact form

Brand Survey Low cost and data can be generalized to

larger customer base if sample size large

enough

Long survey and long lead time

Qualitative Methods for capturing customer

Insight Method Advantages Disadvantages

Customer Forums Customers bounce ideas off each other,

ability to dig deeper on issues, customers

benefit from networking opportunity

Expensive, time consuming to

organize, difficult to recruit

customers

Customer Phone

Interviews

Ability to dig deeper into issues, can ask

about specific issues on an as needed

basis, great for user testing

small sample size, difficult to

recruit customers, time

consuming

Customer Visits Ability to dig deeper into issues, can ask

about specific issues on an as needed

basis, great for user testing, can see

customers in own environment

small sample size, customer

base is spread across the world

UX evaluation

Study

Ability to dig deeper into issues, can ask

about specific issues on an as needed

basis, great for user testing

Only focused on UX issues

Account Manager

& Success Phone

calls

Customer led feedback, Large amount of

information, great for adding color and

context issues and tell the customer story

Time consuming to listen to and

categorize calls

Customer Advisory

Board

Ongoing, can test and enquire about

specific issues, great for adding color and

context issues and tell the customer story

Could be difficult to recruit

customers

Closing the loop on all feedback

Low scores

Task created

Customer contacted

Problem solved

Case closed

High Scores

Customer contacted

Feedback recognized

Employee acknowledged

Success Celebrated

Qualitative Feedback

Root cause Analysis

Quarterly reviews

Improvement roadmap

Service Excellence

The three VOICES of CX

Measurement

VOC

VOP

Measuring customer

experience

VOE

Focusing on the employee experience

• VOE is NOT Employee Engagement

• Turn the CX lens on the employee journey and what obstacles are

in the way of helping customers achieve their goals

• Voice of the employee surveys - enabling employees to provide

feedback about customer experiences engages and empowers

those employees

• Close the loop with employees - tell them exactly what is being

done with the feedback they’ve provided

• Report the feedback from employees alongside customer

feedback

Three questions:

Do our employees use

our products and services

themselves?

Do/would they Recommend our

product and service to others?

How great do they think the

customer experience is?

Share with employees their impact on customer

experience

• Share Voice of Customer data with frontline employees in real

time

• Connect the dots between feedback, customer service, product

delivery, operations, performance, marketing

• Focus on those touchpoints that employees can influence and/or

control

• Encourage proactive vs. reactive action –go beyond solely

reacting to the “issue of the hour”

• Talk often about what drives customer loyalty

Rewards and Recognition

• What gets measured gets done. What gets rewarded gets

repeated.

• NPS and CSAT shout outs

• Connect formal reward structure (e.g. raises, bonuses,

promotions) to performance on customer experience metrics

• Use gamifacation software to reward service metrics: number of

phone calls and CSAT for example

A Happy MOO

The three VOICES of CX

Measurement

VOC

VOP

Measuring customer

experience

VOE

VOP – How capable are our business

processes in delivering our ideal customer

journey?

Creating transparency and connect the dots

Measure customer touchpoints

Identify accountable stakeholders

Create customer journeys

Drive a culture of continuous

improvement

Align VOC & VOE with

VOP

TOUCH

POINTS

• Customer

Success

handover/Ser

vice

• Platform/Tem

plates

• Marketing

Actions

• Physical

Order

• Packaging

• Account

Manager

Check ins

• Invoicing

Onboarding LIFECYCLE

STAGE

Feedback

• CSAT

• Calls

• Customer Socrecard

• Customer interviews/forums

• NPS

• Surveys

Improvement

Opportunities

(POAs)

1. Packaging

2. Customer Success Handover

3. Platform accessibility

4. Approvals Process

5. Templates

Customer Journey Map

Recommendations

First Order Returning Customer Awareness/Researc

h Phase

Customer Experience

• Platform/Tem

plates

• Physical

Order

• Packaging

• Account

Manager

follow up

• Transactional

emails

• NPS

• Sales Calls

1. Transactional emails

2. Color matching across

products

3. Packaging

• Artwork

Guidelines

• Artwork

Templates

Set Up

• Sales Calls

• Salesforce

Emails

• Invoicing Set

up

• Terms and

Conditions

• Sales Calls

• Salesforce captured data

1. Artwork Templates

2. Terms and Conditions

3. Emails

• Opportunity Lost

Reason

• Sales Calls

• Salesforce captured

data

• Sales calls

• Sample Packs

• Website

• Salesforce

Emails

• Demand Gen

Activities

• Platform Demo

1. Sample Packs

2. Website

3. Emails

VOP – Process Capability

Capture Customer Insight

Report

Define Requirements -

POA

Prioritize Improvements

Deliver Improvements

Analyze and Measure

The user experience process should be a connected entity

with a natural progression…

View metrics in a process flow Connect lagging & leading KPIs

Lagging = Surveys capture perceptions of what has already happened

Leading = Action plan progress metrics indicate what your target audience will

soon perceive

Customer perception

s

Capture custome

r insights

Customer Feedback

Create Action Plans

Action Plan

Metrics

Show

progress

Leading

indicators

Lagging

indicators

POA’s Process – innovating from an

outside in approach

Qualitative data highlights need

•Customer Interviews

•Customer forums

•Customer Visits

•Phone calls

Quantitative Data builds Business

Case

•Purchasing Behavior

•Survey data

•Salesforce data

•Customer Scorecard

•Zendesk data

•Reprint/Refunds

•# customers/prospects effected

Qualitative Customer

Feedback builds story

•Quotes from customers

•Examples of what customers are trying to achieve

•Examples of customer orders

POA Submitted

Connect the whole picture Help everyone see how their work affects customers & business

Process

Consequences

Process

Outcomes

Process

Inputs

Process

Levers

Customer

Pain #1

Process

Warning

Signals

Customer

Pain #2

Customer

Pain #3

Customer

Pain #4

Customer

Pain #5

Customer

Pain #6

revenue

$

CAR

decreases

Click-thru

messages

On-line

tutorial

Canvas

updates

Prioritizing Improvements

• Number of customers effected

• Impact on customer experience (is it just mildly irritating

or are we losing customers as a result)

• Impact on revenue

• Time/Cost to fix

Summary

• Link customer metrics to financial and operational

metrics

• Overlay feedback data with existing data to identify

route causes

• Capture Voice of the employee and demonstrate their

impact on the customer experience

• Connect lagging and leading KPIs

• Connect the whole picture

Thank you!!