Webinar voice of the customer best practices 100814 final

Voice of the Customer Best Practices: Characteristics of the Most Innovative VoC Programs

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Agenda

Introductions

Maxie Schmidt-Subramanian

VoC Best Practices

VoC Success Stories Q&A

Featured Speaker: Maxie Schmidt-Subramanian

Senior Analyst Forrester Research Inc.

Dani Wanderer Head of Marketing

Qualtrics

Ryan Nelsen Product Marketing

Qualtrics

Presenters

Qualtrics At-a-Glance

Single, unified Insight Pla2orm

The Qualtrics Insight Platform

Qualtrics VoC Focus

Maxie Schmidt-Subramanian Senior Analyst Serving Customer Experience Professionals

© 2014 Forrester Research, Inc. Reproduction Prohibited 9

Agenda

› Why VoC is so critical for CX › VoC challenges and how companies

have overcome them › Recommendations


Source: Forrester report “Competitive Strategy In The Age Of The Customer”

We have entered the age of the customer


Mr. Happy Mr. Grumpy

How customers perceive their interactions with your company

Customer experience


Customer Experience Maturity

Repair Elevate

Optimize

Differentiate

The extent to which an organization routinely performs the practices required to design, implement, and manage customer experience in a

disciplined way.

Voice of customer gives companies direction

Effective VoC programs improve

customer experience by making

customer feedback an integral part

of a company’s decisions


$ 750 million annual savings

25% higher satisfaction

Effective VoC programs drive success


Effective VoC programs don’t only listen but accomplish four key tasks

Customer feedback

React

Interpret Monitor

Listen

ü Insights ü Metrics


Agenda




Base: 141 global B2B and B2C companies with VoC programs. Source: Q2 2014 Global State of Voice of Customer Programs Online Survey

VoC programs still aren’t embedded in the organization

40% 35% 34% 64%

Active executive support

Employee incentives/

performance reviews

Embraced by employees

Adequate resources

Input for CX design

41%


Base: 141 global B2B and B2C companies with VoC programs. Source: Q2 2014 Global State of Voice of Customer Programs Online Survey

71%

Our VoC program is not successful in driving action


No need for improvement Some need for improvement Significant need for improvement

React

Interpret Monitor

Listen Listen

•  Focus on surveys •  Squander unstructured

feedback •  Don’t listen to

employees

Interpret

•  Have a fragmented picture of CX

•  Favor push reporting •  Don’t share literal

voice of customer •  Not all share with

frontline

React •  Not all close the loop •  Lack prioritization •  Lack processes

Monitor

•  Aren’t measuring success


Four design principles for VoC programs

1.  Take the customers’ perspective. No, really!

2. Get the true “insight” scoop

3. Make calls and drive follow through

4.  Show why it’s worth it


Be customer-centric when collecting feedback

Surveys (structured questions)

Surveys (open comments)

Star ratings, behaviors (event and transaction

data)

Complaints, Online reviews, Facebook,

Calls, Emails

Solicited

Structured Unstructured

Unsolicited

Involve employees: Red Robin reduced turn-around time for a new burger recipe by 95%

Integrate multiple data sources to find details behind issues and solutions

Be stakeholder-centric when sharing information: GE Healthcare


Source: Sage

Prioritize improvements: Sage Software’s CX Optimizer

CX VOC funnel

Calibrated and ranked for:

1.  CX/Brand Impact 2.  NPS/CSAT Synergy 3.  Magnitude/Frequency 4.  Revenue/Margin Impact

Prioritization

Score

80 - 100

60 - 79

40 - 59

20 - 39

0 - 19

Recommendation

Critical Recommendation

Strong Recommendation

Recommendation

Suggestion

Point of Interest

Action

Findings are assigned to

product teams, CX Council, and

Architecture Advocacy Council

for resolution

Triangulate findings from different

sources

Develop an accepted business case: CFO-certified ROI model for AT&T Mobility


Agenda




Understand the customer journey and the underlying CX ecosystem

Frontline

Backstage

And how your VoC program ties into both


Use journey-dashboards to monitor CX performance. Example Elsevier


Team up with process improvement teams to embed VoC in the business

React

Interpret Monitor

Listen


Go full-circle and establish success measure-ment early on

Customer experience metrics

Revenue / Cost implications

Thank you Maxie Schmidt-Subramanian, Ph.D Senior Analyst serving Customer Experience Professionals v [email protected] v  +1 617.613.6746 v @maxieschmidt v  blogs.forrester.com/maxie_schmidt_subramanian b

Customer Success

1.  Keep it simple –  < 5 questions on transactional surveys –  < 5 minutes on relational surveys

2.  Focus on the relationship –  Transactions build relationships

3.  Create continuous (not annual) metrics –  But keep non-transactional customer requests to < 2/year!

Voice of the CustomerBest Practices

4.  Analyze for drivers, don’t ask for them

–  E.g. ask about the service and product experience instead of asking customers to rank service vs. product

5.  Look for meaningful differences –  Don’t jump the gun on minor

fluctuations


6.  Read verbatim responses –  Build customer empathy –  Discover new drivers of satisfaction

7.  Follow up with detractors in real-time


Use Qualtrics to power their entire Voice of the Customer program Convert feedback from 30 million annual travelers into real, impactful changes for the traveler and the employee.

•  Identify issues at the macro level and solve issues at the micro level

“The airline business changes everyday. JetBlue needed a partner who could be fluid. Qualtrics helps us be innova?ve, capture the voice of the customer and make impacBul changes in this fast-‐paced industry. Now with our voice of the customer program running on Qualtrics, we are more customer-‐driven than ever before.” -‐ JetBlue Highest in customer sa8sfac8on among Low-‐Cost Carriers in North America, Ten Years in a Row. – J.D. Power

•  Post-transactional VoC •  Brief survey asking:

–  Overall satisfaction, likelihood to shop again, store cleanliness, staff friendliness, finding the right size

•  Store manager sees every response –  If score is below threshold, district and regional managers get real-time

alert •  Utilize role-based dashboards for store, district and region Recent discovery: Dressing room cleanliness was mentioned repeatedly in open end responses. They easily modified the survey to uncover root cause.

Questions?

Webinar voice of the customer best practices 100814 final

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