Review feedback and tie it back to your customer segments for deeper and contextual analysis, whether geographically, by product, or by touch point. To understand which customers' voices you want to hear, you need to isolate and identify each piece of feedback and pair it with your customer records. That could result in exactly what you don't want: keeping more unprofitable customers while pushing away the profitable ones. Although it's true that in an ideal world you want to keep all customers happy and engaged, having your support or customer services team spend too much effort keeping a single customer happy could lead to changes that keep one client satisfied but do not help your more profitable customers. Some even cost you more than they are worth. There are also customers who are more difficult and expensive than others. And if you give a massive enterprise the same weight as a small shop, your strategy around feedback might be skewed toward small shops at the cost of large enterprises in your customer base. However, a bit of research might show that certain customers have a greater lifetime value than others, and your high-value customers might have opinions that differ from those who only dabble in your offering. Most VoC programs count each vote with equal weight. If you lose either audience-your product's users or their execs-renewals are that much harder. This difference in perspectives between an executive and front-line employee is why Alchemer SVP of Product and Services Ryan Tamminga says "NPS can be directionally accurate, but precisely wrong." Net Promoter Score might tell one tale, while the senior executives tell a different one. Users might be more focused on training and support, whereas the executive is concerned with higher-level business concerns, such as ROI, adoption rates, and ways the product or solution makes customers better or smarter at what they do. That doesn't mean the day-to-day contact's issues aren't valid they're just different. The strategies to address a senior executive's concerns at a large organization are different from those to address a day-to-day contact's concerns. In a B2B relationship, all voices are important, but not equal or the same. The customer business manager's performance and compensation are tied to the feedback, and he or she is responsible for putting plans in place to take action on the feedback for their customer. Then the customer business manager who owns the account reports what was learned from the in-person meetings so that all of the data can be stored in a data lake and analyzed for each customer as well as overall.
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Senior executives at each customer are interviewed face-to-face, whereas most users of the company's software receive email-based surveys. The company has just a couple hundred customers, each worth millions to the business. Any changes made due to survey results are then measured in the next survey.Īnother B2B enterprise software provider, a client of ours at Alchemer, tailors its customer feedback surveys to each customer. Every time a low score pops up, the company must respond immediately so that employees know they have been heard. It uses a combination of quarterly satisfaction ratings, executive engagement surveys, and instant customer satisfaction surveys to gauge how its team is doing. One company uses its VoC solution to measure how more than 120,000 employees (internal customers) worldwide feel about the business and the IT services they receive. They all have different methods of gathering insight into how their customers perceive their products and services but notably, none are a one-size-fits-all approach. Recently I've had the opportunity to speak with several people who head up their company's voice-of-the-customer (VoC) and customer-experience (CX) programs.
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