Creating the Voice of the Customer Strategy
1. Define Current and Future State
The team understood the landscape of VoC vendors, unique surveys being conducted, the feedback tools that were being used and analyzed the data from disconnected listening.
The desired future state was documented across various VoC capabilities and benchmarked against industry competitors. This not only provided clarity on the gaps in the organization but structured the analysis with best in class customer experience capability scoring.
2. Develop Business and Technical Requirements
A critical part of the vendor selection process was to identify the most important business and technical requirements. These were collected through a series of workshops and interviews in order to distill the must have elements, not only of the software provider, but the VoC program as a whole. These were used as an input into the vendor scoring sheet to assess vendor capabilities.
3. Vendor Evaluation and Scoring
Evaluating vendors was more comprehensive than the typical RFP process. Our team took the effort to develop a vendor scoring model based on the desired end state of the VoC program, the needs of various business stakeholders, and the capabilities of the internal IT teams.
4. Define Business Case
After defining the VoC Program Future State, the team took considerations on how much effort would be required to move the organization to desired maturity. This was inclusive of the internal and external cost involved with moving from a channel specific solution where data was difficult to share to a solution with 360* consumer view. They key benefits were to reduce OpEx spend and deliver additional benefits such as:
- Improved CX Metrics (CSAT, NPS, Ease)
- Improved Retention
- Improved Cross Team Collaboration
- Deeper Insights into Data Gaps
- Conducted Capability Maturity Assessment
- Identified Initiatives & Strategic Themes
- Developed Businesses Cases
- Created a Strategic Roadmap