The Andrew Reise team applied our VoC capability maturity model to assess the current state, then engaged a cross-functional team to define future-state business requirements. From there, we developed a VoC program roadmap and facilitated and scored a VoC technology RFP. This approach positioned the client to execute on its CX strategy by resolving consumer hassles, designing for consumer needs, and building a company-wide culture focused on improving the customer experience.
The work followed four steps:
How did the team define the current and future state?
We mapped the full landscape of VoC vendors, surveys, and feedback tools, then analyzed data drawn from disconnected listening. The desired future state was documented across VoC capabilities and benchmarked against industry competitors, which clarified organizational gaps and structured the analysis around best-in-class CX capability scoring.
How were business and technical requirements developed? Through a series of workshops and interviews, the team distilled the must-have elements of both the software provider and the VoC program as a whole. These requirements fed directly into the vendor scoring sheet.
How were vendors evaluated and scored?
The evaluation went further than a typical RFP. The team built a vendor scoring model grounded in the desired end state of the VoC program, the needs of business stakeholders, and the capabilities of the internal IT teams.
How was the business case defined?
After establishing the future state, the team assessed the effort required to reach the target maturity level, including the internal and external costs of moving from channel-specific solutions to a single platform with a 360-degree consumer view. The core benefit was reduced operating expense, alongside improved CX metrics (CSAT, NPS, ease), improved retention, stronger cross-team collaboration, and deeper insight into data gaps.
