PART 2
VOICE OF THE CUSTOMER
PART 2
BY JOHN GOODMAN, CUSTOMER CARE MEASUREMENT & CONSULTING( CCMC), WITH THOMAS HOLLMANN, ARIZONA STATE UNIVERSITY CENTER FOR SERVICES LEADERSHIP, BILL PRICE, INTENDRA, AND DAVID BEINHACKER, CCMC.
ILLUSTRATION PROVIDED BY ADOBE STOCK
ENHANCING THE VOC PROCESS SECOND, TURNING VOC INSIGHTS INTO ACTION.
The Voice of the Customer( VOC) process is strategically critical because it reduces preventable problems and improves products and their delivery. Every dollar invested in a well-designed VOC program typically returns 10 – 20 times the ROI of the same dollar invested in direct customer service.
Part 1 of this two-part article, based on our 2026 survey conducted by Customer Care Measurement & Consulting( CCMC) with Contact Center Pipeline, addressed the foundational architecture of a strong VOC process: governance, unified data collection, and AI-enabled analysis.
18 CONTACT CENTER PIPELINE
This second article focuses on what leading organizations do after the analysis is complete: how they report VOC insight, assign ownership, execute action plans, track results, and address the blind spots that still limit impact.
REPORTING THAT DRIVES DECI- SIONS, NOT JUST DASHBOARDS
Reporting now goes far beyond data tables to visualization, prioritization, recommendations for action, and accountability.
1. Lisa Oswald, Global Head of Member Services, Travelzoo described the use of“ a living chart of issues across the customer journey by type of product,” which continues from one reporting period to the next, keeping all issues in view while conveying shifts in intensity and progress toward resolution.
2. Leaders assign each VOC issue to an individual manager who is responsible for enlisting support from other functional areas. The report often suggests which function is best positioned to take the lead in mitigation or resolution.