CMOS’ THREE BAD ASSUMPTIONS
3. The most successful VOC analysis groups suggest outcome targets( mitigation or elimination of the issues) and process metrics that can be tracked weekly or monthly.
4. Quality and process improvement often provide rapid-prototyping expertise in the pilot testing of concepts prior to full implementation. This reduces the risk of acting on an issue identified by the VOC process.
5. At Nestlé Purina and Travelzoo, revenue-based business cases are produced for each issue, as well as for clusters of issues that imply strategic initiatives and product or service innovations.
6. Extrapolating the number of complaints to the number of customers affected— and then estimating the revenue impact of a month of inaction— is a powerful way to precipitate commitment.
The multiplier factor is usually 8 – 20X cost impact and is estimated via a survey of a random sample of customers to determine both problem prevalence and complaint behavior.
For example, multipliers of between eight and 15 problems for each complaint voiced were found in a survey of 8,000 consumers by major consumer product goods( CPG) companies in 2024.
7. Leading programs actively encourage frontline staff to submit both emerging issues and new ideas.
Feedback on the impact of prior input is critical to sustaining participation by showing employees that they are being heard and their ideas are, at least sometimes, being implemented.
One company’ s VOC activity was recently recognized for submitting the winning“ next best marketing idea” for innovative marketing. Top management has allocated significant funds to pilot test the concept, which is currently under development.
In another company, this frontline-input process has been termed“ the wacky ideas report,” which was avidly read by Product Management.
Product managers valued the report because it surfaced aspects of product design that had not been considered, but based on contact center input, turned out to be competitive advantages.
Starbucks, HP, and Lego( not companies that participated in this study) have used similar input and recognition mechanisms for both employees and customers to identify new opportunities for products and marketing.
8. Separate, relatively unfiltered reports of ideas and suggestions for process improvements are encouraged from both customers and staff members.
For example, one auto manufacturer supported this input process via a simple email channel to the service center’ s root-cause analyst, where CSRs could submit case numbers, along with comments or suggestions.
FEEDBACK ON THE IMPACT OF PRIOR INPUT IS CRITICAL TO SUSTAINING PARTICIPATION BY SHOWING EMPLOY- EES THAT THEY ARE BEING HEARD...
9. Michelin, Nestlé Purina, and Travelzoo all use storytelling and customer quotes to humanize the data and show the emotional impact of issues. At Michelin, wave files of phone calls are played on the plant floor for operating staff to underscore the importance of the issue.
10. Quantified estimates of the impact of word of mouth / mouse( WOM / M) are now gaining far more traction with Marketing and Product Management as a positive output of the customer experience( CX) and the service experience.
VOICE OF THE CUSTOMER
CMOS’ THREE BAD ASSUMPTIONS
The role of the chief marketing officer( CMO) can be undermined by their failure to attend to a few basic norms of organizational management. This is where CX and service executives can help by reminding their CMOs of the following three bad assumptions.
1. No news is good news
The problems you don’ t hear do the most damage.
2. Transparency is the kiss of death: customers don’ t want to know about limitations
Transparency is a delighter. Warning customers keeps them out of trouble and avoids problems.
For example, one insurance company’ s welcome letter generated more revenue because it highlighted what was not covered, providing vital information that the customers actually wanted to know about, leading to them buying riders for more insurance on the uninsured areas.
3. Soliciting complaints and questions is dumb and expensive Complaint rates are a function of visibility, message, and customers’ skills with the products.
ACTION PLANNING, ACCOUNTABILITY, AND AGGRESSIVE COMMUNICATION
Part 1 established that strong analysis is necessary but not sufficient. The next requirement is disciplined execution.
Once issues and priorities are formalized, a manager is assigned to each point of pain( POP) or issue and given the authority to coordinate across functions. That person then convenes an action-planning group to determine next steps.
Responsibility for each POP should be assigned to a specific manager, even if the issue is cross-functional. The assigned manager is then responsible for gaining cross-functional cooperation with implicit approval from senior management.( This approach is described in The Amazon Way, written by John Rossman.)
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