PART 1
VOICE OF THE CUSTOMER
PART 1
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 FIRST, BUILDING THE FOUNDATION.
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.
20 CONTACT CENTER PIPELINE
This is Part 1 of a two-part article. Part 1 focuses on the structural foundations of a high-impact VOC program. Part 2 examines execution: reporting, action planning, accountability, tracking, and practical low-cost enhancements.
BACKGROUND, OBJECTIVES, AND METHOD
In 2019, Contact Center Pipeline partnered with Customer Care Measurement & Consulting( CCMC) to survey its reader base on performance across key VOC activities.
These activities included unified management, data collection planning and execution, analysis, and reporting, and then taking action, communicating priorities, and measuring outcomes.
VOC success was defined as a significant year-over-year( YoY) increase in customer satisfaction and a high percentage of VOC-identified issues resolved in a timely manner.
In 2026, we, also with Contact Center Pipeline, prepared the 2026 VOC Impact study, which broadened the sample to include companies known to be innovators.