Capturing the voice of the customer
Build your CX Strategy starting with the voice of the customer.
Capturing the voice of the customer
Build your CX Strategy starting with the voice of the customer.
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All customers are seeking to make progress in their lives. When someone "hires" your product or service they are typically "firing" someone elses product or service. They "hire" your product because it helps them make progress against a goal (or job-to-be-done) better than something else. This is referred to as 'switching behavior' during which several motivational forces at play: push, pull, habits, and anxieties. Understanding these forces an inform how you message and interact with prospective customers to drive growth for your brand.
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The path to purchase typically varies be targeted customer segment. The challenge to understanding path to purchase is that organizations only have visibility to actions taken by consumers which involve their own channels: sales representatives, website, email, chat, outbound calls, inbound calls, etc.. These touchpoints however only account for a small fraction of how individuals actually discover and learn about your brand, product, or service. A dialogue with customers who have recently transacted business with you can help uncover their path to purchase.
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Understand customer expectations is the key to delivering a good customer experience. Customer expectations are the basis for how individuals assess whether the interaction they had with your brand is 'good' or 'bad'. The sum of these interactions, across multiple touchpoints, makes up their overall customer experience. Customer expectations can be analyzed hierarchally with aspirational and emotional often being of higher importance than functional ones in regards to their customer advocacy or loyalty.
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Simplifying or reducing the effort expended by customers is an important aspect of deliverying a good customer experience. Customer effort when analyzed comes in many different forms: physical effort, cognitive effort, emotional effort, and/or time-based effort. All forms of undue effort impact the overall customer experience. Determining ways in which to reduce effort across the customer journey aids in improving the overall customer experience.
Applying different listening strategies helps you empathize with your customers to build a better understanding of them as individuals as well as identify opportunities across the entire customer journey to improve the overall customer experience.
Once you have identified opportunities to improve customer experience (e.g., address unmet customer expectations, want and needs, reduce customer effort, etc.), conducting an Ideal State Journey Mapping workshop, is a great way in which to envision what the ‘ideal’ customer experience might look like.
→ Define what success will look like (desired outcomes)
→ Define scope of Online Focus Group and determining listening strategies to be applied
→ Defin participant recruitment strategy (whom best to speak with)
→ Design screener to select desired participants
→ Design activity guide to support conversation with customers
→ Invite and select desired participants
→ Launch Online Focus Group (2 to 4 days)
→ Apply various listening strategies: switching behavior, path to purchase, customer expectations, and/or customer effort
→ Close Online Focus Group and payout participant incentives
→ Publish transcript from Online Focus Group
→ Analyze and tag (code) customer conversations
→ Summarize core themes from Online Focus Group
→ Present findings and make recommendations
→ Determine next steps based upon recommendations
Online focus groups can be used to refresh your customer persona, assess the customer journey, evaluate new product or service offerings, and/or examine different aspects of your loyalty program.
“Listening to customer experiences helped us gain a clearer picture around the actual triggering moment (emotional and/or functional) when individuals transitioned from ‘passively’ to ‘actively’ searching for a smart thermostat.”
“We knew having empathy for our patients was important, however, we learned that being empathetic meant different things for each patient type.”
“Our website analytics only told us what prospective customers did while on our site. We had no idea what they did outside of that when figuring out the best small group travel adventure to fit their needs.”
“We didn’t realize how difficult we were making it to simply find the parka they wished to purchase from one of our retail partners. They knew exactly the jacket that fit their needs, but, we weren’t able to tell them were to find it in stock.”
Yes. We haven’t spent the time to really sit back and listen to what our customers have to say - we could learn a lot by having a more focused, tailored conversation about their overall experience and customer journey.
Canada Goose
Canada Goose makes performance luxury apparel, especially warm winter parkas. Founded in 1957, practicing uncompromised crasftmanship, it sells through its own retail stores, its website and luxury department stores around the globe.
Invited 9 to 12 customers across four targeted customer persona to engage in a multi-day dialogue about themselves, their lifestyles, the outdoor activities they most enjoy (winter/spring/fall), favorite travel destinations, how Canada Goose fits into their lives, and their end-to-end customer journey (pre-purchace, purchase, post-purchase).
Gathered insights regarding how people first became aware of the brand and their initial impressions. Learned about the different ways people researched the brand (e.g., online, in-store, 3rd party reviews, influencers, etc.) and the process by which they determined the best jacket for their needs. Gained insight into how luxury products fit into their lives and why they chose Canada Goose over competitor products. Gathered feedback on ways to improve both online and in-store shopping experiences. Heard about the need for customers to justify their purchases (confirm they made a good decision). Learned about the importance of post-purchase experiences such as knowing how to pack it, store it, and clean it. Finally, gained an appreciation for the various drivers for customer advocacy and loyalty.
G Adventures
G Adventures is a small-group adventure travel company offering more than 700 different tours in more than 100 countries. It strong brand is built around 5 core values, one of which is “We LOVE change people’s lives”.
Invited 12 to 15 travellers across four different life-stages to participate in a dialogue about their motivation to travel, where they sought inspiration for travel, fears about traveling (if any), travel preferences (e.g., flights, accomodations, food, soft or hard adventure), what it took to get to their travel destination, what they most appreciated about the small group travel adventure, and why (or why not) they would hire G Adventures again for their next adventure.
Gathered customer insights around how far in advance people planned their travel, why travel was so important to them, what book, movie, conversation, or social media post inspired them most and why. Heard about the factors most important to them when chosing an adventure travel company and why they chose G Adventures. Learned about how important responsible or sustainable travel was important to them. Learned about how the booking and/or preparation for travel experiences could be improved. Gained insights into what aspects of the group travel experience they most liked or dislikes. Heard stories of how they maintained G Adventure friendship beyond their group travel adventure. Finally, gained an appreciation for the various drivers of customer advocacy and loyalty.