Analyzing Voice Of Customer Data

I used to believe Customer Success should drive the product roadmap. Here’s what I know now. The roadmap should be a collaborative design, built by Sales, CS, Support, Product, Marketing, and Leadership together. No one team sees the full picture. ▶️ Marketing sees market shifts. ▶️ Sales hears why deals are lost. ▶️ Leadership ties it all to strategy. ▶️ Product builds scalable solutions. ▶️ Support sees recurring pain points. ▶️ CS sees where customers struggle. When we isolate roadmap ownership, we build for one team. When we collaborate, we build for the entire business. Want true collaboration? Set it up intentionally: 1️⃣ Monthly cross-functional planning meetings: Bring leaders together to align on customer feedback, market signals, and business priorities. 2️⃣ Voice of Customer (VoC) programs: Collect real user feedback consistently — surveys, interviews, success metrics. 3️⃣ Closed-lost analysis with Sales: Review why deals are lost and what patterns could inform the roadmap. 4️⃣ Support ticket and escalation reviews: Identify top friction points that need attention. 5️⃣ Market research and trend studies: Analyze competitor moves and emerging trends quarterly. 6️⃣ Executive alignment sessions: Validate that roadmap priorities map directly to company strategy. The roadmap shouldn’t be a surprise. It should be a shared vision. One that every team feels connected to — and proud of. How does your company approach roadmap collaboration today? Because if you're only building with one team's input, you're only solving one piece of the puzzle. ____________________ 📣 If you liked my post, you’ll love my newsletter. Every week I share learnings, advice and strategies from my experience going from CSM to CCO. Join 12k+ subscribers of The Journey and turn insights into action. Sign up on my profile.

Enterprise B2B homepages like: "Get 3X ROI with purpose-built AI-powered..." Blah. Blahhh. Blahhhh. 🙈 Lots of words. But very little gets said. And the funny part is its often by accident. Why? Content calendars end up getting built the same way. Stop and think about the common pattern here. The point of origin from where requests come in. So many stakeholders all angling for content real estate. So they end up becoming "task factories" with dozens of competing priorities. There in lies the all too common problem. Not starting with VOC. AKA... Voice of the Customer data. How exactly does VOC solve this? Stephanie Soderborg has a take for you (Co-founder and COO of @Naro) 👇 1. Effective prioritization: Let data drive the roadmap VoC data helps you prioritize with confidence. By analyzing themes across all your sales and customer facing calls, support tickets, or customer interviews, you can: Identify which pain points, objections, and questions come up most frequently Understand where deals are getting stuck, and what content could help see which gaps are hurting conversion or customer success. This means the content you produce is tied to the topics that touch the most deals, not just the loudest voices. 2. Better language: Say what your customers are actually saying Even the most well-written content can fall flat if it’s not in the customer’s voice. Without VoC: You launch a new product and run through your usual checklist of content (landing page, explainer, blog post, etc.), hoping it resonates. With VoC: You shape your messaging around the exact pains, phrases, and needs your customers have already expressed. 3. Real-time relevance: Be proactive, not reactive If your content strategy depends on waiting for feedback from sales, you’re always behind. Sound familiar? You're chasing down a rep for a great customer success story You're trying to validate a new feature with anecdotal input You're asking what objections are coming up on calls VoC data gives you this in real time. 4. More complete insights: Fill in the gaps other tools miss Tools like Google Analytics, SEMrush, or CRM dashboards show you what’s happening – page visits, clicks, win/loss rates. But they rarely show you why it’s happening. VoC fills in the blanks. This data fills in the nuance behind objections (“Is it price, or is it value?”), details around feature requests (“is this actually a nice-to-have or a game changer?”), and the stories and sentiments that numbers alone can’t capture. -- P.S. What would you add PMMs?

For the last 20 years, we’ve built VoC programs around the same formula: send surveys, wait for responses, analyze, react. It’s clean. It’s measurable. I also think it’s wildly out of step with how customers live and interact every day. Over the next several years, I think VoC shifts from interruption-based to observation-based. Passive signal capture from wearables, devices, connected products, in-app behavior. We’ll have a more honest picture of the customer experience than any survey ever gives us. This data will help us predict what’s about to happen and give every brand the chance to act before the customer ever raises a hand. Leading brands will blend passive signals with targeted, active listening. They’ll also give instant value back to the customer for every piece of data they share, whether it’s volunteered or detected. Everyone else? They’ll still be chasing CSAT responses while fewer and fewer customers fill out surveys. On Monday, here’s where to start if I were you: Compare where you think you’re getting feedback to where customers actually express themselves. Document the gaps. Test one new signal source line app behavior, device data, or voice tone in calls, and see how it changes your insight. Identify how you can route every signal into a system that can respond instantly, not just analyze later. Make every piece of feedback, whether active or passive, trigger something tangible for the customer. Build comfort with behavioral data, machine learning outputs, and multi-signal analysis on your team. VoC is about to stop asking questions and start delivering answers. The only question left is: will your program be ready when the shift happens? #customerexperience #voc #surveys

Most Voice of Customer programs fail within 18 months. Not because of tech. Because they can’t prove business value. I’ve seen it play out too many times. Surveys are running. NPS is tracked. Dashboards look beautiful. But when leadership asks: “So what changed because of this?” Silence. Here’s why most VoC programs stall: → No hard link to revenue or cost savings → Weak executive sponsorship → Siloed ownership across journeys → Insights-to-action gap (findings don’t translate into changes) Without impact, VoC becomes a reporting function. And reporting functions are the first to get cut in a downturn. The fix is not more surveys. It’s not bigger dashboards. It’s building a direct line from insight → action → business outcome. ✔ Show how churn reduced after a fix ✔ Show how complaints dropped after a redesign ✔ Show how revenue grew after removing friction That’s when VoC moves from “nice to have” to “critical to growth.” If you’re running a VoC program today, how do you show its value to your CFO?

Customer Success leaders don’t just advocate for customers. They represent them internally. That’s a big difference. “Voice of the Customer” isn’t a survey. It’s not a slide. It’s not a quarterly readout no one acts on. It’s a leadership responsibility. When Customer Success does this well: 💠Customer needs shape product priorities 💠Customer friction informs process decisions 💠Customer outcomes influence investment and resourcing When it’s done poorly: 💠VOC becomes noise 💠Teams optimize for internal convenience 💠Customers feel “heard” but not helped What representing the customer actually looks like: ✔️ Translate feedback into tradeoffs Not “customers want X,” but “If we don’t solve this, renewal risk increases by Y.” ✔️ Show up where decisions are made Roadmap reviews. Operating reviews. Exec forums. If the customer isn’t in the room, CS must be. ✔️ Connect emotion to economics Pair the story with the data. Churn risk. Expansion blockers. Time-to-value delays. ✔️ Close the loop visibly Customers should see their input change something. Internally, teams should know why it mattered. The mindset shift Your job isn’t to be the loudest voice for the customer. It’s to be the most credible one. Because when Customer Success earns trust internally, customer needs stop competing with priorities— They become the priorities. 👀 How is VOC showing up in your leadership conversations today?

We're losing 8% of customers annually. That's $4.2M in recurring revenue walking out the door. Your team asks: "What are we doing wrong?" I ask: "What are your customers telling you?" Usually, the answer is: "We send surveys every quarter." That's not Voice of the Customer. That's a survey. Here's what proper VoC actually delivers: EARLY WARNING SYSTEM Multi-channel feedback catches churn signals 60-90 days before customers leave: - Product usage drops (behavioral data) - Support ticket patterns (friction points) - Sentiment shifts (NPS declining, CSAT falling) - Engagement decline (email opens, feature adoption) One client reduced churn 23% by acting on these signals. ROOT CAUSE, NOT SYMPTOMS Cross-functional analysis identifies WHY customers leave: - Is it product gaps? (CPO priority) - Onboarding friction? (COO efficiency issue) - Pricing concerns? (CFO/CRO revenue opportunity) - Poor support experience? (Cost to serve problem) You fix the RIGHT things, not just the LOUD things. CLOSED LOOP = REVENUE RETENTION When customers see you act on their feedback: - Engagement increases 30%+ - Retention improves 15-25% - Expansion revenue grows (satisfied customers buy more) VoC doesn't cost money. It makes money. The difference between survey summaries and strategic VoC: Survey summaries - tell you scores went up or down. No action plan. No predictive signal. Cost: $0. Value: $0. Strategic VoC (4-6 week reporting cadence, continuous insights) - Identifies churn signals 60-90 days early, can reduce churn 15-25%, reduce cost to serve 20-30%, increase customer lifetime value 10-20%. ROI: Typically 3-5X in year one when implemented well. Voice of the Customer isn't a reporting task. It's how you turn customer insight into revenue retention. What's the biggest barrier stopping your organisation from making that shift? #VoiceOfTheCustomer #CustomerExperience #CXStrategy

𝐒𝐭𝐫𝐢𝐤𝐢𝐧𝐠 𝐭𝐡𝐞 𝐁𝐚𝐥𝐚𝐧𝐜𝐞: 𝐕𝐏𝐬 𝐚𝐧𝐝 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭 𝐢𝐧 𝐭𝐡𝐞 𝐀𝐠𝐞 𝐨𝐟 𝐑𝐚𝐩𝐢𝐝 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 In today’s fast-paced business environment, especially within technology sectors like FinTech, the role of a Vice President (VP) in product development is more critical than ever. Balancing the dual demands of driving innovation while meeting market needs is a complex challenge that requires a nuanced approach. As a seasoned recruiter specializing in placing top-tier talent across strategic roles, I’ve observed how successful VPs navigate this delicate balance. Innovation is the lifeblood of technology companies, but it must be directed and meaningful. VPs of Product Development must ensure that innovation aligns closely with the real and evolving needs of the market. Here’s how effective VPs manage this balance: This involves continuous research and engagement with customers to anticipate their needs and pain points. Effective VPs use these insights to guide the innovation process, ensuring that new products not only push technological boundaries but also address tangible market demands. ➡️ Agile Development Practices: Agility in product development allows for rapid iteration based on feedback and changing market dynamics. VPs that implement agile methodologies can better align product development cycles with market needs, adjusting quickly to new information or market shifts. ➡️ Cross-functional Collaboration: Innovation thrives in a collaborative environment. VPs must foster strong communication between R&D, marketing, sales, and customer service departments to ensure that product innovations are both feasible and aligned with customer expectations and business objectives. ➡️ Risk Management: Balancing innovation with market needs requires managing the risks associated with product development. This means not only financial and operational risk but also the risk of misaligning with the market. Successful VPs often use predictive analytics and market testing to mitigate these risks. ➡️ Visionary Leadership: Ultimately, the capacity to inspire and lead teams through the uncertainties of innovation marks a successful VP. They must champion a clear and compelling vision that marries innovation with market needs, motivating their teams to produce groundbreaking but relevant products. For VPs in product development, the challenge is not just to innovate but to innovate with purpose. It’s about creating products that resonate with the market while advancing industry standards. If you're a VP striving to master this balance or a professional aspiring to step into this dynamic role, let’s connect. Together, we can explore strategies to drive successful product development that aligns with market needs and sets new benchmarks in innovation. #ProductDevelopment #Leadership #InnovationManagement #FinTech #JamesHickey

What happened to the "Voice of the Customer?" Something's missing in too many conversations. We used to obsess about the Voice of the Customer. In selling and customer experience, we've lost it—or stopped caring about it. This week I've received over a dozen NPS surveys. One was, "How did Joe do? Can you give him a 5-star review?" Joe did a good job. But they're asking the wrong question. I never should have had to call in the first place. One of my banks keeps sending surveys about something that happened 9 months ago—a visit to a branch manager who couldn't solve my problem. They keep asking for a 5-star review. They don't seem to recognize I cancelled the account and moved everything to another bank. And this morning I got the same weekly email I always get: "Hi Dave, Happy Monday! As I said last week, my goal is to help you win…." Same message. Same report. I have never signed on to their application. I attended a webcast once. Their AI agent just goes through the motions; no awareness that I'm not using it. All of these miss the Voice of the Customer. There was a time when I sent my development teams to live with customers. Days at their location. Most of the time they didn't say much. They just watched. They wanted to understand the customer's work, not just how they used our products, but what they actually did. They were looking for ways we could help that we hadn't anticipated. I convened meetings with customers and non-customers. The meetings seldom focused on our products. We talked about their jobs, workflows, problems, ideas that might free up their time, issues they faced. We wanted to hear their voices. Today, we are focused on, "do you like our products, give us a 5-star review!" It's all about us. The Voice of the Customer is all about them. NPS tells you whether a customer liked what already happened. VOC is about what hasn't happened yet. Understanding their world deeply enough to anticipate what they need before they know how to ask. One optimizes what's happened. The other looks at what's possible. There's one more place where we've lost the voice of the customer, and it may be the most important: our go-to-market teams. I'm stunned by the number of sellers, marketers, and managers who have never visited a customer. If they have, it was booth duty at a conference. Conferences are about our voice, never the customer's. Send your people to actually visit customers. Go to their offices. Sit with them. Look around. Ask questions. Get managers out from behind their screens too. The Voice of the Customer is about developing a relationship, not conducting a survey. The companies that get this right build relationships where customers because they've taken the time to understand them. That's the Voice of the Customer. Not a survey. A relationship. The ones who understand that are building something their competitors can't copy. https://lnkd.in/gyASaxAy

$40K and 6 weeks to ship a feature. All wasted because of founder excitement. Excitement can be expensive. Especially when it fuels the wrong feature. I’ve seen this play out many times: → The founder gets a spark of genius → The product team jumps in with mockups → Marketing is already naming it Everyone’s hyped... Until the feature ships and no one uses it. Damn, not again. Founder intuition is powerful. Team energy is fuel. But together they can turbo-charge a bad idea. Here’s the kicker:  ↳ The feature wasn’t “bad”   ↳ It just wasn’t wanted And that’s the part most early stage startups miss. You’re brainstorming new pricing, integrations, or add-ons… Without asking the market or your best customers what they actually need. That’s backwards. Here’s the truth-led fix: 🧠 Step 1: Talk to ideal customers / best customers → Ask what they wish your product did next. → Not what sounds cool but what solves real pain. 📈 Step 2: Look for adjacent problems → What happens after your product delivers? → That’s where the next opportunity lives. 🛠️ Step 3: Prototype using their language → Skip the polish. → Build small, test fast, using their exact words. 💸 Step 4: Pre-sell before you build → If they won’t pay now, the feature’s not ready. → Validation > assumptions. Take this back... Stop betting on gut. Your next growth lever is sitting in your customers’ unmet needs. Ask, listen, build. That’s the loop. If this hit, Share ♻️ and follow along as I dig into how VoC shapes better: 👉🏽 Marketing 👉🏽 Sales 👉🏽 Products You're already sitting on the gold. Now start to mine it. Johnathan Newman 🤙🏽

👋 Greetings from a trainer’s gemba! Today that’s a glass wall, a stack of sticky notes, and a room full of people who came to make work better. We didn’t start with slides, we started with voices. I laid out short, real-world quotes (different industries, same human tone). No logos, no dashboards. Just what customers say when things don’t quite work: 👤 The packaging is cute, but my soap was completely smashed. 👤 I was asked for the same receipts twice by two different people. 👤 After a week of rain, I noticed fog inside the lens. 👤 Tracking skipped ‘out for delivery’, we had to guess. 👤 Estimate explained after the procedure, not before. 👤 Beautiful design, but the mobile menu broke on older Android. At first, the group nodded. Then I asked them to read each line as if it was addressed to them personally. The room got quiet. Someone from logistics said: “I’ve sent emails like this to vendors. It hurts when you don’t get a straight update.” ---------- 👉 We ran the Customer Obsession simulation from PLAY! Lean Games Vol. 2 and paired it with a light VoC routine: 1) Catch the voice and write the quotes as-is (no translating, no polishing). 2) Cluster by need, not by department (“status clarity,” “fit & finish,” “consistency,” “promises vs. reality”). 3) Name the tension in plain language: “We communicate stock as if it were stable; it isn’t.” “Information defects hit almost as hard as product defects.” “Batching our work creates batching in customer wait.” 4) Choose one thing to learn this week, not ten things to “fix someday.” ---------- 💡 In our books we include Knowledge Pages: short, digestible overviews of tools and principles (VoC, Pull, One-Piece Flow, Takt, Standard Work, SMED, Respect for People…). They’re written to help you explain the idea in a few minutes and connect it to what participants just felt in the game. A few lines from the VoC page that landed today: “VoC isn’t about collecting complaints, it’s about listening actively and turning insights into action.” “Great teams build systems that listen continuously and treat every complaint as a gift.” That framing changes the conversation from “who’s at fault?” to “what did we just learn, and how do we try it by Friday?” ---------- 💡 If you’re facilitating: Bring real voices first, let people feel them, ise a simple map (need → cause → experiment). Push for one small promise to a customer, owned by a real name, with a date. Close with what we’ll watch: fewer repeats, faster first replies, clearer status (whatever the voices asked for). PLAY! Lean Games Vol. 2 👉 https://lnkd.in/eKa_jnQP See you at the next gemba! Krzysztof & Katharina