BPA Featured Article

Implementing a Voice of the Customer Program



By Tracey E. Schelmetic, TMCnet Contributor
March 01, 2017


Many companies today spend a lot of time trying to improve their customer experience. The problem is that, when you ask them, they’re not 100 percent certain what it is customers want. So how do you improve a customer experience without knowing what it is you’re supposed to improve?


The “voice of the customer,” or VOC, is becoming more a focus in enterprises today. The goal is to listen to the customers’ own voices – in recordings, by logging emails or chats, or by engaging third-party remote call monitoring services providers – to gather and use information in a timely way that helps you improve your operations. It’s not just the customer’s actual voice over the telephone; most organizations are multichannel today, so all these touchpoints must be taken into consideration.

In a recent article for Quality Magazine, Chigbo Ezumba of the American Society for Quality (ASQ) wrote that there are four elements to a voice of the customer program.

  • Capture: It’s important to identify customer listening posts both internally and externally. Surveys are the easiest and most common way to establish listening posts across all customer touchpoints and departments.
  • Analyze: After capturing key insights, analyze feedback in real time. It’s important to deliver clear and actionable insights to the right employee stakeholders.
  • Act: Successful VOC programs put you in the best position to act on real-time insight. Identifying the problem areas allows your team to take corrective action.
  • Monitor: Continuous monitoring helps you track your results over time. Having a real-time pulse on your customers helps you uncover patterns to identify enterprise-wide improvement areas.

All of these steps will be difficult and disruptive for most organizations, particularly small to medium-sized business (SMBs) without outside help in the form of a third-party remote call monitoring organization. Service providers such as BPA Quality have the infrastructure and the manpower to put listening, monitoring, analyzing and feedback into an easy-to-use format that companies can use as actionable intelligence to make concrete improvements to their business. This data can be delivered in a way that suits your company best.

“A truly complete picture of the customer experience must be derived from multiple data sources,” wrote Ezumba. “Each have their strengths and their pitfalls, but when combined they ensure companies can hear the customer’s voice loud and clear. Integrating all these sources of customer intelligence make it much easier for decision makers to understand the reality of their situation and act accordingly.”




Edited by Alicia Young

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