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Home > Business & Other > Soft Skills > From Voices to Results - Voice of Customer Questions, Tools and Analysis
From Voices to Results - Voice of Customer Questions, Tools and Analysis
From Voices to Results - Voice of Customer Questions, Tools and Analysis

From Voices to Results - Voice of Customer Questions, Tools and Analysis: Proven techniques for understanding and engaging with your customers

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€17.99 €26.99
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eBook Apr 2018 218 pages 1st Edition
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From Voices to Results - Voice of Customer Questions, Tools and Analysis

Chapter 2. VoC in the Product Development Process

 

"Your opinion, although interesting, is irrelevant..."

 
 --"Tuned In"

Most organizations have some sort of a process to develop products. Often, it is called a new product development (NPD) process or a new product innovation (NPI) process. Whatever your organization calls it, it is intended to guide the organization and development team from the beginnings of an idea through development, and ultimately, to the launch of the product and revenue generation. In some cases, there are very formalized approaches to this process, such as stage gate, agile, iterative, waterfall, and others. And in some cases, there is nothing more formalized than a spreadsheet or calendar system.

In organizations where VoC is used, most people would accept that VoC is a valuable input to the marketing requirements portion of the development. Far fewer people understand how VoC can be a key input to the product development...

Where does VoC fit in the product development process?

If you ask a typical product manager or business owner where VoC is used within their development process, they will typically highlight the following two key areas:

  • Idea generation: Interacting with customers through interviews, as well as focus groups, to determine customer-generic needs and problems, and actively soliciting ideas from innovative and lead users during what is often referred to as the fuzzy front end (FFE) stage.
  • Design phase of the product: Determining customer and user requirements with a user needs-and-wants study. Typically, this entails interviewing and listening to the customer or user to understand his/her problems and to determine both articulated and unarticulated needs, wants, and desires.

While this is not incorrect, customer input should not stop at the completion of the ideation or predevelopment market study phases of the project, but rather the customer input needs to be incorporated at all phases of the...

Incremental, platform, and breakthrough products

There are typically three levels of new product development categories—incremental, platform, and breakthrough products.

Incremental products require few product modifications, and the customer experience is similar to that is generated by the current market offering. Incremental products often take the form of product extensions, cost reductions, value engineering, or minor product enhancements. Breakthrough products reflect significant product and/or customer experience changes. This often takes the form of significant performance enhancements, huge cost reductions, or totally new ways of performing a set function.

Many also see a third category of product in the field of product development, referred to as platform products. These products establish a base architecture for the next generation of products and require more money and resources than incremental products, but typically not as much as breakthrough products, although this...

Where does VoC fit in the product development process?

If you ask a typical product manager or business owner where VoC is used within their development process, they will typically highlight the following two key areas:

  • Idea generation: Interacting with customers through interviews, as well as focus groups, to determine customer-generic needs and problems, and actively soliciting ideas from innovative and lead users during what is often referred to as the fuzzy front end (FFE) stage.

  • Design phase of the product: Determining customer and user requirements with a user needs-and-wants study. Typically, this entails interviewing and listening to the customer or user to understand his/her problems and to determine both articulated and unarticulated needs, wants, and desires.

While this is not incorrect, customer input should not stop at the completion of the ideation or predevelopment market study phases of the project, but rather the customer input needs to be incorporated at all phases of the...

Incremental, platform, and breakthrough products

There are typically three levels of new product development categories—incremental, platform, and breakthrough products.

Incremental products require few product modifications, and the customer experience is similar to that is generated by the current market offering. Incremental products often take the form of product extensions, cost reductions, value engineering, or minor product enhancements. Breakthrough products reflect significant product and/or customer experience changes. This often takes the form of significant performance enhancements, huge cost reductions, or totally new ways of performing a set function.

Many also see a third category of product in the field of product development, referred to as platform products. These products establish a base architecture for the next generation of products and require more money and resources than incremental products, but typically not as much as breakthrough products, although this is dependent...

New product development

Regardless of which type of product you are developing, a systematic process for moving a new product from idea through development to launch is required for all but the most minor incremental products. A structured development process allows the information gathered from the customer in the early stages of the process to impact and drive the product decisions made throughout the development, resulting in the largest benefit for the organization. According to an early PDMA study of 383 firms, the top companies are more likely to use some form of formal NPD process, and 60 percent of firms use a Stage-Gate process. This value of a systematic approach to new product development been further confirmed by another PDMA study in 2012, where the best companies, as defined by those who had higher rates of product success, higher profits and more sales, were 30% to 50% more likely to have used a structured NPD process than those who did not. These organizations also initiated...

Gate 2

Exiting the concept stage and going through gate 2 is much like going through gate 1, except that the expectations are that you will have more robust information than you had for the initial screening process. While you will not have detailed information, it is also expected that you will have a preliminary idea of the likelihood of product success, which could include input from the sales team and/or customers, a high-level financial analysis that shows potential impact to the organization's bottom line, and input from the development team as to the risk and probability of success from a technical/development perspective.

Stage 3 – Detailed assessment

The Detailed assessment is where the bulk of the VoC takes place, as well as the remaining up-front work before development resources are committed. As we have discussed, this is the area where many projects fail in the rush to move on to development and get something launched. Often, organizations are so excited to commence development...

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Key benefits

  • Understand the core components, processes and technologies available for a VOC initiative
  • Structure effective VOC programs and turn VOC into actionable product success
  • A handy guide to help you identify the hidden needs of your customers and strengthen your relationship with them

Description

Voice of Customer (VoC) is one of the most popular forms of market research that combines both quantitative and qualitative methods. This book is about developing a deeper knowledge of your customers and understanding their articulated and unarticulated needs. Doing so requires engaging with customers in a meaningful and substantive way – something that is becoming more and more important with the rise of the increasingly connected world. This book gives you a framework to understand what products and features your customers need, or will need in the future. It provides the tools to conduct a VoC program and suggests how to take the customer input and turn it into successful products. This book also explains how to position and price your products in the market, and demonstrates ROI to the management team to get your product development funded. By the end of this book, you will have a thorough understanding of the relevant stages of a VoC project. It will show you how to devise an effective plan, direct the project to their objectives, and then how to collect the voice of the customer, with examples and templates for interviewing and surveying them.

Who is this book for?

The book is for anyone who needs to get to know their customer, how they feel and what they think about a certain subject. If you are a stakeholder in any project responsible for customer relationships, this book will help you immensely. An awareness of VOC as a topic would be useful, although not essential.

What you will learn

  • Learn why customer input is so critical for the product s success
  • Discover the articulated and unarticulated needs of your customers
  • Deploy an effective VoC program in your organization
  • Learn which tools and methods you need to set up a successful VoC program
  • Interview customers – where, how many, and who
  • Create an interview guide and roles in the interview process
  • Translate the customer input into your product specifications
  • Integrate VoC into your marketing campaigns and pricing process

Product Details

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Publication date, Length, Edition, Language, ISBN-13
Publication date : Apr 24, 2018
Length: 218 pages
Edition : 1st
Language : English
ISBN-13 : 9781783001453
Category :
Business & Other
Concepts :
Soft Skills

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Product Details

Publication date : Apr 24, 2018
Length: 218 pages
Edition : 1st
Language : English
ISBN-13 : 9781783001453
Category :
Business & Other
Concepts :
Soft Skills

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Table of Contents

10 Chapters
1. Solving Problems and Driving Value with VoC Chevron down icon Chevron up icon
1. Solving Problems and Driving Value with VoC
Built to fail?
The fifth "P"
Customer input
Defining VoC
Summary
2. VoC in the Product Development Process Chevron down icon Chevron up icon
2. VoC in the Product Development Process
Where does VoC fit in the product development process?
Incremental, platform, and breakthrough products
New product development
Gate 2
Who's responsible?
Summary
3. Laying the Groundwork Chevron down icon Chevron up icon
3. Laying the Groundwork
The SWOT process
Porter's five-forces
Growth-share matrix
Customer segmentation
Competitive analysis
Summary
4. Gathering the Customer Needs for Your Product Chevron down icon Chevron up icon
4. Gathering the Customer Needs for Your Product
Evolutionary versus revolutionary
Idea management and VoC
Customer visit interviews
Surveys
Constructing your survey
Focus groups
Lead user analysis
Ethnography
Other VoC methods
Summary
5. The Interview Process – Preparation Chevron down icon Chevron up icon
5. The Interview Process – Preparation
The plan
Visit purpose
Segmenting the market
Who is the customer and selecting the right customers to visit
The interview team
Customer's visiting process and buy-in
The interview guide
Scheduling interviews
Summary
6. The Interview Process – The Interview Chevron down icon Chevron up icon
6. The Interview Process – The Interview
The VoCMOT
Review logistics
The key to a successful VoC – robust data
Audio recording and transcriptions
Video recording
Interview roles and responsibilities
Moderator role and responsibility
Listener/note taker responsibility
Observer
Interview introduction
Moderator tips
Ladder of abstraction
The five whys
Note taker tips
Don'ts for the interview
Observational VoC
Practicing the interview
Perfecting the interview
Concept testing
Following up
Summary
7. Understanding the Customer's Voice Chevron down icon Chevron up icon
7. Understanding the Customer's Voice
Consolidating the customer's voice
Prioritizing the customer's voice
From voices into customer requirements
Sorting and prioritizing the customer's requirements
Summary
8. Validating the Customer's Voice Chevron down icon Chevron up icon
8. Validating the Customer's Voice
Linkert scale
Kano model
Using the Kano model as part of your VoC process – Kano questionnaire
Using the Kano model as part of your VoC process – Kano analysis
Summary
9. Completing the Circle – Using the Customer's Voice in Your Organization Chevron down icon Chevron up icon
9. Completing the Circle – Using the Customer's Voice in Your Organization
From voices to product requirements – types
From voices to product requirements – characteristics
Getting the requirements into engineering – QFD
Pricing
Articulating the value
Summary
A. Epilogue Chevron down icon Chevron up icon
A. Epilogue

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As you can see from the post-it markers, I use this book as a quick reference when preparing my VOC activities.A must-have if you believe that innovation and product- or service development starts with a better understanding of the needs of your customer.
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About the author

Profile icon Coppenhaver
Coppenhaver
Robert Coppenhaver is a product management/marketing professional and is the founder of 5P Marketing, LLC. During Robert's career, he has trained marketing and product management professionals in organizations such as Honeywell, TDK-Lambda, and was adjunct faculty for Marketing in Cleveland OH. He is a proponent of using Voice of the Customer to create organizational value, and has personally been responsible for over $1B in incremental revenue in organizations deploying VoC best practices.
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