Building Value for the Customer Experience Through ... - MaiaLisa Hicks, Vice President, Maia...

30th Anniversary SCIP International Conference & Exhibition

GAME CHANGERS: Exploring Innovative Intelligence MAY 11 – 14, 2015 | ATLANTA MARRIOTT MARQUIS | ATLANTA, GEORGIA

www.SCIP2015GameChangers.com #SCIP



Building Value for the Customer Experience Through “Voice of the Customer” Intelligence

presented by:

Lisa Hicks, Vice President, Maia Strategy Group

Corbin Miller, Senior Manager, Maia Strategy Group Paul Santilli, Senior Manager, WW OEM Business Intelligence and

Customer Insights, Hewlett Packard




During this session we will provide a fundamental understanding of

B2B Voice of the Customer Primary Qualitative Research

Key takeaways will include:

• An understanding of the stages of a VOC research program

• How to design the research plan/scope

• How to construct research questions that encourage thoughtful candid responses

• A discussion on effective interviewing techniques

• Examples of how to quantify qualitative findings

• A review of the types of deliverables that are most meaningful to stakeholders




Agenda

• Impetus Behind HP OEM’s VOC research

• Vendor Selection Process

• Structure of the Research Scope

• Methodology of the Research

• Methodology of the Analysis

• Key Learnings

• Structure of the Deliverables




HP’s OEM Division Places Significant Value on Customer Feedback




Key Steps of the Engagement

1. Design of the Research Scope

2. Development of Discussion

Guides

3. Kick-off with the Team

4. Identify Participants

5. Initiate Research

6. Interim Research Updates

7. Complete Research

8. Conduct Analysis of

Findings

9. Create Final Deliverables




Developing the Project Structure

Discuss Objectives

• Understand the key objectives of the project

• Balance priorities along with budget and time constraints

Determine Geographic Reach

• What geographic coverage was required?

• What nuances by region would be important to understand?

Develop Discussion

Guide

• What did HP want to learn?

• What drill-downs were required?




• 45-60 minutes were allowed per interview • A set of 6 discussion topics, each with several drill-down questions were

developed – All 6 top-level discussion topics would be addressed with every participant – Drill-down questions would be addressed as appropriate

• HP OEM Account Managers were tasked with identifying willing participants

Executing the Research

With only 10 minutes to address each question and sub-questions, it was critical to balance capturing depth of each response

against completing the entire interview




Development of the Discussion Guide

• Establish a set of topics to be covered in all interviews

• Guide discussions to ensure that respondents address the research objectives

• Ensure consistency from respondent to respondent

• Facilitate analysis of perspectives and identification of trends

• Encourage respondents to provide in-depth, candid responses

– Maximize the use of open-ended questions so as to encourage candid unfiltered feedback

– Develop “sub-questions” that drill-down to understand:

o Why the answer is important

o In what ways does it impact the customers’ business

o What would be the ideal solution

o What unmet needs exist

Purpose of the Discussion Guide Characteristics of Strong Questions




• How and why did you select HP as your OEM provider?

– Please describe your selection and decision-making process

– What were your most important selection criteria?

• How did HP compare to other vendors you were considering?

– What are the factors that differentiated HP from other providers?

– In what areas was HP at a disadvantage compared to other competitors?

– How did HP’s hardware offering compare to that of other competitors?

• What would have made HP a more compelling or attractive choice?

– What should HP do differently?

– Where was HP competitive/not competitive?

Question Examples




Interview Format

Conclude the Call

Ask if they would be open to an additional interview if further clarification would be helpful

Beyond the Discussion Guide

Provide the respondent with the opportunity to share any topic not covered

Ask Questions & Drill-down / Follow-up Questions

Typically follows the order of the discussion guide, but may deviate depending on the flow of conversation

Respondent Anonymity

To encourage candor, the respondent was reminded that responses would be kept anonymous and used in aggregate

Project Overview & Background

Re-familiarize the respondent with the project goals and objectives provided in advance of the call

~45

-60

min

ute

s




Tells “The Story” of what was Learned • Key Findings Summary • Heat Maps of Positive / Negative

Feedback • Pareto Charts / Analytical Frameworks • “Calls to Action” • Catalog the feedback collected across the

entire interview set - Segment as appropriate (e.g., by region)

• Depending on sample size, determine a threshold for inclusion in the executive summary

- This ensures that singular perspectives are not presented as “themes”

Guides Success

• Customer Response Rate • Interviews Completed • Detailed Findings-to-Date • Challenges • Progress Against Plan • Reprioritization • Needs for Clarification • Watch for common themes

-If there is no consistency across early interviews, you may need to refocus the discussion guide

Deliverables Interim Updates Executive Summary




Key Learnings

Investigate similarities / differences between new

and “seasoned” customers

Interpret responses based on familiarity with

company and products / offerings

Competitive Differentiation:

Perspective vs. Reality

Evaluate priorities and determine biggest ROI

changes

Double-Click Areas:

•Specific environments needing attention / further investigation

•Global vs Regional vs Country

Actions:

•Continuous feedback

•Knowledge / awareness of improvements

•Ongoing measurement




SANITIZED DELIVERABLE SLIDES

14

• (v,a) Issue #1 • (o,a) Issue #2 • (v) Issue #3 • (o) Issue #4 • (o) Issue #5 • (v,o,a) Issue #6

• (v,o) Issue #7 • (o) Issue #8

• (v) Issue #3 • (v,a) Issue #1 • (v,o,a) Issue #6 • (o,a) Issue #2 • (v) Issue #7 • (o) Issue #8

• (v,a) Issue #1 • (o,a) Issue #2 • (v) Issue #3 • (v,a) Issue #1 • (o) Issue #8 • (v,o) Issue #7

• (v,a) Issue #1 • (v) Issue #3 • (o,a) Issue #2 • (o) Issue #4 • (o) Issue #7 • (o) Issue #10

Summary Key Findings = Positive Customer Opinion +/- = Mixed Customer Opinion = Negative Customer Opinion

(v) = Vendor Selection (o) = Onboarding (a) = Account Management

Glo

bal

A

PJe

C

EMEA

Am

eri

cas

Key Action Items

• Action Item: A

• Action Item: B

• Action Item: C

• Action Item: D

• Action Item: E

• Action Item: F

Focu

s A

reas

15

Cross-regional Findings

APJeC EMEA Americas

Pri

ori

ty A

rea

1

Issue #1

Issue #2

Issue #3 +/-

Issue #4

Issue #5 +/-

Issue #6

Pri

ori

ty A

rea

2

Issue #7 +/-

Issue #8 +/-

Issue #9 +/-

Issue #10

Pri

ori

ty A

rea

3

Issue #11

Issue #12

Issue #13

Issue #14 +/-

= Positive Customer Opinion

+/- = Mixed or No Customer Opinion

= Negative Customer Opinion

16

0

2

4

6

8

10Driver #1

Driver #2

Driver #3Driver #4

Driver #5

Key Drivers Cited in Selection of HP

Number of Customer Responses

Customers were overwhelmingly positive in identifying the factors considered in favor of selecting HP, however the negative factors were almost entirely limited to HP’s XXXXXXXXX

GLOBAL Vendor Selection &

Competitiveness

17

6

5

4

3 3 3

2 2 2 2

19%

34%

47%

56%

66%

75% 81%

88% 94%

100%

0%

20%

40%

60%

80%

100%

120%

0

1

2

3

4

5

6

7

CustomerChallenge #1










The majority of customer-driven “calls to action” could be addressed with improvements to XXXXXXXX: 3 items account for 70% of XXXXXXXXX-related customer challenges

Action Item: A

Action Item: B

Action Item: C

Action Item: D

Action Item: E

Action Item: F

A red outline indicates a weakness related to Issue #4. Other items are not related to Issue #4




Q&A




Thank You for Joining Us Today!

Building Value for the Customer Experience Through ... - MaiaLisa Hicks, Vice President, Maia...

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