Mastering the Customer Experience: VoC Techniques that Keep JetBlue Soaring

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Join us as Kyle Groff, Customer Insights Manager at JetBlue Airways, shares how the company lives up to its slogan: "You above all." You'll leave this webinar with key takeaways that will help you collect, analyze and act on customer insights in a smart, new way.

As you know, the difference is often in the details. Learn what ones are often overlooked and the ones that make the biggest difference of all.

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  • Originally from Detroit, MI
    Hold a PhD in Industrial-Organizational Psychology
    Married 3 years to my wife Cailin (pic included)
    Have a 1 yr old Chocolate Lab named after my favorite English Ale (Boddington) (pic included)
    In free time enjoy running, traveling, and watching sports
    doing the Utah Valley Marathon in June
    Favorite destination: Florence, Italy
    Fan of all things Detroit sports as well as Michigan Football (U of M grad)
  • Qualtrics is the global leader in Voice of the Customer and Enterprise Survey technology.


    Qualtrics make it easy to capture real-time customer, market and employee insights that inform data-driven business decisions. Enterprises, academic institutions, and government agencies rely on the Qualtrics platform to gather and understand voice of the customer, NPS, customer experience, brand, market, and employee feedback. Founded in 2002, Qualtrics serves more than 5,000 enterprises worldwide, including half of the Fortune 100 and 97 of the top 100 business schools.
  • We all know how important VoC is, but do executives and front-line employees? I know this differs from company to company and I’m sure everyone on this webinar believes in customer obsession … but do our employees on the front line have this same vision?

    In general when asking both executives and customers, “does your company deliver a superior customer experience?. . . On average 80% of executive said yes but, only 10% of customers.

    [Promoter vs detractors]
    On average, the likelihood for a promoter to repurchase is 80%, while that drops drastically to below 20% for detractors.

    And finally, let’s take a look at the following figures … do these line up with your organization? Within your organization, where do you see the biggest opportunity for customer experience improvement in 2014? 25% said all of the above, but the biggest single area is in employee development at 20%. In just a minute, Kyle will be talking about what JetBlue does to improve the customer experience at the front line.


  • We all know we are living in a consumer-driven world, customers are king. The fact is: you are working hard to deliver the best products and services to your customers. So how do you really know if if you’re getting it right across your entire organization. That’s where we come in.
  • At Qualtrics, we help you capture customer, market and employee insights with cutting-edge technology. You can bring all of your data and insight into one place with a single platform and disseminate insights and corrective action to the right people at the right time and in the right place. And while you can leverage Qualtrics for so many things, we’re focused and bring the very best VoC technology to market. A big reason why JetBlue has standardized their entire VoC program on Qualtrics.


    [Transition to Kyle]
  • I could speak on the subject of VoC design and implementation for hours on end. However, in the name of time, I am going to focus on what many consider the primary portion of VoC data, the customer survey. It is this channel that we here at JetBlue leverage most often to implement what I call our analytics in action program and will likely be of most interest to those of you joining us today.
  • Most common problem is “how do I get started?”
    This breaks into 3 separate but related questions, all of which JetBlue recently worked through
    What do I measure?
    Though there are several VoC channels, survey is often the most misunderstood
    The answer to this is typically “I don’t know” so instead of begin strategic, the default is to measure EVERYTHING
    What starts as the Voice of the Customer shortly turns into the Voice of the Corporation
    Each working grouping wants to insert specific questions
    Before you know it, 30 questions become 150 questions
    How do I measure it?
    Now that you have 150 questions, next logical step is to make data analysis cumbersome by dividing one monster survey into 4-5 semi-monstorous survey
    Regardless of your thoughts regarding multiple survey versions (I personally dislike them), you are still confronted with the question “are we asking the right questions?”
    I have metrics, now what?
    Lets say you have mastered the first two questions: you know what to measure and how to measure it…now what?
    This is the part where many companies falter: designing a sound process for actioning the data

  • The what and how of building a robust VoC program are so closely related that I feel it best to discuss them together.

    When we here at JetBlue decided to address the common issues we just discussed, we really started by tearing down what we had in place and building from the ground up. In order to do this, we followed a very strategic and scientific process. For those of you familiar with survey design, this portion should seem rather familiar. The techniques that we used are grounded in years of research and best practices.

    Step 1:
    Map the customer journey
    Insure coverage of the entire domain; in this case, key customer touch points along their experience
    In doing so, always err on the side of being overly detailed – you can always simply later
    As you map out the journey, consult several sources if possible:
    Marketing, product, and most importantly, directly solicit customer feedback
    Once you have mapped the journey, see if you can identify the major buckets
    Booking, Airport pre-security, Airport post-security, inflight/arrival, value
    This will help you in the next step
    Step 2:
    Create questions to measure specific attributes along the journey
    E.g., for check-in there are any number of ways to measure it
    Rule of thumb is to create ~3x as many questions as you expect to use in the final survey
    Good idea to have multiple people create questions independent of one another
    After all questions are created, a separate group of people can be used to sort questions according to the customer journey
    This is done to insure that questions have face validity; in my opinion, the most important factor when creating a customer survey
    Step 3:
    Now that you have created example questions, deleted duplicates and poorly written ones…you must statistically test
    Using a combination of intercorrelation examination and factor analysis, the structure of the survey is empirically tested
    Assuming the card sort was thorough, this will often result in relatively few changes; however, be ready to reexamine your customer journey map
  • Now that we have the nerdy portion of today’s presentation behind us, let’s focus on the real challenge…transforming data into tangible actions.

    The “now what?” question is often where most companies become confused or completely derail their VoC program. This is in no way an indictment of a company’s commitment to customer service. The truth is that this stuff isn’t easy.

    The first step in implementing an actionable VoC system is to document Levels:
    What teams, branches, locations, etc. would benefit from having customer data
    This is often broken into leadership (macro) vs. frontline (micro)
    Leadership levels are interested in large, wide-spread issues and opportunities
    Frontline is interested in what their specific issues and opportunities are
    Step 2:
    Design a root cause process that can be replicated across organizational levels
    At JetBlue, we use a very well-defined process to action, especially on the micro side
    Typically, root cause will start with some high level flag, followed by increasingly specific flags until an actionable insight is reached (sounds easy!)
    Don’t forget that while quantitative data is extremely powerful, leveraging text can take your root cause process to the next level

    Step 3:
    Once you have a detailed process in place for actioning customer data, creating frontline buy-in is your final hurdle
    Goes without saying that leadership support is a pre-requisite for this to happen, but it is the frontline workers that you truly live or die by
    Without question, tying frontline goals to customer metrics is of the utmost importance
    What gets rewarded gets done
    These goals must be relevant and perceived as under their control
  • Now lets walk through an example of how JetBlue uses a root cause process to pinpoint opportunities.

    All the data I present here is fictional, however, all processes are very much real and proven to be effective within our organization.

    Real world examples:
    NewarkGate CommsPA System
    Phillyearly morning scoreslack of amenitiespassing out water

  • Here are some of the things our customers are saying and the reasons why they chose us:

    Easiest to Use Products
    Most Powerful Platform
    Enterprise-Wide Scalability
    Best-in-Class Security
    Support you can count on
  • Mastering the Customer Experience: VoC Techniques that Keep JetBlue Soaring

    1. 1. ©2014 Qualtrics – Company Confidential Mastering the Customer Experience: VoC Techniques that Keep JetBlue Soaring 21 May 2014
    2. 2. ©2014 Qualtrics – Company Confidential2 Dani Wanderer Head of Marketing Qualtrics Kyle Groff Customer Insight Manager JetBlue Airways
    3. 3. ©2014 Qualtrics – Company Confidential3 • Introduction • The Importance of Voice of Customer (VoC) • How to Build a Robust VoC Program • The JetBlue Way & Real-world Examples • Key Takeaways • Q & A Webinar Agenda
    4. 4. ©2014 Qualtrics – Company Confidential Qualtrics The Global Leader in VoC & Enterprise Survey Technology 4 Leader in Enterprise Customers Leader in Growth and Innovation Leader in VoC and Customer Insights
    5. 5. ©2014 Qualtrics – Company Confidential How Important is VoC? 5 Does Your Company Deliver a Superior Customer Experience? Customers Executives 1Source: “Closing the delivery gap: How to achieve true customer-led growth.” Bain and Co. 2Source: “Net Promoter Score Linked to Customer Loyalty According to New Temkin Group Research.” Temkin Group 0% 20% 40% 60% 80% 100% Promoters Detractors NPS Repurchase 3Source: “2014 Customer Experience Benchmarking Study” Next Generation Customer Experience
    6. 6. ©2014 Qualtrics – Company Confidential Consumer-driven World 6 Customer-driven World
    7. 7. ©2014 Qualtrics – Company Confidential7 Top 10 Ways to Use Qualtrics 1. Voice of the Customer (VoC) 2. Ad-Hoc Customer Satisfaction 3. Market Research 4. Employee Engagement 5. Website Feedback 6. 360-degree Employee Feedback 7. Customer Loyalty (Net Promoter Score) 8. Ad Testing 9. Brand Tracking Studies 10. Product Development & Concept Testing
    8. 8. Mastering the Customer Experience: VoC Techniques that Keep JetBlue Soaring
    9. 9. 9 JetBlue Airways – “You Above All” A leading carrier in:  Boston, Fort Lauderdale-Hollywood, Los Angeles (Long Beach), New York, Orlando and San Juan  Carry more than 30 million customers a year  85 cities in the U.S., Caribbean and Latin America  Average of 825 daily flights  All seats are assigned  All fares are one-way  First checked bag is free
    10. 10. 10 Before We Start VoC Channels Social Survey Email Transactional Performance Closing the Loop
    11. 11. 11 How do I build a robust VoC program? What do I measure? How do I measure it? I have metrics, now what? Everything for everyone Multiple Survey Versions Number Dump
    12. 12. 12 How? Map 1 Develop 2 Test 3 Key Points • Customer journey • Identify major ‘buckets’ • Consider multiple points of view Key Outcome • Outline of customer journey broken into major ‘buckets’ Key Points • 3x final survey size • Bucket coverage • Card sort with multiple judges Key Outcome • 2x final survey size Key Points • n = 300-400 • Examine inter- correlations & factor structure • Revise ‘buckets’ Key Outcome • 25-30 quantitative survey questions • Text depends on customer journey What?
    13. 13. 13 I have metrics, now what? Levels 1 Process 2 Goals 3 Key Points • Identify reporting levels • MacroMicro Key Outcome • Outline of where customer data flows within the org Key Points • Root cause • Actionable insight • Leverage text to pinpoint opportunities Key Outcome • Detailed process chart on how data will flow and be actioned Key Points • Tie incentives to customer experience • Determine level of goal setting Key Outcome • Linkage between key customer metrics and organizational levels
    14. 14. 14 The JetBlue Way NPS by City Unique Drivers Text Mining City NPS JFK 72 BOS 70 MCO 66 LGB 52 FLL 34 Performance Impact Top Complaint 1. Boarding process confusing
    15. 15. 15 Key Takeaways 1. Be the voice of the customer, not the company 2. Don’t shoot from the hip (be picky, be scientific)  Just because you can ask customers a question doesn’t mean you should.  Just because they answer doesn’t mean it will be valuable. 3. Identify issues at the macro level, solve issues at the micro level  Create buy-in by removing excuses for action.  Back up data with a robust action process
    16. 16. 1616 Questions?
    17. 17. ©2014 Qualtrics – Company Confidential Why Customers Use Qualtrics for VoC 17 Most Powerful Platform Enterprise-wide Scalability Best-in-Class Security Easiest to Use Products Award-winning Customer Support The Global Standard in Enterprise Survey Technology

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