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Build Better Products &Services Through“Optimal” CustomerFeedbackGreg RyanMarch 6, 2013 Presentation_ID   © 2006 Cisco Sys...
GREG RYAN BACKGROUND   Research Manager and Product Manager at Cisco    Systems             •    Built a Customer Feedbac...
OBJECTIVES AND AGENDA OF THE           PRESENTATIONPresentation_ID   © 2006 Cisco Systems, Inc. All rights reserved.   Cis...
THE “MARKETING CONCEPT”“Determine the needs and wants of target markets and delivering the desired satisfactions more effe...
Source: Winning at New ProductsPresentation_ID    © 2006 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   5
RESULTS OF POOR RESEARCH OR INSUFFICIENTRESEARCHPresentation_ID   © 2006 Cisco Systems, Inc. All rights reserved.   Cisco ...
WHAT HAPPENS WHEN YOU BUILD ANASPARAGUS TRUCK VS. ICE CREAM TRUCKPresentation_ID   © 2006 Cisco Systems, Inc. All rights r...
HIERARCHYPresentation_ID   © 2006 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   8
Key Components for a Successful           Customer Feedback ProcessPresentation_ID   © 2006 Cisco Systems, Inc. All rights...
SELL THE BENEFITS OF GOOD CUSTOMERFEEDBACK         • “Hit the target” on market requirements         • Avoid building poor...
SELECTING EXECUTIVE SPONSORS ANDCUSTOMER CHAMPIONS          Those who are customer focused          Likely candidates ar...
CUSTOMER LIFECYCLEPresentation_ID   © 2006 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   12
PRE-INTRODUCTION PROCESS        Product Requirements Documents (PRD)        Market Requirements Documents (MRD)        ...
FEEDBACK FROM ALL MAJOR AREAS          Include all of the following groups:                  • Customers                 ...
METRICS AND GOALS   “Overall measurement” plus areas in the customer    lifecycle   Focus on known “pain points”   Cust...
COMPENSATION Tie compensation to metrics Agreed to by stakeholders Enough to motivate them Make it more of a “carrot” ...
CLOSE THE LOOP WITH THE CUSTOMER &EXECS           EXTERNALLY           Newsletter           Follow-up email           T...
WHAT CAN YOU DO IF YOU DON’T           HAVE CUSTOMER FEEDBACK??Presentation_ID   © 2006 Cisco Systems, Inc. All rights res...
RESEARCH PROJECT CONSIDERATIONS Methodology           - Qualitative vs. Quantitative (and method)           - Stated vs. ...
WHAT INFORMATION SHOULD BE GATHERED?Presentation_ID   © 2006 Cisco Systems, Inc. All rights reserved.   Cisco Confidential...
EXAMPLES OF INFORMATION FOR         “EXISTING” PRODUCTS & SERVICES “New” needs or features desired (plus importance and  ...
EXAMPLES OF INFORMATION FOR“EXISTING” PRODUCTS & SERVICES (cont.)            Pricing, structure, willing to pay for, valu...
EXAMPLES OF INFORMATION NEEDED FOR“FUTURE” PRODUCTS OR SERVICES     Customer Level                  •   Unfulfilled needs...
EXAMPLES OF “OTHER” INFORMATION            Future technologies: new paradigms            Beta or field trial feedback: A...
GATHERING QUANTITATIVE DATA Search and review existing primary and secondary research data first !!! Set goals, objectiv...
DO’s OF QUANTITATIVE DATA Get research team early Get budget – including customer lists Determine who are stakeholders ...
DON’TS OF QUANTITATIVE DATA Don’t initiate a project unless research  team engaged Don’t build actual survey yourself D...
COMMON TYPES OF PRIMARY RESEARCH Surveys Focus Groups 1:1s/Interviews Conjoint/Adaptive Conjoint MaxDiff Van Westend...
GATHERING ACCURATE QUALITATIVE DATA            Train teams            Have an approved discussion guide            Be c...
CUSTOMER PANELS AND SOCIAL MEDIA            Provides “directional” information            Qualitative information (usual...
HOW TO LEAP FROG THE COMPETITION           Talk with customers about their:                  • Current business problems a...
Presentation_ID   © 2006 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   32
Presentation_ID   © 2006 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   33
QUESTIONS???    Contact Info:    ryan.greg@comcast.netPresentation_ID   © 2006 Cisco Systems, Inc. All rights reserved.   ...
Presentation_ID   © 2006 Cisco Systems, Inc. All rights reserved.   Cisco Confidential   35
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Discover Ways to Build Better Products thru Optimal Customer Feedback

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Presentation by Greg Ryan at SVPMA Monthly Event March 2013: Using Customer Research and Feedback Processes for existing and future Products and Services and using this information for Improvement or build new products

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Discover Ways to Build Better Products thru Optimal Customer Feedback

  1. 1. Build Better Products &Services Through“Optimal” CustomerFeedbackGreg RyanMarch 6, 2013 Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 1
  2. 2. GREG RYAN BACKGROUND  Research Manager and Product Manager at Cisco Systems • Built a Customer Feedback Process which became “best practices”  Consultant at J.D. Power & Associates  Research Manager at Nissan Motor Corporation  Product Line Manager at Plantronics  Product Manager at Schlage Lock  New Products Manager at K2 Skis  Forte is “actionable” researchPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 2
  3. 3. OBJECTIVES AND AGENDA OF THE PRESENTATIONPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 3
  4. 4. THE “MARKETING CONCEPT”“Determine the needs and wants of target markets and delivering the desired satisfactions more effectively and efficiently than competitors”Philip Kotler Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 4
  5. 5. Source: Winning at New ProductsPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 5
  6. 6. RESULTS OF POOR RESEARCH OR INSUFFICIENTRESEARCHPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 6
  7. 7. WHAT HAPPENS WHEN YOU BUILD ANASPARAGUS TRUCK VS. ICE CREAM TRUCKPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 7
  8. 8. HIERARCHYPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 8
  9. 9. Key Components for a Successful Customer Feedback ProcessPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 9
  10. 10. SELL THE BENEFITS OF GOOD CUSTOMERFEEDBACK • “Hit the target” on market requirements • Avoid building poor products and “fixes” • Improve product team efficiencies and priorities • Increase customer & partner loyalty and repeat business • Maximize revenues • Discover new products/services • Increase “share of wallet” over the competition • Portfolio penetration • “Leap frog” the competition • Better decision makingPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 10
  11. 11. SELECTING EXECUTIVE SPONSORS ANDCUSTOMER CHAMPIONS  Those who are customer focused  Likely candidates are close to the customer (marketing/sales)  Find champions in cross functional areas  Those who have strong influence  Will be supportive DON’TS  Recruit those who don’t have time  Simply looking for exposurePresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 11
  12. 12. CUSTOMER LIFECYCLEPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 12
  13. 13. PRE-INTRODUCTION PROCESS Product Requirements Documents (PRD) Market Requirements Documents (MRD) Betas Field Trials LabsPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 13
  14. 14. FEEDBACK FROM ALL MAJOR AREAS  Include all of the following groups: • Customers • Partners • Sales • Marketing (Trade Shows, Web, Newsletters) • Help Desk (TAC) 1) Gather input from above stakeholders PLUS 2) Get their opinions on areas for improvement  Use Secondary researchPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 14
  15. 15. METRICS AND GOALS  “Overall measurement” plus areas in the customer lifecycle  Focus on known “pain points”  Customer defined metrics  Measurable and agreed to by stakeholders  Set metrics which can be tied to compensation  Use “Top 2” boxes vs. averages  Use realistic goals (PPI - Percent of Possible Index)  Metrics statistically sound  Benchmark the competition DON’TS  Don’t force itPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 15
  16. 16. COMPENSATION Tie compensation to metrics Agreed to by stakeholders Enough to motivate them Make it more of a “carrot” than a stick Sliding scale vs. “all or nothing” Tied to people who have a real impact Get executive pay tied to metricsDON’TSDon’t force itPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 16
  17. 17. CLOSE THE LOOP WITH THE CUSTOMER &EXECS EXTERNALLY Newsletter Follow-up email Trade shows, webinars, etc. Only provide information that is non-sensitive and confident of action INTERNALLY Track results and show Execs Post results on a website, newsletters, emailPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 17
  18. 18. WHAT CAN YOU DO IF YOU DON’T HAVE CUSTOMER FEEDBACK??Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 18
  19. 19. RESEARCH PROJECT CONSIDERATIONS Methodology - Qualitative vs. Quantitative (and method) - Stated vs. Implied - Numerous techniques Eliminate bias (e.g. blind surveys) Type of surveys (phone, online, panel) Sample size Screening of respondents Wording of questions Order of questions Scales to be Used Pricing Types of Data (e.g. Nominal, Ordinal, Interval, Ratio) Data Measurements (e.g. Mean, Median, Mode)Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 19
  20. 20. WHAT INFORMATION SHOULD BE GATHERED?Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 20
  21. 21. EXAMPLES OF INFORMATION FOR “EXISTING” PRODUCTS & SERVICES “New” needs or features desired (plus importance and benefits) Importance of “current” needs or features Changes and improvements Usage: what, by who, how (maybe awareness problem) Profile of customers across: demographics, geographies, business segments, vertical markets, etc. Areas of satisfaction or dissatisfaction. Compare to importance.DON’T FOCUS ON PRODUCT – FOCUS ON SOLUTIONS Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 21
  22. 22. EXAMPLES OF INFORMATION FOR“EXISTING” PRODUCTS & SERVICES (cont.)  Pricing, structure, willing to pay for, value  Packaging/bundling, sold standalone  How improve attach/renewal rates  The “customer experience”  Customer’s business needsPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 22
  23. 23. EXAMPLES OF INFORMATION NEEDED FOR“FUTURE” PRODUCTS OR SERVICES  Customer Level • Unfulfilled needs/pain points • Future business needs/problems • Company/industry changes • Regulations • Growth opportunities, etc.  Market Level • Strength of market importance • Identify potential areas for revenue growth • Price increases • New products: who will buy it, how used and by who • Prioritize features or desired needs • Upgrade/upsell opportunitiesPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 23
  24. 24. EXAMPLES OF “OTHER” INFORMATION  Future technologies: new paradigms  Beta or field trial feedback: Areas of satisfaction/dissatisfaction, what needs to fixed and how  Reseller/channel/sales feedback: areas of improvement, revenue opportunities, upsell opportunities, pricing issues, competitive issues, sales tools, marketing materials, etc.  Competitive/Market analysis: competitive opportunities, SWOT analysis, why are customers buying competitive products, etc.  Web or GUI feedback: changes or improvements to workflow, features, response time, etc.Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 24
  25. 25. GATHERING QUANTITATIVE DATA Search and review existing primary and secondary research data first !!! Set goals, objectives, target market etc. Methodology, respondent types, sample size, list source Get statement of work and costs Hold stakeholder meetings Screening respondents Build survey draft - get approvals Test skip patterns Pretest Send reminders Adequate sample size Clean data Analyze results – “slice and dice” Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 25
  26. 26. DO’s OF QUANTITATIVE DATA Get research team early Get budget – including customer lists Determine who are stakeholders and implementers Target respondent list (e.g. segments, verticals, geographies) Reasonable expectations on data delivery Look at future list of research projects for synergies For each question ask yourself “how will we use this information” Agree to any metrics in advance Develop plan for implementation of results (before survey goes out ) Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 26
  27. 27. DON’TS OF QUANTITATIVE DATA Don’t initiate a project unless research team engaged Don’t build actual survey yourself Don’t contact customers or partners for research directly without researcher Don’t send out a survey without an “opt-out” option Don’t solicit business in your surveyPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 27
  28. 28. COMMON TYPES OF PRIMARY RESEARCH Surveys Focus Groups 1:1s/Interviews Conjoint/Adaptive Conjoint MaxDiff Van Westendorp Perceptual Mapping Factor Analysis Cluster Analysis Discriminant Analysis Regression Analysis Gap Analysis Kano, QSort Many, Many OthersPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 28
  29. 29. GATHERING ACCURATE QUALITATIVE DATA  Train teams  Have an approved discussion guide  Be consistent with all customers  Get a cross section of customers Don’ts  Create bias or lead the respondent  Rely totally on qualitative dataPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 29
  30. 30. CUSTOMER PANELS AND SOCIAL MEDIA  Provides “directional” information  Qualitative information (usually)  Generally not used for making decisions  Screening of respondents difficult Don’ts Don’t rely on social media alone for conclusions Don’t draw conclusions from customer panels with small samplesPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 30
  31. 31. HOW TO LEAP FROG THE COMPETITION Talk with customers about their: • Current business problems and pain points • Future business problems and pain points • Future regulations and inefficiencies • How you can save customers time and money • Products they wished you would sell • Companies they wished you would acquirePresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 31
  32. 32. Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 32
  33. 33. Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 33
  34. 34. QUESTIONS??? Contact Info: ryan.greg@comcast.netPresentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 34
  35. 35. Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 35

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