02 listening to voice of the customer

8/22/2019 02 Listening to Voice of the Customer

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Managing The Research

Capturing The Voice Of The Client



© 2001 ConceptFlow 2

Objectives

• Explain how ethics of research relate to effective results

• Identify the various methods of collecting client needs and

how to manage them

• Describe what work needs to be done prior to approaching

client research experts



© 2001 ConceptFlow

CTQ Definition And Elements CTQs Are The Translation

Of Client Needs Into QuantifiedRequirementsFor Our Product/Service

CTQs Are Critical Requirements Placed

On The Product/Service

FastService

Cycle Time

Time Client Requests ToThe Time Client

Receives RequestClient

Need

CTQ

ServiceCharacteristic

Measure

Specification/ToleranceLimit(s)

Target/

NominalValue

Six SigmaPerformance

Business

Goal

3 Days

5 Days

Begin With The End In Mind




Gathering Client NeedsResearch Ethics

Wou ld you treat a fr iend or fam i ly

member l ike you are abou t to treat

the people in you r research?



© 2001 ConceptFlow

• Confidentiality - Protect individuals and small groups

• Anonymity - Avoid names and other identifiers

• Informed Consent - Disclose study intent & use of information

• Fulfilling Promises - Meet commitments about feedback,

actions, accountability

• Influence of Technique - Anticipate the need for special

safeguards

• Written Comments - Protect and respond to writers

• Practical Implications - Your ethics affect everyone’s research




© 2001 ConceptFlow

Confidentiality - Protect individuals and small

groups

• Privacy and reporting

• Old information for new purposes

• Releasing data to others



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Anonymity - Avoid names and other identifiers

• Explicit lack of anonymity makes informed

consent imperative

• No secret coding

• Minimum counts

• Surprise threats to anonymity




Informed Consent - Disclose study intent &

use of information

• “Cover stories”

• Disclosing hypotheses

• Disclosing the use of data




Fulfilling Promises - Meet commitments on

feedback, actions,

accountability

• Feedback options

• Actions

• Who is accountable




• Electronic surveys

• Risks of following up

• Telephone surveys

Influence of Technique - Anticipate the need for

special safeguards




Written Comments - Protect and respond to writers

• Risks of verbatim comments

• Obligations of the reader




Every ethical compromise

threatens the accuracy and

return rate for your research…

…and for the research of

everyone else.



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Steps In Capturing The Voice Of The Client(VOC)

• Identify The Clients

• Gather/Collect Clients’ Needs

• Translate Into CTQs



© 2001 ConceptFlow

Product / Service Definition

Size Of Market

Market Characteristics

Key Buying Factors

Product/Service Features

Identify Clients

Capture Client Wants, Needs And

Expectations

Translate Into CTQs

Design Process To High Priority Requirements

Market Research

Market Potential

Competitive

Analysis

Client Research Flow

Initial

Market

Research

Capturing The

Voice Of The

Client

Designing The

New Process

To Client

Requirements

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}}

Capturing The Voice Of The ClientClient Research Flow



© 2001 ConceptFlow

Identifying Clients

• Whose Needs Specifically Must Be Met For This

Product/Process To Be Successful?

• Are All Clients Equally Important?

• Are There Other Potential Key Clients?

Your

Service

Process

Supplier

Supplier

Client

Client

Your Organization

InternalClients

Internal

Clients

INPUT OUTPUT



© 2001 ConceptFlow

Identifying ClientsSegmentation

• Once you have identified all of your clients, segmenting them into logical groups

is best in order to focus your client research

• Determine Logical Client Segments (Region, Type Of Business, Size, etc.)

• Write A Definition Of Each Client Segment



© 2001 ConceptFlow

Identifying ClientsCommon Segmentations

•Revenue (High, Medium, Low)

•Size of Deal (Large, Medium, Small)

•Geographic ( Market region)

•Industry (Investment, Loan)

•Client Loyalists or Terrorists

•How the Service or Product is Used

Id tif i Cli t




Identifying ClientsSegmentation Example

Avid Partners

“Murphy Brown”

• Information-driven

• High interest in healthcare info• Perceive themselves as “partners” in

healthcare decisions

• Highest users of specialty care

• Lack loyalty to specific doctors, willing to

change

• More likely to be female, younger than average

• Half are college graduates

Loyal Patients“ Angela Lansbury ”

No-Timers

“Keanu Reeves”

• Relationship-driven, loyal to doctors

• Not interested in being involved with

healthcare decisions

• Interested in fitness and exercise

• Uninvolved non-consumer

• Strongly opposed to spending own

funds on healthcare

• No interest in fitness, wellness or

nutrition

• Will pay more for high-quality healthcare

• Visit PCP more often than other patients

• More likely to be female

• Oldest group on average, least likely to have

children at home

• Do not trust doctors, not loyal to them

• Lowest users of all types of healthcare

• Least likely to have health insurance coverage

• Younger than other groups, morel likely male

Fix-em’s

“Roseanne”

Autopilots“Tom Brokaw”

• More likely to have children at home

• Concerned about the healthcare of

others than their own

• Not interested in fitness or exercise

• Not loyal to a specific doctor

• Have little time to deal with their own stress or

weight

• Greatest users of emergency care

• Relatively young, lower-income

• Many are mothers

• Schedule-driven

• Self-directed managers of their own

healthcare

• Take responsibility for scheduling

regular check-ups and physicals

• More likely to be male• Highly educated with high incomes

• Healthcare is not avoided, nor is it something

that gets unnecessary attention

• Moderate users of routine care

• Low users of other types of care

• Likely to remain loyal to one doctor is a good

relationship is established

Source: Endresen Research



© 2001 ConceptFlow





G th i Cli t N d



© 2001 ConceptFlow

Gathering Client NeedsClient Research Methods

InterviewTypically used to learn about a particular

segment. This method is very effective when

we discover new client segments and do not

have a hypothesis as to their needs.

Focus GroupPrimarily used to gather a collective point of view from several clients at the same time to

test if a certain hypothesis concerning their

needs is true.

SurveyOften used to measure client needs and

priorities on a scale large enough to draw

statistically valid information to base business

decisions upon.




Gathering Client NeedsInterviews

Typically used to learn about a particular segment. This method is

very effective when we discover new client segments and do not


To Explore Issues With Clients During Client Research

•At The Beginning: To Learn What Is Important To Clients, Which

Supports The Development of Hypotheses About Client Values

•In The Middle: To Clarify Points Or To Better Understand Why A

Particular Issue Is Important to Clients

•At The End: To Clarify Finding, To Get Ideas And Suggestions,

Or To Test Ideas With Clients

Purpose

When It Can Be Used





Advantages Challenges

• Very focused

• Excellent for clarification &

definition of terms• Can be conducted

telephonically or in person

• Flexibility

• High response rate• Provides better complexity

• Time consuming

• More costly to conduct

• Can be influenced byinterviewer bias

• Typically smaller samples

• Positive response bias





• Loaded Questions

• Ambiguous QuestionWording

• Leading Questions

• Over-Specificity/Over-

Generalization

• Unstated Criteria

• Example Containment

Bias Warnings

•Question Sequence

•Non-Random Sample

•Unclear Concepts, Definitions

And Vocabulary

•Questionnaire Sequence AndFlow

•Interviewer Bias (especiallywhen there are multiple

interviewers)

Gathering Client Needs



© 2001 ConceptFlow








needs is true.




decisions upon.




Gathering Client NeedsFocus Groups

PURPOSEPrimarily used to gather a collective point of view from severalclients at the same time to test if a certain hypothesisconcerning their needs is true.

USES• To Clarify And Define Client Needs

• Gain Insights Into The Prioritization

Of Needs

• To Test Concepts And Get Feedback

• Sometimes As A Next Step After Client Interviews

Or A preliminary Step In A Survey Process




Gathering Client NeedsFocus Group Definition and Characteristics

A Carefully Planned Discussion Designed To Obtain Perceptions On A

Defined Area Of Interest In A Non-Threatening Environment

• Typically Composed Of 7 To 13 Participants Who Share CharacteristicsThat Relate To The Focus Group Topic

• Typical Focus Group Study Has A Minimum Of 3 Focus Groups To Avoid

Sampling Bias

• A Focus Group Will Last From 2 To 4 Hours

• Participants Will Be Asked To Thoroughly Discuss Very Few Topics

• Often Only Three Questions Will Be Asked During The Focus Group

• Usually An Incentive Is Offered To The Participants




Gathering Client NeedsFocus Group Process

Planning The Focus Group Session• Determine what you want out of the session

• Establish who the participants should be

• Develop the questions to be asked

• Plan the agenda and flow of the session• Select group locations and schedule

• Estimate resources Needed

• Test the questions

• Finalize questions and session flowLead The Focus Group

Analyze The Findings





Gathering Client NeedsFocus Group Advantages & Challenges


• Very focused

• Excellent for clarification &definition of terms

• Can be conducted with

various segments

• Flexibility• High response rate

• Time consuming

• Moderate cost• Can be influenced by

moderator bias

• Typically smaller samples

• Group can be influencedby dominant personalities




Gathering Client NeedsFocus Groups

Bias Warning


• Ambiguous QuestionWording

• Leading Questions

• Over-Specificity/Over-

Generalization


• Example Containment

•Question Sequence

•Non-Random Sample

•Unclear Concepts, Definitions

And Vocabulary

•Question Sequence And Flow•Moderator Bias (especiallywhen there are multiplemoderators)











needs is true.




decisions upon.




Gathering Client NeedsSurveys

• To Efficiently Gather A Considerable Amount Of

Information From A Large Population• To Measure As Is Conditions And Drivers

• To Measure Change And Causality

Purpose

Often used to measure client needs and priorities on a scale

large enough to draw statistically valid information to base

business decisions upon.

Uses





Gathering Client NeedsTypes of Surveys & Effectiveness

Characteristic Mail PhonePhone

AutomatedCall Back

In-PersonGroup

SessionsWritten

Electronic

Data CollectionCosts

Low Moderate Moderate High Moderate Low

Time Required To

CollectHigh Low Medium High Medium Low

Response Data Moderate High Moderate High High High

Interviewer Bias None Moderate None High Low None

AcceptableLength Of Survey Long

Short

(Maximum15 Minutes)

Medium

Medium

(Maximum 45Minutes)

Long

Short (One

ScreenOr Page)

Ability To ObtainOpen-EndedResponses

Low Low Low High High Medium

Perceived Anonymity

High Low High Low Moderate None

Use the method(s) that fit your particular situation




Gathering Client NeedsSurvey Advantages & Challenges


• No interviewer/moderator

bias• Quantitative data validated

by larger sample sizes

• Relatively low cost

• Time consuming in development

and return (can be 12 weeks beforeresults are seen)

• Typically low response rates (20-

30% is normal)

•Accuracy of client data base

• Limits on number of questions in

order to achieve higher response

rates




Gathering Client NeedsSurvey Bias Warning


• Ambiguous Question Wording• Leading Questions

• Over-Specificity/Over-Generalization


• Expected Response Pattern

•Example Containment

•Question Sequence•Non-Random Sample

•Non-Response Error

•Unclear Concepts, Definitions And Vocabulary

•Questionnaire Sequence AndFlow

G th i Cli t N d



© 2001 ConceptFlow

What are your objectives?

Is a survey the best method?

What types of people do you want to survey?

How do you want to group the results?

How accurate do you want the results to be?

What do you want to ask?

How are you going to analyze the information?

How are you going to collect the information?

How will you get a good return rate?

Gathering Client NeedsSurvey Planning Checklist



© 2001 ConceptFlow

Who is going to be the sponsor?

Who will get the information? when?

What results are you going to feed back?

How are you going to feed back results?

How accurate do you want the results to be?

How will participants be involved?

Do you plan to do this again?

What are the risks?

What are the mega-issues?

Gathering Client NeedsSurvey Planning Checklist (continued)




Gathering Client NeedsSurvey Task Plan and Timeline (Example)




Gathering Client NeedsSurvey Task Plan and Timeline (Example)

(Continued Pg 2)



© 2001 ConceptFlow

• No surprises!

• Absolutely no secret coding

• Ask questions that are important to clients

• Writing good questions is an art - not everyone is an

artist (get help from an expert)

• Be careful with low response rates becoming

representative of the population

Response rate = accuracy

Gathering Client NeedsSurvey Lessons Learned



© 2001 ConceptFlow

• Top management needs a vested interest in the results -

not just the process

• Shorter is better

• Written comments overwhelm numerical results

• Written surveys aren’t always the best way to getinformation

• Components that need surveys the most do them the

least




© 2001 ConceptFlow

• Academic purity often gets in the way of a good survey

• If models guide design, they should be invisible during

feedback-don’t use the model in presenting results tosenior management

• Sophisticated managers need simple analyses

• Communicate how survey results link to consequential

changes

• Stratified samples are usually not worth the effort




© 2001 ConceptFlow

• Decide how you’re going to use the results before you

conduct the survey

• Take visible action on one thing versus invisible action on

several things

• Historical trends have little meaning beyond two years

• No surprises!


Determining Client Needs



© 2001 ConceptFlow

Determining Client NeedsExample Of How Tools Can Be Used Together

Survey

Telephone

Interviews To

Identify BaselineIssues And

Operations

Focus Groups

To Obtain

Deeper Understanding

Survey To

Verify And

Quantify




© 2001 ConceptFlow


Client

Research

Methods

Listening

Posts

Research

Complaints

Client

Service

Reps

Sales Reps

S o

u r c e s O f C l i e n t I n f o r

m a t i o n

Key

Strong

Medium

Interviews

Focus Groups

Surveys

Observations

Existing

CompanyInformation

Industry

Experts

Secondary

Data

Data Type

Qualitative Quantitative

Verbatim

Open-Ended Questions

ClientObservations

Organizing Client Information



© 2001 ConceptFlow

The Fruit Of Our Labor

CTQ Definition And Elements CTQs Are The Translation

Of Client Needs Into QuantifiedRequirementsFor Our Product/Service

CTQs Are Critical Requirements Placed

On The Product/Service

Fast

Service

Cycle Time

Time Client Requests ToThe Time Client

Receives RequestClient

Need

CTQ

ServiceCharacteristic

Measure

Specification/ToleranceLimit(s)

Target/

Nominal

Value

Six SigmaPerformance

Business

Goal

3 Days

5 Days




What Did We Learn?



Trademarks and Service Marks

Six Sigma is a federally registered trademark of Motorola, Inc.

Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.

VISION. FOR A MORE PERFECT WORLD is a federally registered trademark of Six Sigma Academy.

ESSENTEQ is a trademark of Six Sigma Academy.

FASTART is a trademark of Six Sigma Academy.

Breakthrough Design is a trademark of Six Sigma Academy.

Breakthrough Lean is a trademark of Six Sigma Academy.

Design with the Power of Six Sigma is a trademark of Six Sigma Academy.

Legal Lean is a trademark of Six Sigma Academy.

SSA Navigator is a trademark of Six Sigma Academy.

SigmaCALC is a trademark of ix Sigma Academy.

SigmaFlow is a trademark of Compass Partners, Inc.

SigmaTRAC is a trademark of DuPont.

MINITAB is a trademark of Minitab, Inc.

02 listening to voice of the customer

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