Problem

Solution

There were two main factors that I took into consideration when consulting on feedback capturing and customer voice:

The first is the actual structure SynchroNet CLICK’s team uses when developing new features and updates to their product. SynchroNet CLICK has adopted the Shape Up methodology. It is a very effective process, and I highly recommend giving Ryan Singer’s book a read if you want to have an in-depth look at how Basecamp designs and develops.

• The management team “shapes” ideas first. By defining boundaries and constraints, and acknowledging the risks and rabbit holes.

• Next, they “pitch” the idea in a document that outlines the problem, realistic appetite, and solution. This document includes fat marker sketches, the rabbit holes to avoid, to help maintain the scope of the project.

• Lastly, the the team then works in 2-week or 6-week cycles to complete their developments. The shaping coming from a higher level leaves flexibility for the development team but enough constraints as to not burn out or have major backlog.

The second important factor was recognizing SynchroNet CLICK’s three pillars that continue to guide the high level importance of their product.

Knowing which of these pillars is out of sync or balance based on customer feedback and feature requests is essential in making sure SynchroNet CLICK is delivering to their customers.

From a business perspective it was also helpful to understand what pillar has the most value to the customer to help guide future sales growth and marketing to their customer based on need.

In the past, SynchroNet focussed it’s selling point on Automation, but it became clear that what needed the most work and what their customers find valuable is the Operations aspect of CLICK.

I helped to organize each of our feature requests based on what pillar they belonged to. In doing this, we can see what percentage of the requests belong to which pillar and what most people need over what has been successful.

In order to get a pulse on the less vocal customers, I designed a quarterly CSAT survey and process to send it through our subscribed email list. At the end of every quarter we send out the survey.

These results can help gauge problems as well as quantify customer satisfaction and user experience overtime. It also became a benchmark of success to showcase for future funding engagements.

At the end of the survey was an optional question asking for willing participants to be included in case study and feedback interviews. Out of the six willing participants we were able to conduct four interviews for the quarter.

Quantitative feedback is great for measuring need and success overtime, but it is limited in providing the full picture of customer experience. Talking with customers directly adds qualitative value needed to fully understand CX.

To prepare for the case studies, I met with our project managers for each customer that agreed to be interviewed.

This helped reveal background information on the account so that the conversation was geared for the specific customer. It also gave provided insight into any loose ends the project managers and sales teams had with the customer so I could ask questions to get a pulse on future opportunities.

I scheduled an hour long recorded session with each customer. I asked questions about their experience from start to finish, where they are still having issues, and what their future state of success looks like.

I created a Confluence page for each customer session with the results, feedback, customer quotes, and any future action items that may be outstanding.