Voice of the Customer

While suppliers of VoC platforms have invested in enhanced interaction analytics for years, clients will continue to expect more than superior natural language processing (NLP). Customer intelligence is still locked away in databases, and increasing the amount of underutilised knowledge will do little to assist. VoC suppliers must continue to improve their capabilities for transferring data and insights across client organisations in a useable format.

Today, the majority of customer service organisations use customer surveys. However, these surveys are less valuable than other means of collecting customer voice data. By deriving consumer context, emotions, and experiences from emails, chats, posts, and phone calls with the organisation, NLP can be used to reconcile this divide. Not only may speech and text analytics systems that leverage natural language processing provide information through post-transaction analysis, but they can also provide real-time insight that can be leveraged to improve the customer experience at the moment.

Those in charge of VoC programmes must address the ramifications of sharing this new information to a variety of business partners in a range of ways that are relevant to their professions. Converting speech and text to data is only a portion of the difficulty. Converting this into usable knowledge necessitates careful consideration of reports, dashboards, alerts, and other communication mechanisms.

Given the predicted future expansion in development and value of VoC and analytics technology, business and customer experience leaders should keep the following in mind when investigating and growing these types of projects:

• Utilise existing foundations: Implement speech and text analytics through leveraging the capabilities of VoC or interaction recording systems, purchasing new analytics tools, or engaging staff to tweak and analyse current tools to gain a better understanding of the customer experience.
• Prioritise active channels: Compile a list of all potential consumer listening points along the customer journey (e.g., customer service interactions, social media posts, customer community engagement). Prioritise these sources according to the fullness of their narratives, their capacity to validate authentic customers, and the value they can add to the CX strategy.
• Explore distribution options: Develop strategies for how this burgeoning source of customer insight will be distributed to employees and internal stakeholders so that it is relevant, intuitive, actionable, applicable, and embedded into their daily jobs. Keeping this additional insight locked in databases and hubs won’t improve the value of VoC to the organisation.

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