Using the Voice of the Customer Strategically

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9 hours 53 minutes
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Hi, guys. Welcome back in Episode eight, we're going to go over using the voice of the customer. Strategically, I am Katharine McPhee. Ever. And today we're going to understand how the voice of the customer contributes to our organizational strategy and understand, like Cano model. So when we're talking about
customer are our organizational strategy? What we want to think about is is remember,
our need is Look, it's the customers in the front door. The requirements determined how happy they are, and our strategy is how frequently they come back. And ideally, we wanna have repeat customers. From a business perspective. Repeat, customers are far less expensive to acquire. The new customers of the best key scenario
is, your customer loves you and they keep coming back.
But with that, you have to delight your customers, not just meet their requirements, or that meet their needs with their requirements but actually make them thrilled. To engage with you is an organization.
So to identify that Dr Cano, another Japanese guru, developed what we call the Cano model for customer delight Er's on. And this gives us a larger picture view off our customer voice our customers needs and wants of those requirements
as far as how we're performing within that industry. So
when you look at the Kano model, you're gonna first see an X and A Y axis. So your X axis is your organization. That is, how well you can fill these excite er's wants and must, or the delight er's wants and must.
So when you look at that, you'll notice that there's some curves. There has to do with how you calculate
where things to present on the conn a model. But for the sake of your use, you can use a basic X Y, where you drop information on and created two by two Major your why axes is how happy your customers are.
So the higher up on the Y axis you are, the more satisfied your customers are.
So now let's start talking about
you're must your wants in your Excite er's. So now we've understood how we're looking at this. X is how will we fulfill? Why is how happy our customers are? The first and the bottom? Um, acts are the first in the bottom. Call him on here.
Um, is going to be your customer must. So this is the price to play these air things that if you do not have you, are not in business. So we're gonna use an automobile as an example, a car. So if you have a must, you must have brakes.
If you don't have brakes,
no one buys your car. These are the minimum requirements to perform in your industry space, and it's good to know them because they change. So then your next your middle
vector is going to be. The customer wants these air going to be basically your standard operating procedure. These air. These are the things that allow you to establish the relationships. Or remember, if you don't have a must, you are not in business
you're wants. They're going to be pretty much the same as everybody else has. So still using that car example,
anti lock brakes like we must have brakes. But pretty much every car out there has now has Annie Locks breaks. So with that, then the next item that you're gonna think about is your Excite er's thes air, the things that are super cool that you can't get everywhere.
So if you think about we have breaks, we have any lock brakes because, sure, we're like everyone else out there. But what makes us super cool is we have roadside collision, so my brakes know when to stop before you know when to stop. This is an exciter. This is super cool,
depending on when you watch this video. This might be really dated
it's important to understand your mustard wants in your excite er's.
your customer needs are always shifting up. So depending on how frequently you reuse your Cano model, the things that were your wants
will become your must as your industry matures and evolves. So we started with must have brakes now must have anti lock brakes and your want or your standard is collision exists assistance and
your future. I don't know what that looks like, yeah, but it's going to be super cool when we come up with it.
So as a organization, and you're starting to think about your strategy and you're starting to think about your future, well you want to think about is how does the things that you are working on in your innovators excite your customers? And then also, what are those delight er's
that your competitors are doing so. One of the things I saw recently on an ad was, There's like a bird's eye view cameras of where my car is when I try to parallel park.
my car is old enough. I still just have the beeping. So, you know, be being became for backup assistant became a want an exciter became a bird's eye view. Now, if we re measure in two years, the bird's eye view may be the want. It may be what everyone else does.
So where you as an organization, want to live and invest your time
and energy is in your delight. Ear's. What are the things that make your customer so excited to interact with you? And that's where you're also going to see your competitors. Advantages is, what are those differentiators. What are they doing that your customers are so excited about? So using McConnell model,
it gives you an idea of what are the things that you have to shore up. So if you think about your wants and this is what basically everybody else is doing, then you're gonna have to be really good at that, because at some point it's going to become a must and then you're excited is what are the things that your clients are responding to
because those will ultimately be your wants.
So you're as you see these things shift down. You need to think about how you can stay in your customer delight that goes back to your critical to quality factors. What are your needs and what are your requirements? So, using the
break example, your needs are you need a safe car. One of the requirements for that is going to be, ah, car that has breaks that can stop within 50 theater. Whatever that defining is so pulling that critical to quality together,
you want to continue forward looking at what delights your customers.
Conversely, something to keep in mind is, What are your frustrate? Er's the What are the things that push your values down? Because this is a dynamic model and you want to know what don't customers like about you? One of the examples that I can give is as I drive a mini Cooper and my am my best friend is six foot six,
so he is very frustrated with the head space.
I was really excited when they came out with a taller car. Not that I bought it, but there is now options for circumventing those frustrate er's. But those are things to keep in mind is they will exclude you from your customer base. So how you pull your voice of the customer forward such that you complain your future and we're gonna invest our time
in making sure we're really good at the wants
and looking for those delight er's that continue to keep people excited to interact with us as an organization. So I just had to share this because it is super cool that that Devilishly sexy and brilliant looking woman in red. Actually, it was me
early on when I was earning my master black boat. You.
One of the things that you do is you have to publish in present and contribute to the body of knowledge and lean and six Sigma. I was actually presenting on the Connell model and using McConnell model for strategic planning at one of the conferences, and I didn't realize that the Doctor Cano
was in the audience. So that is me standing next to the Doctor Cano, and it was one of the coolest experiences
in my career is very nice gentleman, or at least his translator. Waas. So with that today, we went over using McConnell model for strategic planning. So how do we take our voice of the customer and use it for forward looking and how we're going to manage our resource is as an organization.
And then our next video, we're going to go over the voice of
business, so I will see you guys there.
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