1
Understand the Voice of the Customer
1.1 Freedom within a Framework
You are embarking on a journey of discovery. This event will lead to a greater understanding of the voice of your customer. We will take this voyage of exploration using a supporting mechanism, a framework that will be a roadmap of your business’ success. But first you need to accept the idea of going slow to go fast. Let me repeat that, you need to go slow to go fast! Sounds contradictory? Let me expand on it.
Study the chart in Figure 1.1 and note its complexity. Now look at the second flowchart (Figure 1.2). At first glance, which flowchart seems more complicated, the first or the second one?
FIGURE 1.1
The first flowchart.
FIGURE 1.2
The second flowchart.
How did you come to that choice? Complexity, if interpreted as number of steps, may make the first flowchart seem complex. In a different manner, complexity defined as reaching a desired option, either option 1 or 2, makes the second flowchart complex. Why is that? The initial glance of the second flowchart seems simpler; however, it has many undefined paths to get to option 1 or 2. The steps are not connected, left to interpretation, using assumptions on how to leap from one step to the next; this chart is the more complicated one, as it has no framework.
These flowchart analogies are akin to a travel app with a detailed map which can be used to plan a road trip. The map outlines all possible road types to connect point A to B, highways, small paved roads, gravel roads, off road, etc. By taking the time to study the map ahead of the trip, it can save you valuable time later. Right there you are going slow to go fast! You are learning about your journey and experiences ahead of time, so when you are in your trip, you can fully enjoy the time you invested in it.
The same commitment needs to be done to understand your customer. Together, we will take time to understand them, and during that process, we will use a framework to build the houses of quality like a roadmap of success. Once the houses are built and linked, it will allow us to zip through these like the connected boxes in Figure 1.1. Now that we are learning how to go slow to go fast, let us start understanding our most important person in our endeavor: our customer.
1.2 Customer Wants and Customer Needs: Why the Gap?
Our customers have expectations. We, as suppliers, have perceptions of what those expectations are. The gap is defined as the difference between their expectations and our perceptions. Aligning them will enhance not only the relationship of the customer and us as suppliers but also improve the product performance.
The Voice of the Customer (VOC) articulates directly what they desire and what they need. Our understanding of their needs and wants can be elusive. We feel at times that we are navigating through an arduous and sinuous path; however, we are not sure if we achieved the full comprehension of the VOC. If the customer says, “I like the high quality of your product,” do you clearly know what they mean by quality? Let’s explore the key words high quality. You may have a definition for it and they may have another. Notice that high quality could be interpreted in multiple ways. Sometimes to get the right definition of that product property may seem more artistic than scientific. Confusion may occur because assumptions are used as facts. One way to overcome this misunderstanding is to define the product with its properties or attributes, determining those as either facts or assumptions. We will show this process in detail with copious examples throughout this book.
How do we know if we are using assumptions? How do we discern our version of high quality from our customer’s version of high quality? First, we need to identify if our definition, as a producer, is clearly outlined and articulated. Second, we examine how our customer’s definition, as a user, defines high quality of our product. Having these two responses, do they compare or do they contrast each other. If they match, the definition shows alignment, but let’s not make a victory lap yet. We both have agreed on that attribute of high quality. Now validation needs to be made with all key attributes of our product to ensure that there is 100% agreement since it is common to see misalignment of product properties between the supplier and the customer.
A way to mitigate the risk of misalignment involves learning about their wants and needs. Let’s say we make coatings, and the customer makes plastic tubes which uses our bright colored finish. The tube is designed to be bent and the coating should be flexible enough to withstand the bending without peeling or cracking the colorful finish. When we make the coating, high quality to us is a painted surface that doesn’t crack at a 90° bend. We also want to match their desired color with a reflectiveness at 85% gloss level. As a supplier, we did a tremendous amount of research and development to make a product that meets those demanding specifications. On the other hand, the customer’s definition of high quality was something entirely different. When we interviewed the customer and asked them to define what good tubing is, they considered other parameters we didn’t think about, such as coating smoothness, consistent thickness, and fast production rate. Gloss, cracking, and color match were not even in their mind! Our company placed so much time and costs developing these specifications we thought were important.
We need to ask ourselves whose expectations are being met. How can this definition of the VOC be so disconnected between what they expect and what we perceived? This misalignment happens because we didn’t dig deep enough and truly translate the VOC; instead, we made assumptions of what we think they need. Capturing their voice with the actual specification variables of the product and joining them together will be a first step to clarify and augment what was missing from our original assumptions. This concept may sound trivial or basic, but it is a fundamental issue for the success in providing a product to the customer that they will be delighted to have.
Let me illustrate this idea with another example that all of us are familiar with. If you go to a high-end coffee shop for a premium priced cup of espresso coffee which is approximately twice the price of what you would pay at another shop, what commands the premium price? If you conduct an informal survey as you walk around the shop, some of the replies you may hear: “I really like these comfortable chairs with the free Wi-Fi access.” or “I like sitting here by the window, looking outside, seeing the city and the people going by.” or “I like the calm music and clean bathrooms.” You will find that none of them said they want their coffee hot in clean cups. Why does that matter? That will be the equivalent of asking our plastic tube customer that the painted product shouldn’t peel off. Those product attributes are called the must-be or basic characteristics inherent in the product. They should not be spelled out, they are understood. The point is that our customer has needs and wants that are spoken and unspoken; in the next few chapters, we will outline how to capture and capitalize on those customer requirements.
A conversation with the customer needs to take place to gather all the facts around the product you provide them and how they use it in their manufacturing process. In other words, how does your product fit as an integral part of the whole. In order to gather what your customer expects, it is best to do it face to face. Prior to this visit, make a list of key questions that will be used.
The key questions are developed with the input from the commercial team, Figure 1.3. One of the individuals that will help craft those questions could be the marketing manager. The marketing manager plays a critical role to understand the positioning of your product in the market, phrasing the right questions that will be asked to the customer. Another group from the commercial function that needs to be involved in gathering the VOC is the sales department.
The sales department has three different sub-functions: direct sales, technical sales, and customer service. Let’s expand on the differences between direct sales and technical sales. Direct sales team members are involved in cultivating a relationship with the customer from a price and product satisfaction standpoint and interacts with the customer often. They will dictate a price that is based on certain factors the customer is willing to pay. Technical sales typically verify that your product’s performance is working as designed at the customer’s facility and specifications are met. The two are integral for the total success and satisfaction at the customer’s processes. Direct sales and technical sales have a constant dialog with our client related to the application of our product at their plant. On the other hand, our customer service department receives requests from our client; it is typically a one-way communication. Seldom will a customer service representative reach out to the client unless it is a follow-up call. Depending on how well all three commercial interactions are delivered could become a proxy on how the customer would perceive your product and even your company.
1.3 Define the Questions for the VOC
Clear and concise questions are an important aspect of gathering the VOC. Having the wrong questions or the wrong sentence structure may lead to the wrong conclusions when asking customers about certain concepts or attributes of our product. In this section, we will highlight key dimensions for superior quality questions that will help extract meaningful data from your clients, but first, we must start how to structure those questions accurately. We will focus on five different dimensions that will give us a balanced view of what we’re striving for; these are followed by sample questions that compare a substandard approach versus an improved format.
1.3.1 Dimension 1: Only One Topic per Question
Multiple ideas strung into one question may blur the impact of one idea or topic with the other. In doing so, the answer becomes confounded and not separated; it is best to have two separate questions to clearly understand the impact of each idea (Table 1.1).
TABLE 1.1
Dimension 1: Only One Topic per Question
Substandard |
Improved |
Are you satisfied with our on-time delivery using our preferred supplier? |
Are you satisfied with on-time delivery of our products? |
How would you define the quality of service from our preferred supplier? |
|
Does the product have the correct gloss and appearance when using our coating? |
Does the finished product have the correct gloss when using our coating? |
Does the finished product have the appropriate appearance when using our coating? |
1.3.2 Dimension 2: Avoid Asking Leading Questions Which May Force a Biased Answer
The concept of a leading question has the answer already built-in, using this type of sentence structure affirms an assumption or choice to be made. The following examples in Table 1.2 will better describe this type of question.
TABLE 1.2
Dimension 2: Avoid Asking Leading Questions Which May Force a Biased Answer
Substandard |
Improved |
Do you agree that our new preferred supplier is better? |
How would you define the quality of service from our new preferred supplier? |
How much better is the gloss from our second batch compared to the first? |
Please describe the gloss from our second batch |
1.3.3 Dimension 3: Customer Is Willing and Able to Fully Answer the Question Being Asked
It is important that the questions are directed to the individuals that can provide us the answers we are seeking. Instead of using a survey with our customer, we will use the focus group interview approach. We need to carefully select those individuals that will participate, so we will be able to collect complete information of our questions (Table 1.3).
TABLE 1.3
Dimension 3: The Customer Is Willing and Able to Fully Answer the Question Being Asked
Substandard |
Improved |
As a secondary supplier to your company, what percent of your current demand of clear coat do we currently provide you? (Question directed to finance or purchasing unfortunately neither one was present.) |
As a secondary supplier to your company, what percent of your current demand of clear coat do we currently provide you? (Question directed to finance or purchasing. Verify that both are invited to the focus group. If one person is not present, the other one could have the same information.) |
The quality specifications for gloss are set to 85% at 60°. Could we reduce these to 75% at 60°. (Question directed primarily to the quality department and that function was not represented.) |
The quality specifications for gloss are set to 85% at 60°. How much lower can we reduce the gloss and still meet your satisfaction? (Question directed primarily to the quality department. A quality representative was present at the meeting; in addition, the manufacturing manager was able to provide a unique perspective.) |
1.3.4 Dimension 4: Verify that All People that Administer the Question Interpret It the Same Way
Ensure that the wording of the question is such that it could only have one interpretation. Make sure that ambiguous meanings are minimized or eliminated when wording the questions. If new terms are used, have the interviewing team define these words or concepts ahead of time (Table 1.4).
TABLE 1.4
Dimension 4: Verify that All People that Administer the Question Interpret It the Same Way
Substandard |
Improved |
Is our new product, Model-123, viewed as high quality by your quality department? |
Is our new product, Model-123, exceeding your specifications for application time as requested? In addition, how is Model-123 performing for drying time? |
Does the product have low gloss and low odor? or Does the product have low gloss and high odor? (Gloss and odor are paired properties. Ensure that the correct paired properties are described as intended. These properties are meaningless if they are asked separately.) |
1.3.5 Dimension 5: Verify that All Respondents Interpret the Question the Same Way
We need to stress-test these questions to ensure clarity and accuracy from a customer’s perspective. It will be best to pilot these questions with your colleagues. To get honest feedback, perhaps, it would be better to set it up as a working lunch. A light luncheon will make the environment less formal and more of a dialog with unrestrained comments from the respondents. After all, your colleagues will have the opportunity to role-play the customer; you and your team will learn how solid your questions are with potential answers.
This chapter helped shape the questions that will be used during the focus group or interview session. In Chapter 2, we will define the close-ended questions using these rules and dimensions.