1. The Next Ten Years
Voice of Customer in 2014 and beyond….
www.thenextten.org

2. © The Next Ten Years Ltd. All Rights Reserved.
NextTen believe that the most successful
companies over the next 5 years will be those that
align everything they do to the outcomes they
achieve for the customer.
When companies plan for tomorrow, irrespective
whether it is driven by a desire to grow and
dominate or turn around and survive, change
strategies are usually defined with innovation and
service/operations excellence as the driving
headlines.
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Customer Experience leaders outperform the
market
The NextTen aim is to help you to identify and deliver new ways to build a customer strategy and
uncover innovation driven outcomes that customers’ themselves are often not even aware are
possible. We combine this with a structured and rapid execution of change, to align your
organisation, its strategies, structures, core activities and metrics to deliver competitive
differentiation and sustained business performance impact. This is “Outside-In” driven innovation
and it is the most advanced change approach available to the market.

3. © The Next Ten Years Ltd. All Rights Reserved.
Voice of Customer
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As organizations strive to become more customer-centric, they recognize that real customer
orientation requires active listening to the marketplace. However the noise around voice of the
customer is growing and we will see an increase in the impact of VoC strategies on customer
engagement and loyalty. Not surprisingly, organisations are all fighting for their piece of the VoC
revenue pie.
We are in the midst of a customer revolution. The customer of today has unlimited access to
information to create informed purchasing decisions. Customers have unrivalled access to
communication channels to ensure their views are known… But who is really listening?
Not listening to customers is one the most common ways that businesses lose sales and revenues.
In many organisations today, the job of actually listening to the customer fails and often very limited
people in the organisation have access to the Voice of Customer, by why are we restricting this
insight to a select few? As the innovation velocity of an organisation becomes a crucial competitive
differentiator, it is highly important that innovation becomes the responsibility of us all.
Big Data is the entire buzz, but bigger is not necessarily better. Insights, not data, drive customer-
centricity. Therefore it is great to have a Voice of Customer campaign but the true affectivity is how
you will use it. For organisations wanting to truly soar with their customer experience, Voice of
Customer is a great place to start.
Organisations have so much to gain from implementing Voice of Customer and so little to lose. What
are you waiting for?

4. © The Next Ten Years Ltd. All Rights Reserved.
Applying Voice of Customer
VoC, is a lot more than just surveying your customers.
When applying a VoC strategy the feedback needs to
drive changes in the organization that can accurately be
measured via profitability, customer retention, spend per
customer, reduced churn etc.
VoC is the starting point for creating a more customer
centric organization.
When implementing a VoC strategy the following high
level steps are applied:
1. Understanding all points of customer interaction to identify Moments of Truth for the customer
2. Optimizing (e.g. removing non-contributory work) and aligning (to Successful Customer Outcome) the
customer journey (if appropriate). This typically results a significantly improved customer experience
delivered through a smaller number of interactions.
3. Understanding the best channel to survey the customer at each particular moment of truth e.g. email
survey, SMS survey, online chat survey, IVR/Call Centre survey etc.
4. Building relevant surveys that link to each specific process within the organization
5. Designing survey triggers that achieve specific sample sizes (sample size is hugely important in VoC
as organizations use the information to make strategic decisions within the business, if the correct
sample size is not achieved the information collected would not be accurate enough)
6. Implementation of survey distribution and automated collection
7. Continuous analysis and review of customer feedback as well as immediate action on negative
feedback
8. Process optimization based on various reviews including VoC

5. © The Next Ten Years Ltd. All Rights Reserved.
Next Generation VoC
Until recently VoC has always focused
on the voice of the customer as the
primary driver of service and process
excellence. This has always missed the
important element of employee and
stakeholder feedback.
A modern VoC program needs to
include Voice of Employee and
Stakeholder as well. The reason for this
is that the employees and stakeholders
understand the bottlenecks and hurdles
that they face on a daily basis when
servicing the customer.
By obtaining a full understanding of
each process in the organization from
the customer, employee and
stakeholder’s view it is a lot easier to
optimize all elements of a process in
order to improve the customer
experience, streamline internal
operations and maximize return.

6. © The Next Ten Years Ltd. All Rights Reserved.
Basic checklist for a full VoC program and solution
When implementing a VoC program it is essential
to make sure that basic elements are present (in
your product selected as well as the stages of the
project):
 Full understanding of customer journeys
throughout the organization
 Impact understanding of service delivery (if
service delivery breaks down at any point in
your business, what areas of customer
experience and moments of truth does this
affect?)

7. © The Next Ten Years Ltd. All Rights Reserved.
 Is your VoC tool flexible enough to grow with you and guide your project. Basic functionality to
look for would be:
 Multi channel feedback. You need to be able to get feedback via all channels that your customers
interact with you i.e. IVR in the call center, Email, Online, SMS, Mobi, Kiosks (locations) etc.
 Escalation and escalation SLA. If a customer is not happy with the service they received your solution
needs to provide immediate escalations to the relevant department within your business for action. The
escalations need to be tracked by internal SLAs to ensure every unhappy customer is addressed in one
way or another
• Real time reporting and dash boarding. It must be possible to view all survey results in real time, identify
and trend data over various time period and immediately act on feedback received Linking of data to third
party information. All feedback must be linked to the employee that handled the customers interaction, the
individual customer as well as the process that the customer was involved in. This gives breadth of data
that will help to improve individual employees and processes as well as profile specific customers to
identify promoters and detractors. When profiling a customer it is important to bring additional information
into the profiling i.e. demographic information, product usage information, term of service etc. etc. This all
adds to the big-data that will help to drive business development.
A corporate culture that is focused on customer centricity and understands the positive impact of a
customer centric organization. This buy-in is essential as VoC is not a silver bullet, it is a process
that ultimately links to a customer centric culture and way-of-business.
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8. © The Next Ten Years Ltd. All Rights Reserved.
Enhancing the Customer Journey before
Automation
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Customer Experience Management with Advanced BPM is a new, quick to apply and powerful approach to
dramatically improve a customer journey map plus any related processes before a VoC campaign is applied.
The objective is to impact business performance under every measure. Typically 30% impact on key
performance indicators, identified in hours or days and deliverable within 3 months is typical. Most
organisations are still sitting on efficiency and cost reduction opportunities that traditional change approaches
never identify. Further, the ability to innovate and create revenue and service opportunities are usually looked
at as separate initiatives. Why should they be? They are all part of Advanced BPM - the latest change
methods designed to better support operations, customer centric change, governance and strategy than
anything that has gone previously.

9. © The Next Ten Years Ltd. All Rights Reserved.
Case Study: Multinational Insurance Company
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VOC software “Eyerys” dramatically increases return per member in a Multi-
National Insurance Company
The client:
The Smoke Customer Care Solutions client that was used for this case study is one of the top 10
insurance companies in Africa.
The insurance company realised that they could no longer compete with price and product – all
insurance companies started offering similar products at comparable prices. In order to continue to
achieve regular and consistent growth for the shareholders the company needed to look for ways to
improve their yield per member as well as attract new members with more than just a competitive
pricing structure.
By applying Eyerys multi-channel feedback, this goal is being realised.

10. © The Next Ten Years Ltd. All Rights Reserved.Page  10
The Challenge:
Member retention was becoming more and more difficult in the insurance industry; members
could now easily access competitor information online and switch insurance companies
within a few minutes if the service and offering that they expected from their current
insurance company was not met.
Increased costs to service members along with decreasing returns per member were having a
negative effect on company performance.
The Solution:
The call centre was seen as the largest member touch point; because of this it was essential
to gather feedback from as many members that interacted in this environment as possible. A
post call IVR survey was implement and offered to every member that called into the call
centre.
Various transactions that resulted in Moments of Truth were identified within the lifecycle of
the member. Mobile and email surveys were distributed immediately (within 15 minutes) after
every Moment of Truth that a member experience (business rules were applied to ensure that
members were not over surveyed). Moments of truth include transactions such as:
• Claims submission
• New policy sign on etc.

11. © The Next Ten Years Ltd. All Rights Reserved.Page  11
Escalation criteria were set in order to identify members that were not happy with an individual
transaction or interaction. This helped to identify the root cause of the poor service experience. Since
implementing Eyerys the member lifecycle has increased by 5.5%. First Contact resolution has improved
significantly and the average length to service members (across all touch points) has decreased by
12.3%.
An interesting secondary result of the Eyerys implementation was the decrease in social media
complaints by 26%.
Going forward:
With the help of Eyerys the insurance company has managed to change the culture within the
organisation to be more customer centric. By making every employee aware of the importance of
customer experience within the business and also making them directly responsible for the satisfaction
of every member the company has identified the “secret formula” to ensure the continued success and
growth of the organisation.
“We specialise in helping companies to – cost effectively – listen to the voice of their customer at
all points of interaction by utilising specifically designed technology. We apply our patented
methodology to understand the root cause of potential service failure.
Our drive to make a difference to customer service throughout the world, market leading
technology and passion for delivering service over and above our clients’ expectations sets
Smoke Customer Care Solutions apart”.

12. © The Next Ten Years Ltd. All Rights Reserved.
Advisory Testimonials
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“Thank you for teaching me something new, interesting and so very applicable to delivering the right
customer experience. I will use what I learned wherever I work.” SVP Global Operations – Citibank
“Brilliant process education and insight. Great for both process engineers and business.” Trevlyn Chetty –
Investec
“Mind shifting” M Maddala – Barclays Capital
“Well done. Loved the energy and ability to keep the process together.” D Coetsse – DPSA
“Absolutely fantastic and enlightening.” Aninka Marshall – Isuzu Australia
“Created a paradigm shift and a new perspective of viewing process.” Kwok Wend Long – NTU
“Very useful session and very interesting. It successfully demonstrates how doing things differently can
make things better for you and your company.” Akmal Khan – Hewlett Packard
“Great professional speaker. Articulates very well. This was a pleasure.” Raven Jainaran – Investec
“Thank you for the training that will help us make that critical breakthrough.” Maria Mestre, SVP – Citibank
“Thank you for your incredible insights.” M Raj Citibank, VP – Jacksonville
“Well thought out workshop. Speaker used great examples and involved everyone. Well done.” Katie
Sandham – Bord Gais Energy