Results
A clear, replicable Voice of the Customer program focused on key moments of truth, enabling better alignment between marketing, sales, and distribution to optimize both the customer experience and return on investment.
Context
This case study focuses on a manufacturing company specializing in doors and windows, whose products are mainly distributed through a network of partners across Quebec. Despite a strong advertising presence, the company observed a longer buying cycle and a slowdown in conversions.
Symptoms
- Increased time to convert prospects into clients
- Decreased return on marketing investment
- Potential disconnect between the marketing promise and the in-store experience
- Lack of visibility into the root causes of the slowdown
- Difficulty in standardizing the customer experience across the distribution network
Objective of the approach
To Implement a structured Voice of the Customer program to:
- Better understand the actual customer journey, from advertising to product installation
- Pinpoint the critical moments where the customer experience falters
- Equip the client to autonomously carry out the program over the long term
- Align internal (marketing, sales) and external (distributors) stakeholders
What We Accomplished
- Validation and deepening of existing personas
- Customer journey mapping, distinguishing steps handled by the manufacturer vs. the distribution network
- Design and implementation of a comprehensive benchmark survey (Voice of the Customer)
- Data and metadata analysis to identify major friction points
- Identification of two key moments in the customer journey:
- Quote request
- Installation phase
- Cocreation workshop to prioritize issues and define key measurement points
- Development of short, targeted questionnaires for each key moment
- Recommendations on tools to optimize and training to provide to the distribution network
- Delivery of a complete implementation kit for the Voice of the Customer program (questionnaires, analysis templates, deployment guide)
The Outcomes
- Better understanding of friction points in the customer journey
- Stronger alignment between the brand promise and in-store experience
- Deployment of a sustainable program that can be repeated every two years
- Increased internal team engagement around the customer experience
- First steps toward optimizing the distribution network and its tools
