This panel brought together industry experts to share their insights and experiences on effectively capturing and utilizing the voice of the customer (VoC).

Key topics included:

• Characteristics of helpful customer feedback

• Strategies for encouraging non-champion users to share feedback

• Important metrics to collect from users, including less obvious ones

• Demonstrating the impact of VoC insights internally

• Showcasing the value of VoC programs to different parts of the company

• Closing the feedback loop with users

• Surprising discoveries when starting VoC work

• Advice for beginners starting a VoC program

• Training internal teams to effectively communicate with customers and interpret their needs

• Integrating user behavior analytics with traditional VoC insights for more powerful research opportunities

For an in-depth exploration of the panel's insights, you can watch the full video on YouTube.

Speakers:

Guest speakers:

• Kayla Eliaza

• Michael Nyugen

• Anna Peterson

• Christina Meng

To learn more about Monterey AI, check our website and LinkedIn page.

Transcripts:

Kayla:

Hi everyone. My name is Kayla Eliezer. I work at Notion. I head up user insights for Notion. I'm so excited to learn best practices because I'm here to take everything that they tell me and go figure out what my job is again tomorrow. So let's start out with some introductions. I'd love if you can all share your names, where you're working.

And let's do a fun fact because everyone relates in a different way.

Christina:

Hello, my name is Christina. I currently run the Slack Champion program. I've been at Slack for just over nine and a half years. And I was one of the problematic CSM, so sent out rogue surveys that Faison was talking about. So I was at CSM for four and a half years. And Transition to lead our champion program.

And it's a wholesale community of our power users. We have around 6, 500 champions spanning 2, 500 plus different organizations. It really is my role to create programs that engage them, but also teach them how to advocate not just for themselves and for their entire organizations with providing feedback.

So yeah, excited to tell you more fun facts. I was voted a Coomer's Biggest Canucks fan in 2003 at a CBC radio contest. Very Canadian. I do not know how to follow that.

Anna:

I don’t know how to turn on my computer. Not an expert in this. Hi, I'm Anna Peterson. I am our senior director of product operations at House Call Pro.

Our customers are actual plumbers and gardeners. So electricians, HVAC professionals, those are our customers, which is awesome. I actually started my career in product management in VBSAS. Primarily in HR, and then I've been moved into product operations and really stood out that function at Housecall over the last year and a half and our voice of customer program.

So fun fact I'm 5'7 but I play collegiate volleyball. So, kind of fun. At Davidson College, which, if you are from the Bay Area, Stephen Curry was also a year above me. And we're out!

Michael:

Awesome. I'm Michael Nguyen. I lead a Scaled Insights team at Figma, which includes our voice and customer program and then a growing new kind of continuous experience and measurement program as well.

Prior to Figma, I was at Asana, actually with Kayla. I led business strategy operations and built and scaled the BOC program there. Fun fact, I owe it to Bazogh why I have a job, because his project is His his project, I think one of the recommendations was to hire someone to run VOC and that person was me, so.

Kayla:

Cool. Let's hop right into the logistics. How do all of your teams source VOC Insights? What parts of your user base are you going to and what tools are you using?

Christina:

So I am a very small part of the broader VOC landscape at Slack. So Kevin Villalon actually runs VOC, and I'm very aware that my user base is biased.

They're all power users admins but I think I've learned too when I lead with that that our product managers and our product marketing team Still really wants to talk to our champions to get sort of early stage signals. When we're rolling things out. So one thing that I do is I have champion events every month.

We have around 200 ish live attendees every month. And then we also share the recording back to our champions. And the whole point of that is I've aligned that now to our product release cycle. So when we first make an announcement that a new feature is coming, I'll have an event and that's a really great opportunity for our product managers, product marketing team to sort of early stage test from a, Group of power users.

Are we directionally going in the right direction? With this idea and then we have another event closer to GA. So yeah, I feed all these insights back into our voice and customer program, but it is a very unique set of users that we engage with.

Anna:

On our side, we have a really engaged Facebook community, actually.

And so that's where we source a lot of our insights. But also from NPS surveys and, you know, every time we're interacting with our pros. So our intercom slack and support tickets. Try to get feedback on a regular basis on a monthly cadence with our CSMs and that team, we have a super pro program, so similar to the champion program that we really engage with.

That's also very active on our Facebook groups. And then our teams also, my voice of customer program in product operations, we've also been creating a ride along program where our product managers and product designers actually. Go out and help our pros fix a water heater or I was with an hvac professional so getting to see what the day in the life is a lot of our product Managers and product designers have never been in that line of work.

So kind of what jim was saying earlier of you know, some Tools only give you part of a story. We wanted to really connect that story to really understand What are those use cases for an admin in the office versus the technician out in the field that's using our mobile app? And then a couple of other smaller programs where we try to dive really deep with some pros trying to get them to full product Adoption, so we kind of source from a variety of different places both actively and passively

Michael:

Have any of those ride alongs created a career change for any of your project managers?

Anna:

Not yet, but one of our directors has always said, you know what, after this, I think I'm ready to go start a business, so.

Michael:

I'm very grateful for my job.

Anna:

It is like a really hot, we had a really hot day. Our CPO actually went on his ride along last week and, He was like, it is 90 degrees in Denver, and I had to go fix a water heater, and there was no AC in the house that we were servicing, and it was a hot day.

So you definitely get a lot of empathy as well. But yeah, no job changes yet. We'll let you know.

Michael:

Yeah, my snarky answer at Figma is Twitter. That's where it goes. The real answer is basically, wherever, it varies across every product area, PM, design, and engineer. That's Twitter. But they're trying to go closest to the source of where their target audience is.

So the truth around Twitter is that's where a lot of designers go to give feedback around Figma. But sometimes it might be in Reddit. Sometimes it might be in the support ticket. Sometimes it's with sales. So just like understanding that context, as Kay Swan was talking about, is absolutely critical. And then sharing that context where that feedback is coming from and rerouting people to, hey, if you're looking for this, this is the best place to go.

And we don't have a next best place for you, but like, let's add that to the program.

Kayla:

Context is everything and bias is everywhere. Yeah. Okay. So we touched on this a little bit in the last session, but what's the most important thing that a customer can tell you to make their feedback helpful?

Christina:

We did a whole training program for our champions on this but it is sort of context and a use case because it's extremely important.

So we had a product ambassador program that I run through a champion program and during our events as well, we'll get a lot of feedback that's like, I don't like this. And it's like, great. Cool, not a newbie, but like why? What are the business? What's the business implications? What teams are involved and what is your specific use case?

And so from that we've created a pretty intense workflow that our champions can use to submit feedback And we just want to hear like just type out what your use case is and we can sort of Disseminate from there a little bit more about what you're looking for. But that is like number one. And also I guess what team you're on as well.

And something that we didn't capture early on, but it's very helpful context.

Michael:

Yeah, yes. And to the context, even at the individual, the use case, and maybe even at a team level, like I'm trying to like, I think it was a collaborative platform. So when I can't do this, my collaborators can't engage or my manager can't do this.

That's super cool. But also their user ID, like just capturing their user ID with their piece of feedback unlocks a ton of metadata that we can do and provide much deeper analysis. Really easy on Twitter, right? Technically, there's a way. We haven't integrated it yet, but Yeah, and I think I think a lot of sales people are like, oh, can't I just like do a plus one?

Like can't I just upvote something? I'm like Yeah, but don't you want their email address? Close the loop with them, and I can help you build a deeper relationship. So yeah, that's my, that's my short answer.

Anna:

Yeah, I'd say the only thing I'd add is like, role too. Of like, who you are and what you're trying to do.

Because it could be kind of different. But, yes, the answer.

Kayla:

Do we have any tips for how to get people to share this information when they're not champions?

Michael:

Do you have cards? Yes.

Anna:

I think the right context to, like, training the people who are going to engage. So, you know, your CS reps support on Facebook, engaging in the right way of kind of asking those follow up questions because you do have sometimes have to pry it out of people.

And so I think like supporting your team with the right resources.

Michael:

Yeah, one thing I've kind of unlocked recently is like, we think about customer feedback all the time and we think about the distinction between like existing customers, like the context of existing customers and like how engaged they are.

A lot of designers, they don't think about it that way. They're just like, I need customer insights so I can design this thing. And I think it's being really clear with them, like, What are all the different ways you can engage and get insights within the company? And then when does it make sense to go and find new insights?

And like how do you get a research project? How do you spin up another type of initiative for some information we don't have yet? So we're trying to like make that easier for people to grok, but it's a realization that not everyone thinks like us.

Christina:

Yeah, to piggyback on that I actually partnered really closely with Case One's old team but we have a please customer feedback channel in Slack and we did a roadshow and trained our PMs on like, hey, if you want to talk to customers, come to this channel and we will route you to the right audience.

So we have me representing champions, we have someone from the research team, we have someone from the insights team, and then the person running VOC and pilots from Slack all in there and we're, we're helping our PMs. Find where to go. I think on the customer side, it really is. It's kind of a long game, but I'm building that trust and advocacy.

And not just for champions, but from your like broader customer base as well. Teaching your CSM how to encourage their customers to provide feedback and where to go as well. I think that's important because there's, you know, we were always like, go to slash feedback or, you know, feedback. It's like dot com, but that might not always be the right path to go to.

So just making it really clear. Okay.

Anna:

Yeah, I love, we use Workflows as well to kind of route to the right audience. And I think in the last panel talking about like the right questions to ask and the right audience and like making sure that's totally tight, but Slack Workflows helps a lot with that.

Kayla:

I'll add in, make it easy.

Yeah, totally. Yeah. Great. So we've talked about what we want from users that they can give us, but what metric that maybe a user wouldn't think to give us is most helpful to collect? And what do you wish you could collect but you don't currently have away? 

Michael:

Okay. My fault.The metric I wish I had that I don't think is ever going to be possible is How can you attribute an insight to a decision that was made? And I just don't think people think that way. I don't think they need to just appease me and like help me justify headcount.

I just wish it worked that way, but it doesn't.

It doesn't matter, you know, like Building products is a team sport. And we don't track stats like goals and assist and like, why would we so I think it's, I wish I had those things, but I'm also real estate.

Anna:

I think that things that we like tracking, of course, are going to be your kind of typical metrics of NPS churn, like those kinds of things for sure.

But I think we were talking a little bit earlier. One thing that's always hard is like, can you trust some of the data? Like, when you talk to your sales team and they're giving you loss reasons, how accurate do we think those are? And it's not necessarily a fault of them, right? Like, it's either the process you have in place.

Are they asking the right questions? Like, those things are really hard. So, I think right now a challenge at Housecall is we're trying to get better on the prospective customer side. I think we've got some pretty solid. Existing customer feedback channels, but prospects and churned pros. So it's hard when they're not your customer and it's also hard when they're pretty upset and they do not want to talk to you anymore.

And so I think like those two things right now are a challenge for us are those like prospects lost demo reasons, making sure that we're really tracking that well. And then in that kind of churned bucket as well, like really getting good and clear feedback that's actionable.

Christina:

I agree. I think for my program to we spun it up, not thinking that it was going to be anything to do with what's the customer really?

I didn't know what it was. And now looking back, I wish I collected more data on, you know, yeah, line of business role, how long you've been using slack for. So now what we're doing is trying to teach our champions to help us recruit for those. So when we are testing, we have a broader audience, but I would say like that up front because it's a lot harder to go back and try to fix that.

You're like core segmentation.

Kayla:

I want to switch gears a little bit and talk less about how we're pulling information from customers and what we're doing with it internally. And how are you showing the impact?

Christina:

Yeah. So So we collect around, I want to say, like, we answer 60 to 70 questions for every champion event I run, and collect probably 35 to 50 pieces of feedback, and so it is manual right now.

So it, my big value driver for, for our product managers coming to speak to our champions is scale. So instead of having to set up one on one conversations with 200 different Accounts, you can just come feature one champion event and you are able to talk to all of these different customers and collect that feedback.

I take all of that feedback and I take the transcript and I synthesize it out into sentiment, number of questions per, you know, feature, all of this fun stuff made possible by an AI, so that's great. But really just making sure that I'm getting that feedback to the right audience. Product teams and then also asking them, like, is this the best way to get this to you?

Not that scalable once you take it out from the event side. But yeah, our now our product managers are really like sort of jumping at the opportunity, but it is a time saved scale. Yeah.

Anna:

One thing we do is we kind of cultivate a It's not a really catchy name, but it's called our insights package And it's a monthly newsletter that we share out with our team and that goes through our Program, so I can't remember who said it in the last panel, but like the storytelling Is so important and so being able to share those stories of going on a ride along is so important because it's the thing that like Takes you out of the day to day and it's like what all matters like let's make sure that we're hearing all those themes Because not every person is in every interview.

They're not in every single Place in talking with our customers. So it goes through, you know, our different programs. And then we also take all the feedback that we've had from other places. So across Facebook, across intercom, across our NPS surveys, and then we look at the themes. So not only by like part of the product that's being worked on, here's the few things in each product.

So each product person has some like direct feedback, but also thematically, what are we hearing from our pros? We want to hear, you know, we want to do more bulk actions. We want to do more automation. And so being able to like bring that to the surface. And then we try to do deep dives in kind of existing meetings that we have.

If we do an MBR, let's do a deep dive on one of the things that we've done. Like highlight that to a leadership when we're doing it. And this month we're going to take that concise package, but then have like a voice of customer town hall in partnership with our community team. So we're trying to also find some like async and live synchronous time as well.

Michael:

Yeah at Figma I started kind of bottoms up and started with just like how do you lay the plumbing and the infrastructure to enable kind of ambient awareness? In the context there is like Figma's product culture is very already very customer centric and eager to meet and talk to customers. So I didn't have to like fight that battle.

So just like how do we just. Get it so it's already, they just getting it real time or it's being stored somewhere and staging for them for when they need it. And then the rest of the time it's like, how do you meet them where they are in the context of where they are in their product development journey?

And also kind of what is their personal preference? Some people want like, I want a real time feed, like every single piece of feedback about my product instantly. Some people are like, I want a quarterly roll up. Some people are like, I don't even know what the fucking problems are. And so like understanding the different product personalities and preferences and then building a system that can quickly adapt to those preferences, I think is absolutely key.

Kayla:

That sounds great because I think we're going to talk a little bit more about the different preferences but rather than from maybe p. m. to p. m., I want to hear about how you show the value of a voice of the customer program to different parts of the company, to customer facing teams who have to do the collection work, to the product and end chains, to leadership who is the one giving us salaries to do this work so that we're all involved here.

Michael:

So you don't have an answer. I've been looking for this answer. That's why I read the question. Yeah.

Christina:

I think for So let me think about this. So Slack, people love Slack, you know, there's a lot of great positive feedback that comes in all the time. I think a turning point for me this year was, we had a champion event on our new redesign, we call it internally, IA4.

And it was, Very spicy. I was sweating. People did not understand the value. They didn't know what was happening. Everything was different. And I think taking that feedback and sharing it to internally, not to our PMs, but to leadership as well. That's when our Sandals students were like, Oh, like, We need to pay attention.

And then from there, once they had their attention, it was all right. How do I spin this feedback to this is how we can support your team. So when you are going out to sell slack, like the feedback that we bought the unclear vision, like this is how we can reposition and how you can use this feedback to sell.

And so just really thinking about the different parts of the business, what's valuable to them and just I'm kind of shameless and I will just send people DMs or messages or just post in channels. But just get it out as much as you can, but also tailor that messaging to different teams.

Anna:

Yeah, I'd say that we're pretty close in, cause I'm in product operations and so we're pretty close with our product and eng teams.

Like I'd say that's really our strength. And like I highlighted on where I want more data, I think that's also a flag of like where I can build a better relationship, right with our CS teams and our sales teams. And so that's going to be a goal for us in Q3 of like, how do we cultivate that relationship so that we're sharing back the voice of customer and then also making them feel really heard.

So I'd say that it's an area that, like you said, we're all looking for the answer. But I'd say like when you're realizing, I might want to dig in a little bit here. That might be a flag to go do that work and find ways to be a little bit closer with those parts of the org.

Kayla:

I have so many thoughts and questions on closing the loop internally and like the black box that is voice of the customer work.

But a little less spicy closing the loop with users. Do you guys do it? And if so, how?

Anna:

Another challenge. Really looking forward to the panel later.

For us, we have been trying in a few ways especially on our Facebook channel. So we had a goal this past quarter of closing the loop once a week, making sure that we had a close the loop like announcement in a public channel, either in a newsletter or an announcement We're trying to do it on like more of a user by user basis, but we're not totally there yet.

But we're getting the data of like, what are those themes that we're hearing? And so how could we put out our Facebook post in one of our communities to highlight, Hey, you voted, we listened. And so kind of like highlighted some of that stuff across our Facebook communities, across our product marketing newsletter.

So my team really works cross functionally with our community and product marketing teams to make sure that we're taking what we've learned and then disseminating that. So. still lots of room for gro we're

Christina:

doing so far. Yeah, I'm glad to hear about sort of why we structured to reflect like one, These features coming in At scale show our champions.

This is all the awesome feedback we got from you from the event that happened three months ago, and this is what we're releasing with now. But definitely one thing that I, I've been thinking about a lot is like, how do we close out individually? And I wanted, I would love to be able to say like, okay, champs, if this is the data, this is the feedback you provided to us, is there a way that we can.

Make it a little bit more transparent, like where that feedback has gone specifically and what impacted specific decisions. I don't have an answer to that, but.

Michael:

I have a feature request. I've shared this with the Monterey team, but I think there's a there's actually a very possible future where if all of your customer feedback is going into a platform, and there's an algorithm to tie it to product area, product team, project area, then, in theory, the roadmap could also live in there.

And then the AI can tie the two, and then connect, hey, this, this launch ties to these feature requests, ties to these users, spin up an email campaign and send it out, and so forth. That would be the dream. Currently we, at Figma, we do it really well, closing loop externally. We have a thing, we do little big updates where we actually mine through all of our feedback, look for, Quality of life improvements, ship those improvements, and include the customers that ask for those in our marketing campaigns and launch campaigns.

We don't do as good of a job of it internally, like when sales says, hey, Notion's asking for this. What we have is an internal, like, closed loop technology loop, where you submit your feedback, PM gets it, they go, yep, it's on the road map, or nope, it's not on the road map, and at least you know the status.

We're not great at like, hey, we're shipping it, so you let them know, but opportunities to improve.

Kayla:

I'll add to the feature request of check it against the unsubscribed list.

I want to make sure we have some time for questions, but two more from me before I do so. What's one thing that surprised you when you started getting into voice of the customer work?

Michael:

Not everyone becomes famous like they thought. It's like when I come here, I feel really energized by it. But most of the days it feels lonely and you're like, It's like the ebbs and flows of like, why do I care about this more than the people building the things? Like, it just, I don't know, it just takes a lot of persistence and, and grit that, maybe I was surprised I didn't have, I didn't know I had this much of it to stay in at this moment.

Anna:

Yeah, I'd say my surprise came from this morning, actually, when I had this epiphany because I'm sure not all of you, you know, used house call for it. You might have if you paid a plumber or gardener. But. I had an epiphany today that like, we're all struggling with a lot of the same things. And that was really nice to remember and kind of like why I wanted to come do this.

And so I think I could have given you a different answer yesterday, but I think to me, that's probably the biggest surprise is that like, nobody has this all figured out. We're all learning

Christina:

and growing. Yeah, I think for me as someone who's kind of new to realizing that I actually do work so customer is how broad this.

This is like everyone in the organization is essentially because of what we're facing or not like they're playing a role in it And how they do not know how difficult it is to get these best practices and this awareness out across the entire organization Of how we can all work together and standardize.

Kayla:

So that's Yeah, I remember I I'm just always shocked at how much we have to fight how much grit we need because I remember Michael Pulling me into a room as a little baby tech worker and saying You Voice of the customer, what do we build? And everyone was so passionate about it. And then outside of that room, it's just, the passion isn't quite there.

Okay. So last one, before I open this up what advice do you have to someone who's starting a VOC program? You stole my question, by the way.

Michael:

My biggest takeaway having built kind of VOC at Asana and now Figma, To very like mission and customer centric companies, but totally different is just like based on his outfit. Your VSC program really needs to be finally tailored and fit for the strength of your organization, right? So like the tuxedo example, like you can buy a really expensive tuxedo, but if it doesn't fit your body type, you're not going to look your best.

And so at Asana, for example, at Asana, the strength of the organization was really around clarity of like mission goals and like. KRs. And so VOC served a very simple process there. It was like, get the business leadership team to align with the product leadership team on what to build and what to staff for the next six months.

So VOC was like, as long as I did that, I could do whatever else I wanted on top of that. At Figma, I tried to do that and like the leadership team just laughed at me. They're like, Michael, we already know these things. Like, we're already building them. Like, give us something useful. And so at Figma, People care about a close, intimate connection to customers, whether you're an engineer, a designer, a PM, a product lead, the CPO.

How do we, how do we make it so easy and effortless to connect with customer insights so that people can spend more time building? Cause they already know what to build. They're already, they're already thinking like six months ahead, 12 months ahead. Cause they're listening to feedback all the time.

Anna:

So that is such a good answer. And I like don't have a lot because honestly, like as I built this program over the last. year and a half, it's been a lot of like, what, what are the strengths of my organization? And then what are the problems of my organization right now? And so leaning into the strengths that like our founders have been so, so close with our pros.

It's why our Facebook community is really active because literally our founders used to go to fund rockers, buy some frozen beer and ship some stuff. And it was pretty cool. And they have constantly had this like really, really empathetic view of our pro and wanting to be really close to them. That's our strength, lean into that.

Really, really lean into that, like really close relationship. And that's our differentiator in our market against our competitors to where we've had a problem is like, how do we connect with them on research? Like we have some stuff, but not everything. So finding out what your strengths are in your organization, really lean into that.

Don't recreate the wheel on what you don't have to. But then figure out where the problems are to solve so that you can kind of craft and scale. Because my job was how do I take that flood records experience and scale it? And kind of make sure that we've got that really good voice of customer perspective in our product organization.

Christina:

Yeah. I think for me, as someone who feeds into the broader voice of customer program is one piece of it is to really just know who your audience is and the value they provide. So much of the tailoring piece is like, . I was trying for a while to like, yeah, chance can help with that. Chance can provide feedback with that.

Like, but they can't because they're all power users and they're not from different lines of businesses. So like, just being really through the value that your program can provide and that it's okay to have, you should have different programs for different audiences as well.

Kayla:

Amazing. Thank you all so much for the insights.

Any questions from the audience?

We nailed it. We nailed it.

Q&A:

Oh, good one.

In terms of training the internal users for talking to customers, because sometimes customers will say, I want X, but really they want the thing below X. How do you guys deal with like internal training to kind of flesh out what some people want to ask and talk about in terms of the context, the scale, etc.

Those kind of internal questions that you can then ask people about.

Michael:

We try to make the form as simple as possible and like give like almost like a ad libs example like as a blah, blah, blah, I'm trying to do this but can't because of X, Y, Z and then lately I've been taking that and enriching with you with AI to say like, hey, rephrase this as a user story, rephrase this as a blocker, rephrase this as a complaint.

So trying to just like get that first initial input as simple as possible. And then refactoring it using AI in real time. That's one way that we've been doing that. But also, I've kind of I have a confession. I've kind of given up on training customer facing people on how to be researchers.

Like, I used to be a customer facing person, and then now I'm on the research team. And like, researchers are annoying. They're just like, no, you're talking to customers wrong. And it's like, they're connected with customers, like, they're, like, it's a good thing, let's encourage it, let's not, you know, like, nag about it.

So, that's just my confession to this group.

Anna:

I think on the like support side, it's more just like having the template to make sure that they're asking like, what's your use case or something like that. So, like making it as simple as possible, kind of like what you said. I'd say on kind of what Christina was saying on like research, because some of our product users, product designers are not experts in creating or have a PhD in surveys, as I think you mentioned.

And so I think it's like being a partner when somebody needs help to like having a playbook, but then also being a partner and like being really collaborative. So I'd say like, those are kind of the two tips I would have. As someone who has received this training I think what was most impactful was Just understanding, like hearing from the research team, like, what is a lead question?

Christina:

Just basic training and like, you know, examples was so helpful. And I still remember those conversations that I had a few years ago. So just like, what is the lowest hanging fruit that's the most important to drive home to your customer facing teams? And we will remember.

Kayla:

I will say as someone who also does not have that PhD, Who did training for a support team, I would go in and I'd set very real expectations of like, just because they ask does not mean that we're going to build it.

Just because they ask and they give an example of exactly what they want does not mean we're going to build exactly what they want. And the closer we get to what they want probably depends on if they tell us why. So especially with email tickets, they don't tell you anything. They say, I don't like this or it's broken.

And so you have to respond with why. And they usually don't tell you anyways, but at least you found something.

Michael:

And also back to something Kay Swan said, like the, the teaching empathy from customer facing teams that are just like dealing with this fire hose of like complaints and feedback, and that exercise of like, okay, what would you trade off for this?

If you were, if you were the product manager, would you ship this or this or this? And it's so funny, you can see it in their eyes. They're like, oh, shit, that is really hard.

Michael:

And then that, that, that moment of empathy of like, oh, this, like us versus them, they don't know what to build. You build that bridge and you're like, Wow.

The different contexts of like what's important. It's really hard to do it. We're all doing our best to make those decisions.

Kayla:

Remember when people write into support, it's not when they're happy. So your support team is dealing with a lot. I think there's one other question. This is not true.

Q&A:

This question, well for anyone, but, Michael, you referenced the opportunity to identify some additional great research opportunities when you sort of layer in some of the user analytics or sort of the user behavior analytics, and I wanted to see where you found that to be really powerful, and if you feel that, as sort of a mainstay, when we think about the Feedback and insights that are in the more traditional sort of VOC umbrella, like, where does that play a part?

Michael:

Yeah, I think that's a good question. I think, like, for me, when I think about insights, I'm trying to think about it generally. Like, what type of evidence can I give product builders to make the best decisions and to have evidence and confidence to make those decisions and move forward quickly with that information?

And so, I think of VOC as just one chapter of that. This is like, this is existing feedback on our existing products where people are talking to us. Thanks. We also can shine a light into, like, how deep that context matters, like, this is coming from support, this is coming from this segment, this is coming from this, where they are in their journey.

But then there's also, like, market context, or market insights, business insights. And so, some of the advice earlier was like, how do you go deep in understanding all of that, so you can articulate and shine that light into the decision maker and say, hey, this is, these are the pros and cons of this data set, here's where it's coming from, here's probably other data sets that could be interesting.

Here's the business context, here's the product context, like, tee it up for you, like, let us know, like, if this is helpful. So yeah, I think for me that comes from, like, being, being more on the business and good market side and now being more on the research team and product context. So I think that's kind of like something that I just enjoy getting better at and understanding and trying to, trying to be that lighthouse for the organization.

Kayla:

Thank you all so much. Well, thank you everyone. I'm not sure if you guys know this, but all the speakers and panelists here, they're extremely humble. And then, like, VOC and companies are the people who care about, like, cost risk and products the most. If we think about, like, product analytics or, like, behavior analytics about many years ago, people don't know what is, like, DAU, what is, like, funnel, what does that mean?

Chun:

We see this, like, Trend or how AI is pushing for VOC. Getting more is like established like function in different companies. So like, I think I just wanna thank you everyone to pioneer in this space. I like 90% of my feature requests probably come from like people here. And we use like one AI internally for our own like roadmap.

So thank you again for everything.