I recently received an email inviting me to fill out a customer satisfaction survey from one of my favorite online outdoor equipment retailers. I freely admit that I only opened it out of competitive curiosity. When I opened the email, and it promised to take only two minutes and ask two simple questions, I exclaimed, “An NPS survey! ROCK ON!”

But that was me speaking as the survey taker. As a data scientist and survey analyst, I recognized the shortcomings of an NPS-style survey. There’s no way to control the data points in the sample, so this equipment retailer wouldn’t be getting the data required to slice and dice my results in interesting and meaningful ways.

For example, they wouldn’t be able to narrow results down to a particular type of service, a particular shift, or a distinct product. They wouldn’t even be able to do a basic regression analysis to identify key drivers. On the other hand, is it really worth it to swing the opposite way and create an experience-killing 47-question survey? Probably not.

Which brings up one of the major conundrums faced by VoC practitioners today:

There is a fundamental disconnect between the way customers want to share their experiences and the way researchers want to control the scientific sampling of information. The result is friction in the feedback process.

No More “Us Vs. Them”

Consumers want fewer questions. Companies want robust analysis. The smart companies are doing what the consumer wants—but the even smarter companies are finding ways to satisfy the interests of both parties.

Today, there are ways to begin cutting the length and overall friction from your satisfaction surveys today, without sacrificing your useful back-end insights. Here are three things I would recommend to any forward-thinking customer experience practitioner trying to find the fabled frictionless feedback:

Think Forward and Implement Now

Customer tastes and preferences around survey-taking behavior are changing. The forward-thinking customer experience practitioner will see this as an opportunity to start implementing the most advanced review-oriented survey techniques to provide a great frictionless feedback experience to customers—while collecting an even broader data set.

WHO IT’S FOR

THE LOCATION MANAGER

Unit supervisor responsible for the performance of a single location, working directly and daily with employees and customers on the front lines
 

WHAT IT DOES

Most people are accustomed to receiving emails the second they’re sent. Receiving these messages any slower than instantaneously would simply be unacceptable.

Mindshare Inbox was created to help managers on the front lines of the organization view feedback, manage incidents, and tag surveys gathered by Mindshare—instantly.

Our Inbox follows the model of an email inbox, treating survey responses as email messages from customers and making them instantly accessible to managers. When a customer fills out a survey, that survey appears as an unread message until it is viewed by a location manager. Using the desktop or mobile application, the manager can quickly view which surveys have comments, which ones have triggered alerts, and which ones require follow-up. Surveys showing low satisfaction scores are sent directly to an alerts folder, so you can respond to customer questions and concerns immediately.

If the organization has tagging enabled, managers also have the ability to tag the survey for classification. Customizable survey tagging allows you to keep an organized record of individual customer conversations on a location-specific level.

Benefits

Access reports anywhere using Mindshare’s mobile app

Manage incidents in an organized fashion

Tag multiple surveys with a few clicks of the mouse

Easily search, find, and share individual survey responses

IMPORTANCE IN 2013

Technology is continuously accelerating our expectations. With smartphone ownership at nearly 50% in the US, we’ve grown accustomed to quick responses—and it’s only getting faster.

Keeping up with the real-time nature of customer insights is a necessity. To resolve customer concerns, local managers need to be able to see and respond to feedback the instant it is received.

Because it’s built into the Mindshare Mobile App, Inbox arms local managers with immediate customer insights on their most accessible device to eliminate customer response lag time and retain more customers.

Communication That Doesn’t
Take a Vacation

The Labor Day weekend of 2012 started on Friday, August 31. Like many fellow Americans, Mindshare developer Gavin McClellan headed for the hills with his family to celebrate in the great outdoors.

As they pulled in to their site, beyond the reach of cell phone service, a storm camped out in the hills above their home.

On Saturday, September 1, heavy rain, hail, and 60 mph winds bombarded Saratoga Springs. Reports state that an inch of rain poured down between 7 p.m. and 8 p.m. alone—a large portion of that falling on the burn scar left from a wildfire earlier that summer. The combination of exposed soil and torrential rain set a mudslide in motion, and the McClellan Home was one of 24 in its path.

Late Saturday night, walls came down, basements filled, and lawns disappeared under six inches of mud. The McClellans, who had recently finished their basement, were 100 miles away when their investment washed away in a mass of loose debris. The place where they spent their evenings playing games and laughing together, the place where they made popcorn and watched movies together, the place where Gavin’s three children spent the bulk of their time playing with their toys and imaginations, was now occupied by three feet of mud and water.

On Sunday morning, a volunteer force the size of a small army (over 5,000 people) assembled in Saratoga Springs and began the process of cleaning up the aftermath. Even the sheer brute impact of a cascading mountainside couldn’t overshadow the community response witnessed that morning.

Among the volunteers, one group in particular had their sights set on the McClellan home: the Mindshare development team.

Using their Mindshare communication system, the team banded together to resolve one of the most unexpected issues they had ever encountered—a direct blow to the home of one of their software engineers.

This is the story of a development team acting less like a development team and more like a family. This is the story of a group of individuals healing the wounds that Mother Nature inflicted on the McClellans and their home.

This is that story, told by the people who were there:

Dave Robinson

For his Labor Day weekend, Dave had gone up to Rigby, Idaho to visit his wife’s family. He heard news of the flooding on Saturday night. “I knew the flooding was close to Gavin,” remembers Dave. “I sort of mentally prepared for the worst-case scenario, but still, I couldn’t believe the flood actually hit him.”

“I just needed to help. I sent out a message to the Mindshare development team asking for volunteers to meet at Gavin’s house.” To ensure that the message would be read, Dave sent it through the Mindshare communication system.

Dale Schroeder

Dale Schroeder’s Sunday morning began at his home in Eagle Mountain. “I was getting ready for church when I received the system alert.” Text messages from the development team ensued, rallying the troops together for Gavin. Dale quickly traded his suit and tie for jeans and galoshes before rushing to Saratoga Springs.

Dale was the first from Mindshare to arrive. “I took pictures of the busy recovery scene and sent them out to Gavin and the team,” said Dale. He then took his shovel from the car and walked to Gavin’s home.

Mud violently marked the downstairs walls, filling some rooms from the baseboards to the light switches. Dale began unburying it. This was the start of a week-long process of Mindshare employees helping Gavin get his home cleaned up and his life back to some sense of normalcy.

Ervin Hearn

Ervin was lying in bed when he first received news of the flooding. His girlfriend’s cousin lived in the same neighborhood as Gavin and had sent Ervin a picture of the scene outside. The system alert came through shortly after. “How did this happen?” he thought. After a good deal of texting and emailing to get the facts, Ervin put on his work clothes and headed over to Gavin’s house. “This has to be a nightmare for Gavin,” began to play on repeat in Ervin’s mind. It kept playing for the next several days.

Sunday’s church services were canceled. Today’s sermon would be acted out in the muddy sublevels of neighbors’ homes. Ervin met up with Dale at Gavin’s, and the two of them started pulling up the swamped basement carpet.

Scott Hart

Like Dale, Scott Hart was heading out the door for church when he got the alert. “I immediately changed my clothes, grabbed my wheelbarrow and an armful of shovels, and set out for Gavin’s house.” He spent nearly eight hours removing mud from Gavin’s property and boarding up the window where the mud and water had flowed in. “I came back two days later to dismantle the basement cabinetry, salvaging what little could be saved,” Scott added.

Kurt Williams

“I was staying at Sperry’s [Mindshare CEO] cabin, not far from Gavin’s campsite, when I got the alert,” says Kurt. “Because all other attempts to contact Gavin had failed, I got in my car and took off to find him.”

When Kurt arrived at the campsite, Gavin wasn’t there. After a few searching loops, Kurt decided to leave a message on his camper trailer. He scrounged up a registration form from the camp host and wrote a note no one should ever have to read.

Derek Newbold

Derek Newbold was with Gavin in the same secluded campsite when the mudslide hit. Their families were off on a Sunday morning hike when Kurt left the note. Upon their return, it only took a few minutes for Gavin to find it. He thought it was a joke at first—and a bad one, at that—but as the tasteless joke ruminated, Gavin accepted that the note was written not in jest, but in complete sobriety. In desperate need of more information, Gavin set out to find a spot, high in the mountains, with cell phone service.

“I was immediately in shock,” Derek recalled. “Since there were very few details, no one at the campsite had any idea the extent of the flooding. We had no idea how big of a deal it was.” They could only wait, paralyzed by the words on Kurt’s note. Gavin’s phone did find the few bars it needed, at about 10,500 feet, and when he returned back to camp, he confirmed that their house had been flooded and significant damage had been done. Gavin tore down camp with his family and the five of them headed home.

On Monday, Derek called the development team to get volunteers out to Gavin’s house to help. On Tuesday, they spent the day tearing out cabinets and sheetrock and cleaning up mud in the basement and yard. Derek remarked, “It was amazing to see how much damage the water and mud had done, and equally amazing to see the willingness of everyone around to lend a hand in a time of need.”

A Team Equal to the Task

The legion of volunteers that showed up on Sunday and Monday was a godsend. The response from the community, by all accounts, was awesome. Gavin appreciated the help as much as his spinning mind could comprehend, but in his blurry recollection of events and emotions, he didn’t expect it to last: “I figured once the holiday was over, the help would dry up.”

It didn’t dry up, though. A Mindshare alert had been sent. Restoring Gavin’s home was a priority for the Mindshare team. Mindshare employees were at the McClellan’s house for the next week, taking sick days throughout to work alongside him while he put his home back together.

Meanwhile, those back at the Mindshare offices were collecting employee donations to help pay for the destruction that Gavin’s insurance would not be covering. Gavin’s coworkers gave liberally, and the company matched dollar for dollar.

The final sum collected was enough to reverse the damage throughout Gavin’s basement and yard, thanks to the hours of labor provided by the Development team and Gavin himself.

“That was amazing,” said Gavin in response to the donations. The hesitation before these words was slight, and, like updated software, unveiled a version of Gavin seen by many for the first time.

A Function Perfectly Performed

The development team’s communication system was designed to address unexpected activity within the Mindshare Platform. Though this situation was out of the ordinary—even for a system built with the unexpected in mind—it served its function perfectly, bringing the team together to keep a key element of the platform up and running: one of its people.

Gavin can tell you as well as anyone that each member of the Mindshare team has a critical relationship to the Mindshare Platform. Dave Robinson, Dale Schroeder, Ervin Hearn, Kurt Williams, Derek Newbold, Scott Hart, Matt Johnson, Jon Grover, Todd Labrum, Mike West, and the rest of the Mindshare team showed Gavin the value of his position—and proved their own at the same time.

Data Divided

Because businesses are divided into departments, so is business data. Although more and more companies are figuring out how to use analytics technology to understand their data, they continue to do it in silos. One team analyzes customer experience data, another team analyzes transactional data, and yet another analyzes operational data.

The Silhouette Method

This is like having each department cast their own light on your customer and learn from the shadow it produces. The basic shape and size of the customer can be obtained from this “silhouette” method, and these individual dimensions can be useful for providing direction to decision makers. Simple, department-specific insights are a good start, but adding more dimensions to your customer view is critical to future success.

For example, using customer survey data alone, your company can build out a strong plan for improving customer service and increasing customer satisfaction. The benefits of department-specific plans like this are real and important, and each department can do something similar.

This helps companies progress via smaller, department-specific strides.

Adding Dimensions

To perform like a top brand—and to gain every advantage you can—departments must stretch beyond their own data. Customer experience leaders shouldn’t just be able to measure and improve the customer experience within survey results—they should be able to quantify the experience-related impact on multiple facets of the business.

Some quick examples:

Reduced Operational Costs

Storefront/Retail: Integrate payroll, real estate, transactional, and VoC data to identify whether the extra staffing you are throwing at a particular store—or store type—is, in fact, translating into a better customer experience or better sales.

Contact Center: Integrate service levels, hold times, and VoC data to identify whether or not there is a positive impact from staffing up to meeting stricter service levels. If there is no incremental improvement in the customer experience, you are wasting money.

Revenue Generation

Integrate customer segmentation, product, and VoC data to better understand the experiences of your different customer segments. If you find that particular segments are responding better than others to certain services or products, take that data to your marketing partners and launch a more targeted campaign to increase the penetration of those services/products within the most receptive customer segments.

These examples illustrate very simple, but powerful, relationships between multiple data sets. When combined, they can drive improved customer experiences, along with strong business results.

Lead your business out of the shadows and step into the 3D world. Modern display optics have changed. Technology has moved beyond shining a light and casting a shadow, and the same needs to happen with customer experience–related insights and analytics. Today’s most advanced displays rely on a series of lasers and lenses to produce a highly detailed holographic image. That’s essentially what broader data integration does for your company.

By focusing the light of each department and combining compartmentalized data into a common analytics with holistic data visualizations, you will begin to see a more lifelike image of your customer.
 

Opportunity for Advantage

Today, very few companies are analyzing their data holistically and simultaneously. The opportunity and true potential of analytics technology lies in the integration of multiple streams—customer feedback data, operational data, segmentation, transactional data, etc.—to gain deeper operational insights, incremental gains in ROI, as well as more predictive measurements from the perspective of both action and inaction.

Action, This Day!

The quality of analysis and insights available to companies is not limited by technology. It is limited by data. If you can bring the data together, the insights are yours to use. So do it. This blog post is a call to action. Better yet, this is a flat-out plea to businesses out there in Business Land that are limiting their competitive advantage by maintaining siloed data and analytics.

Step up and start using your data the way it can—and should—be used. Mindshare’s Analytics Team is here to help.

Sincerely,
Data-frustrata (Latin for “frustrated by lack of data utilization”)

You don’t need customer feedback to tell you that a smile translates across a telephone line—and even a computer screen.

Yet, not surprisingly, that’s the story most frequently told in customer comments. From the thousands of customer reviews that Mindshare sees daily, the bulk of customer insights contain the same common sense recipe for success: “Be nice. Be happy. Keep products in stock. Treat customers like people, not transactions.”

Of course, completely unexpected insights pop up, too—but the fact of the matter is that the overwhelming majority of customer comments amount to this:

“I’m happy because I was served a quality product quickly, politely, and conveniently.”

OR

“I’m unhappy because I was served a poor quality product slowly, rudely, and inconveniently.”

And that’s not a bad thing. There are valuable ways to put those customer comments to work. These recurring customer statements of common sense can make a big difference in your daily operations if properly put to use:

FIVE WAYS TO USE YOUR COMMON CUSTOMER FEEDBACK

1. Focus on individual employees. Find out who is and who isn’t listening to common sense in your company to provide good service, then reward or retrain accordingly.

2. Connect. Respond to customers who leave feedback. Whether you learned something groundbreaking or not from their comment, you can show your customers you care—and help them connect with your brand on a personal level—by showing that you listened. Tell them how you’ve resolved their concern or thank them for their time. Heck, offer them an inside deal if you want them to feel really special.

3. Measure company profits in relation to customer satisfaction. If you keep a reliable record of customer satisfaction scores, then you can track it alongside company progress to provide an unbeatable bellwether for your business. You’ll soon be predicting the dollar signs on your bottom line through your customer satisfaction scores.

4. Market it. Customers who say nice things about your company are providing credible, and invaluable, word-of-mouth marketing. Share their words with the world, or, better yet, help them share their own words with the world through social media.

5. Motivate frontline employees. Even employees who are “just working for the money” will take pride in knowing a customer singled them out for their service. They will work better knowing how much they can influence the customers they interact with.

And that’s just for the most frequent comments. There’s another list out there for using the customer comments that contain surprise insights.

Remember that customer feedback isn’t always about learning what customers want; it’s about finding more ways to deliver it.

Siri. Chances are, you have already heard about Apple’s infamous iPhone personality. Through extensive marketing campaigns, Apple unveiled Siri, a feature that allows users to interact with their phone by speaking to it. Yes, that’s right, by speaking to your phone.

Say you wanted to know what the weather was going to look like, all you would have to do is say to your phone, “Weather.” Your phone then proceeds to reply with the weather forecast in your area. Want to check how busy your day is? Just ask, “What’s my day look like?” Your phone will then report your day. Is Siri the beginning of pocket artificial intelligence? It (she?) very well may be.

Why am I talking about Siri? Because Siri demonstrates the real-life application of some very cool speech-to-text technology. Speech-to-text is the ability of a computer to transcribe spoken language into usable text. This type of technological ability is very new but maturing rapidly.

Watson. Yet another famous piece of artificial intelligence that you’ve likely heard of, Watson is an IBM supercomputer that gained wide acclaim by appearing on Jeopardy! and defeating two of the game show’s top champions, Ken Jennings and Brad Rutter.

Over three days of trivia, Watson racked up $77,147, whereas Ken and Brad took in $24,000 and $21,600 respectively. As the Jeopardy! clues were being displayed visually to the other two contestants, Watson was receiving them through a direct text feed. Once the text was input, Watson didn’t just recognize the words, he (it?) understood how they related to each other. With that understanding, he analyzed 200 million pages of information to find the correct answer—all in the time it takes to sneeze.

Is Watson the first step toward machines taking over the world? Quite the opposite, actually. The IBM technology that fuels Watson has the potential to be one of this generation’s greatest allies. It’s already being used to improve the medical diagnosis process by combining symptoms, family history, current medications, doctor’s notes, and other information to suggest a diagnosis.

Speech-to-Text. If you want the analytical powers of a supercomputer like Watson (and, trust me, you do), you need text. In a world that still communicates verbally first and written second, we need more than a computer with Watson’s brain; we need one with Siri’s ears.

That’s the role of Speech-to-Text. Combine an advanced speech-to-text engine with an analytical supercomputer and you have the key to immense possibilities. In an article written by Jon Gertner and published in Fast Company, the author builds on the words of IBM’s chief of research, John Kelly, to point out this very thing:

“IBM executives have come to believe that Watson represents the first machine of the third computer age, a category now referred to within the company as cognitive computing. As Kelly describes it, the first generation of computers were tabulating machines that added up figures. ‘The second generation,’ he says, ‘were the programmable systems—the mainframe, the first IBM 360, PCs, all the computers we have today.’ Now, Kelly believes, we’ve arrived at the cognitive moment—a moment of true artificial intelligence. These computers, such as Watson, can recognize important content within language, both written and spoken. They do not ask us to communicate with them in their coded language; they speak ours.”

Mindshare Technologies. We live and breathe the voice of the customer (VoC) trade every day. We collect millions of surveys every month from the individual customers of our clients. We have held the benefits of speech-to-text and IBM Watson technology in our hands. And they are stunning.

Using these universal-grade systems, our ability to analyze customer surveys and reviews for real-time, actionable insights has leapt forward to include all unstructured, unsolicited feedback across multiple written and spoken world languages.

Let me walk you through just one scenario: a phone survey. Last year, we collected 113,000 phone surveys for one of our clients. To put that in perspective, it would take that client 1,000 hours a year to listen to every survey—that’s one full-time employee listening to surveys non-stop for six months, and that doesn’t even take into account the time involved with organizing, analyzing, and reporting the results!

Is this how you plan on hearing your customers?
Is it even worth it to listen to your customers anyway?

Yes. It is. The reality is, you can’t afford not to. When business analysts are telling you to care about every single one of your customers, they are not just speaking ethically, they are speaking financially. The quality and quantity of research on the matter has now made it undeniable.

Using Forrester’s customer experience index (CXi), for instance, statistics bear out the fact that U.S. businesses maintaining above-average CXi scores make millions, if not billions, more each year than businesses maintaining below-average CXi scores. The key to a high CXi? Listening and responding to customer feedback (Forrester, “The Business Impact Of Customer Experience, 2012,” referenced here). Recent studies have also shown that customer retention efforts are more profitable than those to acquire new customers (Bain & Company, “The Economics of Loyalty”).

At Mindshare, we provide the tools to capture and use the voice of the customer in real time. This includes both speech-to-text and IBM analytics, two of the most powerful technologies the business world has ever seen.

Your customers expect to be heard individually and addressed personally. The Speech-to-Text and IBM content analytics we use at Mindshare Technologies make that possible.

In 2011, Utah Business named Mindshare Technologies as one of Utah’s Best Companies to Work For. In 2012, Utah Business gave us the award for a second consecutive year.

As a company that gives every new employee a pair of red Chuck Taylors, we’ve embraced the notion of standing out. Mindshare is a leader in Voice of the Customer (VoC) technologies and is in the business of caring about people. Listening to the voice of its employees is just business as usual.

Read Utah Business’s article on Mindshare here.

WHO IT’S FOR

THE EXECUTIVE INFLUENCER

Corporate-level decision makers in need of comprehensive customer perspective

THE FIELD MANAGER

Area supervisors overseeing the customer experience of a multi-unit region
 

WHAT IT DOES

Over the last decade, Mindshare’s library of customer feedback reports has grown large to meet the many positional needs within any major enterprise. Admittedly, these reports, when taken all at once, can be a little like drinking from a fire hose. That’s why we installed a faucet—it’s called the Mindshare Management Dashboard.

By working hand in hand with a variety of multi-unit enterprises, we have identified the metrics and tools for providing a quick digest of valuable information to each layer of a company. The Management Dashboard is a single destination with multiple components for viewing the most relevant and actionable customer intelligence, instantly.

Your Dashboard Components

IMPORTANCE IN 2013

In the Digital Age every major enterprise has a growing collection of customer data stored somewhere. The organizations that are aware and taking action know that the tools are now available for distilling it down to individual, role-specific instruction.

The pace of business continues to quicken, and enterprises need a solution that can spoon-feed them their morning dose of direction in a split-second. This is what the tool of 2013 looks like:

» Read more about the Mindshare Management Dashboard

WHO IT’S FOR

THE LOCATION MANAGER

Unit supervisor responsible for the performance of a single location, working directly and daily with employees and customers on the front lines
 

WHAT IT DOES

Your average store manager or call center supervisor doesn’t go to bed and dream of data. “They got 99 problems, but data analysis ain’t one.” When you’re working on the front lines, all you want are clear orders to deliver to your team.

When measuring performance scores, there’s a tendency to focus on the lower scores and take the higher scores for granted. Statistically speaking, this is not an effective way to look at scores—especially when it comes to improving overall customer satisfaction. We need to focus on the areas where we rank the highest. Think about it this way: We avoid negative people, but we flock to positive people. Why would performance scores be any different?

Mindshare’s Local Dashboard provides local managers with simple procedural steps (orders) to conquer service and satisfaction concerns before they become problems. Local Dashboard helps create a clear plan of attack for local managers every month. This enables them to focus their efforts on one or two areas of improvement, and, in turn, allows them to focus on providing overall satisfaction for their customers. Local Dashboard removes data analysis from the equation. It allows managers to manage and leaves ordinal regression statistical models to the data junkies.
 

IMPORTANCE IN 2013

With slow economic growth, abundant pessimism, and low business confidence, 2013 looks to be even more challenging than 2012. Customer Service will become the differentiator for many brands, as companies try to lower costs and retain existing customers. Local Dashboard helps local managers to make loyal customers—customers who won’t defect if our economy hits a fiscal cliff in 2013.

Social media continues to grow. More than ever, the customer holds the power. A tweet, post, pin, etc. is charged with influence. A single post can reach and influence millions. Local Dashboard puts power back into your hands. It helps prevent negative social interactions from happening by empowering you to deliver on your brand promise with every customer interaction. 2013 will be the Year of the Customer, and they will be expecting more. Local Dashboard helps you deliver.

» Read more about the Mindshare Local Dashboard (Coach™)

WHO IT’S FOR

THE EXECUTIVE INFLUENCER

Corporate-level decision makers in need of
comprehensive customer perspective
 

WHAT IT DOES

Business is based on cause and effect. When you send out structured surveys soliciting customer satisfaction levels, you learn an effect. Something—or a combination of things—happened in your store that day to cause customers to check the box marked “Very Satisfied” or “Very Unsatisfied”—or something in between.

What exactly caused that “Very Satisfied” or “Very Unsatisfied” effect is anyone’s guess. Narrowing it down is a challenge, because, really, it could be just about anything—the service speed, the product quality, the price, the atmosphere, an employee connection, convenience of transaction, and the list goes on.

Here’s the key: If you can pinpoint the causes for your “Very Satisfied” effect, replicate it, and reward employees who deliver it, then your business is equipped to build loyalty and retain customers.

That’s what Mindshare Discover does. As a key component of the Mindshare VoC Text Analytics Suite™, Discover uses open-ended customer comments to sniff out the true root causes behind key drivers, like satisfaction scores—illuminating specific action items for improving customer ratings and upping retention levels. Remember, you can’t ask every question, and with Mindshare Discover, you don’t have to.

Using Discover allows executives to understand the root causes behind their structured data findings. Discover takes individual customer comments from multiple locations and aggregates them up to a region or corporate level. Discover has the capability to filter by key drivers and give in-depth analysis that correlates specific targeted issues back to its driver.
 

IMPORTANCE IN 2013

Today’s consumers are picky. Tomorrow’s will be downright fussy. They will give feedback only how they want to give it—which, quite often, means nothing more than an email, post, or voice mail to customer service. They won’t bother marking more than a couple of your structured survey boxes.

As companies amass more and more free-form information about how their business is performing and how it can improve, decision makers become inundated with data. Mindshare Discover is able to sift through the massive amounts of data and give pointed insights into the good, the bad, and the business facets that you just plain wouldn’t know or think to ask about—and it’s all actionable.

» Read more about Mindshare Discover and our VoC Text Analytics Suite