Notes: How to Execute Exceptional Feedback Loops

Support Driven Panel: How to Execute Exceptional Feedback Loops – Enterpret – YouTube


“Thinking about customer feedback used to be a chore and now it feels like a competitive advantage. You have to do it. How do you build the insights infrastructure to really fuel product development, customer intuition, and customer empathy?”

“Figma wants faster feedback loops to know what customers are talking about every day—they want ambient awareness because that fuels customer empathy and customer intuition and the evidence for product managers, designers, and engineers to know what to prioritize now rather than wait 6 months to ask what should we do next?”

“Closing the loop is key. To me its an obligation to close the loop because it’s delivering on that need for them to feel heard, to feel involved, in a co-creative process. I’ve intentionally designed the feedback loops to capture the user who asked for that feature as often as we can.”

“By capturing the user ID or email with the feature request throughout different channels, you can export a list of everyone that has over time asked for this feature. Now you can send a CSV over to the marketing team and ask them to include those people in the launch email or send a personal email saying thank you we’ve built the thing you asked for. You can also enrich it with Salesforce data and go the sales rep to say here’s an opportunity to re-engage with customers because we have something to offer them now.”

Rawr! This is a pattern I’d like to break!!!

“In support, keeping people in support is directly counter to what we’re trying to achieve. If we have a ticket where someone has reported an issue and we know it’s going to be fixed in a couple of months, I don’t want to leave that ticket open for 2 months, for one it’s not a good experience because they’re checking back and getting ‘no, not yet’, ‘soon’, ‘not yet’ and it bombs our metrics as well and that’s really the big challenge.”

The problem with that statement is that they are assuming the metric is about when the ticket is closed when it should really be about moving toward a solution for the customer’s problem. Support cannot solve every problem, and not every problem reported can be solved. Support, however, can get credit for closing a ticket as “customer feedback captured” for problems they are unable to solve themselves. Instead, in this case, they are ignoring the customer and contributing to a dead-end for customer feedback because they are failing to realize or communicate that they don’t want to be measured on something that isn’t even their job! Assuming the actual goal is to solve problems for users, closing a ticket with an intent to re-open if/when that specific problem is solved is a win-win-win because support gets kudos for communicating well with customers and product gets kudos for communicating clearly back to support, product gets the info they need to make better products that customers love, and customers get better communication from support. It also puts customer insights data into the hands of the people who can actually use it. And in all of this, you don’t have to keep the ticket open! ??

“The biggest challenge we’re facing right now is the traceability of feedback from question, complaint, feature request, idea, something on the road map feature and tracing through and trying to connect the dots, i.e. this request is now a feature and it’s going on the roadmap, how do we find all those people that asked for that. That’s a coordination problem we have with our product and marketing teams that is very solvable and doable.”

“I would highly encourage you to try a campaign one time where you do a personalized email to customers to close the loop. You will be blown away with the responses you get from people.”

“We use AI to review, summarize, and repackage the feedback. Re-write this as a user story. Follow this user need statement in one sentence. That makes it bite-sized and digestible and we can push it into Slack to get ambient awareness where people feel they’ve heard it a millions times. We use Enterpret to setup smart searches as automated alerts, i.e. here’s your weekly top feedback summary for Figma for the week. Then you have the deeper AI-powered synthesis and analysis where you pull all of the data, break it up into themes, give specific examples, organize by product team, infer what team this should get routed to. Finally qualitative data, support ticket data, customer feedback is finally getting attention that all the data scientists have had for years and years.”

“At the end of the day, nothing hits harder than the raw customer feedback whether it’s the audio clip or the actual text. You just can’t replace it. There’s no trend line that can replace the raw customer quote as they said it as it is because it’s a very visceral feeling.”

I love Varun’s answer to this question!

“How do you push back on the mentality that if Henry Ford had asked his customers what to build he would have said to build a faster horse?” “You want to understand the underlying unmet need, or the pain that they have, so you can know the problem of the customer but the solution is up to you. The underlying need is that the users want to travel faster—the current horses aren’t fast enough. Company A may decide to invent automobiles. Company B might decide to invest in horse supplements to make them go faster. The underlying problem remains the same—it’s that the users want to travel faster. How you do it is up to you but the underlying problem remains the same.”

“To do this effectively, you essentially need at least one person, or maybe a couple of people, who are inside creators whose job is to convert the raw stream of customer feedback and package it in a way that the product team can absorb it in a more natural manner. Investing in that kind of a functional role will dramatically help solve the underlying problem that the data is not useful because there’s someone dedicated who can help package it in a way that can easily be absorbed.”