Instead of asking direct questions like 'what's important?', prompt customers to recount specific, recent experiences. This storytelling method bypasses generic answers, reveals the 'why' behind their actions, and provides powerful narratives for persuading internal stakeholders.
Directly asking customers for solutions yields generic answers your competitors also hear. The goal is to uncover their underlying problems, which is your job to solve, not theirs to articulate. This approach leads to unique insights and avoids creating 'me-too' products.
AI models can identify subtle emotional unmet needs that human researchers often miss. A properly trained machine doesn't suffer from fatigue or bias and can be specifically tuned to detect emotional language and themes, providing a more comprehensive view of the customer experience.
The best use for AI-generated customer personas is for early-stage concept validation, not initial need-finding. Use them to quickly screen many potential solutions before validating the most promising ones with real people. This speeds up innovation and keeps ideas confidential from competitors.
Your happiest, biggest customers are satisfied because your product already works for them. The most valuable insights for innovation and growth come from understanding your non-customers—the people not buying from you. Their unmet needs represent your largest untapped opportunities.
Neither AI nor humans alone can uncover all customer needs. Research shows that while AI finds needs humans miss, it also overlooks things humans catch. The most comprehensive Voice of the Customer (VOC) results come from a hybrid approach that leverages the complementary strengths of both.
AI's primary value in Voice of the Customer (VOC) work is not just analyzing new information. It's about extracting deeper, faster, and cheaper insights from the vast reserves of customer data companies already possess, much like fracking unlocks more oil from existing wells.
The apocryphal Henry Ford quote is often used to dismiss customer research. Yet highly innovative companies like Apple invest millions studying customers to find deep-seated problems, not to ask for solutions. The real lesson is to research customer pains to inform visionary products.