VOC Research That Tells You What the NPS Dashboard Cannot
A Net Promoter Score tells you whether a customer would recommend you. It does not tell you why your largest account is evaluating a competitor, why the prospect chose a rival after a 6-month sales cycle, or which product gap is costing the most renewal revenue. SIS International designs ongoing Voice of the Customer programs with structured interviews, win/loss analysis, and churn research that produce quarterly intelligence packages product, sales, and service teams actually use.
Six VOC Research Methods for Customer-Facing Teams
Win/Loss Analysis Interviews
SIS interviews prospects who evaluated your product and chose a competitor, and prospects who chose you over alternatives. Each interview reconstructs the full decision process: how they built the shortlist, which evaluation criteria mattered most, when the deal tilted, and what the winning vendor did differently. Salesforce runs a structured win/loss program because CRM disposition codes show “price” or “competitor” without explaining the actual decision. SIS win/loss interviews consistently reveal that the stated reason and the real reason diverge. “Price” often means the buyer could not build the internal business case. “Competitor” often means the rival’s SE built a stronger technical relationship.
Churn and Attrition Interviews
SIS interviews customers who cancelled, downgraded, or failed to renew to reconstruct the decision timeline and isolate root cause. We separate product-driven churn (feature gaps, performance issues, integration failures) from relationship-driven churn (champion departure, account management gaps, unresolved support escalations) from economic churn (budget cuts, price sensitivity, competitive underbidding). A B2B SaaS client discovered through SIS churn research that their highest-volume cancellation cohort left not because of product dissatisfaction but because the internal champion who drove the original purchase left the organization. No process existed to rebuild the relationship with the successor.
Key Account Review Interviews
SIS conducts annual or semi-annual structured interviews with your most important accounts. The interview covers satisfaction with product performance, service delivery, account management, and competitive perception. We identify emerging risks before they surface in renewal negotiations: which competitors are being evaluated, which product gaps are being discussed internally, and what the account expects next. BMW and JPMorgan both use structured key account reviews because the account manager’s relationship report reflects what the contact says in conversation. An independent third-party interview captures what they say when speaking candidly.
NPS, CES, and CSAT Tracking Programs
SIS designs quantitative tracking surveys that measure Net Promoter Score, Customer Effort Score, and satisfaction at specific touchpoints on a recurring cadence. But the score is the starting point, not the deliverable. SIS layers qualitative follow-up interviews on top of low scores and detractor responses to diagnose the root cause behind the number. A score drop from 42 to 35 is a signal. The interview that reveals the drop was driven by a billing system migration that doubled invoice processing time for the customer’s AP team is the intelligence.
Feature Prioritization and Requirement Research
Product teams receive feature requests from sales, support, and customers simultaneously. SIS designs MaxDiff and conjoint studies that force customers to make trade-offs between features, revealing which capabilities drive purchase and retention versus which are requested but do not influence the buying decision. A healthcare IT company used SIS requirement prioritization research to discover that the feature their sales team escalated most frequently (custom reporting dashboards) ranked sixth in actual buyer priority. The feature that ranked first (EHR integration with Epic and Cerner) was not on the product roadmap at all.
Competitive Perception and Switching Trigger Research
SIS interviews current customers and recent evaluators to map how they perceive your competitive positioning relative to named alternatives. We document what triggers an active evaluation: which product gap, service failure, or competitor action causes a satisfied customer to begin looking at alternatives. A professional services firm learned through SIS research that their clients did not begin competitor evaluations after a service failure. They began evaluations after seeing a competitor’s thought leadership content that reframed their category understanding. The switching trigger was intellectual, not operational.
What SIS Delivers to Product, Sales, and Customer Success Teams
Quantitative tracking (NPS, CES, CSAT by touchpoint) combined with qualitative follow-up interviews on every detractor and at-risk response. Each package includes a trend analysis, root cause diagnosis for score changes, competitive perception shifts, and a prioritized action list for product, sales, and service teams.
15-20 buyer interviews per quarter covering won and lost deals. Each interview reconstructs the evaluation process, shortlist criteria, competitive comparison, and decision trigger. Delivered with pattern analysis across deal segments, deal size, and buyer persona to identify systemic win and loss drivers.
Interviews with cancelled, downgraded, and non-renewed accounts reconstructing the decision timeline. Each churn event is classified by root cause type: product-driven, relationship-driven, or economic. The output is a churn driver matrix that customer success and product teams use to prioritize retention investments against the causes that cost the most revenue.
Semi-annual structured interviews with multiple stakeholders at your highest-value accounts, conducted independently under confidentiality. Each assessment identifies emerging competitive threats, unmet product needs, service gaps, and expansion opportunities that the account management relationship report may not surface.
THE SIS DIFFERENCE
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