{"id":11284,"date":"2014-11-05T01:49:18","date_gmt":"2014-11-05T01:49:18","guid":{"rendered":"https:\/\/www.sisinternational.com\/upgrade\/?page_id=11284"},"modified":"2026-05-05T16:09:22","modified_gmt":"2026-05-05T20:09:22","slug":"glos-klienta","status":"publish","type":"page","link":"https:\/\/www.sisinternational.com\/pl\/voice-of-the-customer-research-page\/glos-klienta\/","title":{"rendered":"Voice of the Customer Research for Industrial Firms"},"content":{"rendered":"
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Badania G\u0142osu Klienta<\/h1>\n
\"SIS<\/figure>\n<\/p>\n
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Badania G\u0142osu Klienta<\/a><\/span> odkrywa potrzeby klient\u00f3w.<\/h2>\n

Technika Voice of Customer Research identyfikuje pragnienia i potrzeby klient\u00f3w poprzez ich organizowanie i priorytetyzowanie. Badanie opiera si\u0119 na stopniu, w jakim s\u0105 one satysfakcjonuj\u0105ce w por\u00f3wnaniu z innymi wyborami produkt\u00f3w lub us\u0142ug.<\/p>\n

Ideas generated by VOC research can either improve current products or help develop new ones.\u00a0 As an example, consider air travel and what has been disrupting this industry.\u00a0 Changes allowed for seat location and legroom, fully reclinable seats, and the allowable number. In addition, the fees for carry-on luggage, meals, and snacks, just to name a few. On the other hand, some carriers now provide wi-fi and limited in-flight entertainment for free. VOC played a role in making changes and determining how to price and promote them to maximize overall profits.<\/p>\n<\/div>\n

How Industrial Leaders Convert Voice of the Customer Research Into Revenue<\/h1>\n

Voice of the Customer research separates industrial firms that grow accounts from those that defend them. The difference is structural, not stylistic.<\/p>\n

In B2B industrial markets, buying committees stretch across procurement, engineering, operations, and finance. Each function defines value differently. A pump manufacturer wins on uptime metrics with maintenance leads, total cost of ownership with finance, and integration ease with controls engineers. A single satisfaction score across that committee tells the supplier almost nothing. The firms gaining share treat Voice of the Customer as a structured intelligence program tied to specific decisions: pricing architecture, aftermarket revenue strategy, installed base analytics, and supplier qualification audit outcomes.<\/p>\n

What Separates a Voice of the Customer Program From a Survey<\/h2>\n

A survey measures sentiment. A Voice of the Customer program decomposes the buying decision into the variables a supplier can act on. The distinction matters because industrial purchases are won on three to five attributes, and those attributes shift by segment, geography, and lifecycle stage.<\/p>\n

Consider a hydraulic systems supplier selling into mobile equipment OEMs. Caterpillar, Deere, and Komatsu each weight reliability, service network density, and bill of materials cost differently depending on platform age and end-market exposure. A program that fails to segment by platform produces an averaged answer that fits no customer. The result is a roadmap that improves nothing measurable.<\/p>\n

SIS International Research has consistently found across B2B expert interview programs in industrial categories that the highest-impact insights come not from broad customer panels but from contrasting the behaviors of overperforming accounts against underperforming ones within the same buyer profile. The behavioral delta, not the average response, drives the commercial action.<\/span><\/p>\n

Why Buying Committee Mapping Drives Better Voice of the Customer Outcomes<\/h2>\n

Industrial decisions involve five to nine influencers. Each holds veto power over different attributes. Procurement controls price and supplier qualification audit thresholds. Engineering controls specification language. Operations controls aftermarket revenue strategy and installed base analytics. Finance controls total cost of ownership models. C-suite controls strategic supplier designation.<\/p>\n

Voice of the Customer programs that interview only the procurement contact produce price-centric findings because that is what procurement optimizes. Programs that map the full committee surface the trade-offs that explain why bids are won or lost on non-price terms. Predictive maintenance sizing studies for rotating equipment suppliers, for example, repeatedly show that reliability engineers will accept a higher purchase price when service interval data is provided in a format that integrates with their CMMS. Procurement never raises this. Reliability engineering does.<\/p>\n

The Three-Layer Structure Behind Effective Voice of the Customer Research<\/h2>\n

The strongest industrial Voice of the Customer programs operate on three layers, each answering a different question.<\/p>\n

\n\n\n\n\n\n\n\n
Layer<\/th>\nQuestion Answered<\/th>\nMethod<\/th>\n<\/tr>\n<\/thead>\n
Behavioral<\/td>\nWhat do buyers actually do at each decision stage?<\/td>\nEthnographic observation, workflow shadowing, win\/loss interviews<\/td>\n<\/tr>\n
Attitudinal<\/td>\nWhat attributes drive selection and renewal?<\/td>\nConjoint analysis, trade-off exercises, B2B expert interviews<\/td>\n<\/tr>\n
Structural<\/td>\nHow does the buying committee allocate authority?<\/td>\nStakeholder mapping, role-based interviewing, decision audit<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n

Source: SIS International Research<\/em><\/p>\n

Programs that combine all three layers produce findings that survive executive scrutiny. Programs that rely on attitudinal data alone produce satisfaction reports that age within two quarters.<\/p>\n

How Leading Industrial Firms Operationalize Voice of the Customer Findings<\/h2>\n

The conversion rate from research to revenue depends on how findings link to existing decision cycles. Three patterns appear consistently across industrial leaders.<\/p>\n

Tying findings to the bill of materials.<\/strong> Suppliers to ABB, Siemens, and Schneider Electric who reframe Voice of the Customer findings against bill of materials optimization conversations move from procurement defense to engineering partnership. The research output becomes a costed change request rather than a satisfaction summary.<\/p>\n

Linking findings to aftermarket revenue strategy.<\/strong> Equipment manufacturers with strong installed base analytics use Voice of the Customer programs to identify which service tiers customers will pay premiums for. The output is a tiered service catalog with confirmed willingness-to-pay, not a generic loyalty score.<\/p>\n

Embedding findings in supplier qualification audit responses.<\/strong> Tier-one suppliers facing reshoring feasibility evaluations from US and European OEMs use Voice of the Customer evidence to preempt audit objections. The research becomes a sales asset, not a passive report.<\/p>\n

Across SIS International’s B2B expert interview engagements with industrial OEMs and tier suppliers, programs structured around a defined post-research decision (a pricing change, a service tier launch, a qualification response) generate measurable revenue outcomes within two cycles. Programs commissioned without that decision anchor rarely move beyond the executive readout.<\/span><\/p>\n

The SIS Three-Lens Framework for Industrial Voice of the Customer<\/h2>\n

SIS International applies a three-lens framework when scoping Voice of the Customer engagements in industrial categories:<\/p>\n