To make a Voice of the Customer (VoC) programme successful, you need more than enthusiastic CX teams; you need managers who see the value and act on it. In our experience at Hello Customer, programmes that openly share feedback with the leadership team tend to perform significantly better. Yet persuading busy executives to invest their time and budget is not always easy. The following pages combine what we’ve learned in the field with lessons from thought leaders.
Executives pay attention when they can see a clear line from customer feedback to revenue, profit or operational efficiency. Treating VoC as a standalone initiative seldom works; it has to be woven into the broader business strategy:
From day one, bring a member of the leadership team into the project group. This isn’t about burdening them with tasks; it’s about giving them a front-row seat so they understand and feel responsible.
Data matters, but nothing captures attention like a human story. To make the customer voice come alive:
If insights never translate into action, executives will disengage. Use a clear process to turn feedback into decisions and results.
Customer experience is everyone’s business. For a VoC programme to last, people across departments need to pull together:
People at the top need evidence. Show them:
To keep momentum, maintain a steady cadence of communication and celebration:
Winning executive support for VoC isn’t about selling a shiny new tool; it’s about showing how listening to customers drives strategic outcomes. Embed customer feedback into the company’s strategy, involve leaders from the start, and share stories and data they can act on. When you combine clear priorities, shared accountability and measurable results, VoC becomes a management-driven discipline rather than an isolated CX project.
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