How To Gather Customer Feedback For Innovation

Getting the right feedback will transform your job as a PM. More scalability, better user engagement, and growth. But most PMs don’t know how to do it right. Here’s the Feedback Engine I’ve used to ship highly engaging products at unicorns & large organizations: — Right feedback can literally transform your product and company. At Apollo, we launched a contact enrichment feature. Feedback showed users loved its accuracy, but... They needed bulk processing. We shipped it and had a 40% increase in user engagement. Here’s how to get it right: — 𝗦𝘁𝗮𝗴𝗲 𝟭: 𝗖𝗼𝗹𝗹𝗲𝗰𝘁 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 Most PMs get this wrong. They collect feedback randomly with no system or strategy. But remember: your output is only as good as your input. And if your input is messy, it will only lead you astray. Here’s how to collect feedback strategically: → Diversify your sources: customer interviews, support tickets, sales calls, social media & community forums, etc. → Be systematic: track feedback across channels consistently. → Close the loop: confirm your understanding with users to avoid misinterpretation. — 𝗦𝘁𝗮𝗴𝗲 𝟮: 𝗔𝗻𝗮𝗹𝘆𝘇𝗲 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 Analyzing feedback is like building the foundation of a skyscraper. If it’s shaky, your decisions will crumble. So don’t rush through it. Dive deep to identify patterns that will guide your actions in the right direction. Here’s how: Aggregate feedback → pull data from all sources into one place. Spot themes → look for recurring pain points, feature requests, or frustrations. Quantify impact → how often does an issue occur? Map risks → classify issues by severity and potential business impact. — 𝗦𝘁𝗮𝗴𝗲 𝟯: 𝗔𝗰𝘁 𝗼𝗻 𝗖𝗵𝗮𝗻𝗴𝗲𝘀 Now comes the exciting part: turning insights into action. Execution here can make or break everything. Do it right, and you’ll ship features users love. Mess it up, and you’ll waste time, effort, and resources. Here’s how to execute effectively: Prioritize ruthlessly → focus on high-impact, low-effort changes first. Assign ownership → make sure every action has a responsible owner. Set validation loops → build mechanisms to test and validate changes. Stay agile → be ready to pivot if feedback reveals new priorities. — 𝗦𝘁𝗮𝗴𝗲 𝟰: 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝗜𝗺𝗽𝗮𝗰𝘁 What can’t be measured, can’t be improved. If your metrics don’t move, something went wrong. Either the feedback was flawed, or your solution didn’t land. Here’s how to measure: → Set KPIs for success, like user engagement, adoption rates, or risk reduction. → Track metrics post-launch to catch issues early. → Iterate quickly and keep on improving on feedback. — In a nutshell... It creates a cycle that drives growth and reduces risk: → Collect feedback strategically. → Analyze it deeply for actionable insights. → Act on it with precision. → Measure its impact and iterate. — P.S. How do you collect and implement feedback?

Every company says they listen to customers. But most just hear them. There's a difference. After spending years building feedback loops, here's what I've learned: Feedback isn't about collecting data. It's about creating change. Most companies fail at feedback because: - They send random surveys - They collect scattered feedback - They store insights in silos - They never close the loop The result? Frustrated customers. Missed opportunities. Lost revenue. Here's how to build real feedback loops: 1. Gather feedback intelligently - NPS isn't enough - CSAT tells half the story - One channel never works Instead: - Run targeted post-interaction surveys - Conduct deep-dive customer interviews - Analyze product usage patterns - Monitor support conversations - Build customer advisory boards - Track social mentions 2. Create a single source of truth - Consolidate feedback from everywhere - Tag and categorize insights - Track trends over time - Make it accessible to everyone 3. Turn feedback into action - Prioritize based on impact - Align with business goals - Create clear ownership - Set implementation timelines But here's the most important part: Close the loop. When customers give feedback: - Acknowledge it immediately - Update them on progress - Show them implemented changes - Demonstrate their impact The biggest mistakes I see: Feedback Overload: - Collecting too much data - No clear action plan - Analysis paralysis Biased Collection: - Listening to the loudest voices - Ignoring silent majority - Over-indexing on complaints Slow Response: - Taking months to act - No progress updates - Lost customer trust Remember: Good feedback loops aren't about tools. They're about trust. Every piece of feedback is a customer saying: "I care enough to help you improve." Don't waste that trust. The best companies don't just collect feedback. They turn it into visible change. They show customers their voice matters. They build trust through action. Start small: 1. Pick one feedback channel 2. Create a clear process 3. Act quickly on insights 4. Show results 5. Scale what works Your customers are talking. Are you really listening? More importantly, are you acting? What's your approach to customer feedback? How do you close the loop? ------------------ ▶️ Want to see more content like this and also connect with other CS & SaaS enthusiasts? You should join Tidbits. We do short round-ups a few times a week to help you learn what it takes to be a top-notch customer success professional. Join 1999+ community members! 💥 [link in the comments section]

Founders often say they don't do research. "I don't have time for that." "I know my users so I don't need it." But if you do any of these things, you're already participating in research:   1/ You read customer support tickets You're identifying patterns in pain points and understanding where your product is falling short   2/ You listen to Gong calls You're gathering insights on what resonates with your ICP and what objections keep coming up   3/ You check your product analytics You're tracking user behavior to understand what features drive engagement and where people drop off   4/ You A/B test your pricing page You're testing hypotheses about what messaging converts better with your audience   5/ You send out NPS surveys You're measuring customer satisfaction and identifying promoters versus detractors   6/ You run beta programs You're validating product concepts before you scale them to your full user base   7/ You ask "why did you choose us?" You're uncovering the jobs-to-be-done that your product fulfills for customers   8/ You track churn and interview people who leave You're understanding what drives customers away so you can fix it   9/ You read competitor reviews You're mapping where the market has gaps and where you can differentiate   10/ You prototype before you build You're validating demand and testing assumptions about what users actually need   11/ You check which email subject lines get opened You're experimenting with messaging that resonates with your audience   12/ You monitor what features get requested most You're prioritizing your roadmap based on patterns in customer demand   13/ You ask customers for testimonials You're discovering what value they're actually getting from your product in their own words   14/ You test landing page variations You're optimizing how you communicate value to drive conversions   15/ You have regular check-ins with your ICP You're building continuous feedback loops to stay connected to how their needs evolve   Even if you don't think of it as conducting research, you can consider it an exercise in building empathy. 

I think about Jeff Bezos's "start with the press release and work backward" approach. Here is a future headline I would like to see: "Surveys are no longer the primary tool for gathering insights." To get there, surveys will have had to evolve into precision instruments used strategically to fill gaps in data. Let's call this the "Adaptive Survey." With adaptive surveys, organizations can target key moments in the customer or employee journey where existing data falls short. Instead of overwhelming consumers and employees with endless, and meaningless, questions, surveys step in only when context is missing or deeper understanding is required. Imagine leveraging your operational data to identify a drop in engagement and deploying an adaptive survey to better understand and pinpoint the "why" behind it. Or, using transactional data to detect unusual purchasing behavior and triggering a quick, personalized survey to uncover motivations. Here's how I hope adaptive surveys will reshape insight/VoC strategies: Targeted Deployment: Adaptive surveys appear at critical decision points or after unique behaviors, ensuring relevance and avoiding redundancy. Data-First Insights: Existing operational, transactional, and behavioral data provide the foundation for understanding experiences. Surveys now act as supplements, not the main course of the meal. Contextual Relevance: Real-time customization ensures questions are tailored to the gaps identified by existing data, enhancing both response quality and user experience. Strategic Focus: Surveys are used to validate hypotheses, explore unexpected behaviors, or uncover latent needs...not to rehash what’s already known. Surveys don't have to be the blunt instrument they are today. They can be a surgical tool for extracting insights that existing data can’t reach. What are your thoughts? #surveys #customerexperience #ai #adaptiveAI #customerfeedback #innovation #technology

One of the best ways to create authentic relationships with your customers, get honest feedback on your product and surface game changing ideas is to create a Customer Advisory Board (CAB). Here are the lessons I’ve learned about how to create and run a successful CAB. Your personal involvement as CEO is critical. If you lead it yourself, customers will engage at a deeper level. They’ll be more honest, more vulnerable, and more likely to become evangelists for your company. No one else can unlock this dynamic the way a CEO can. Be clear on the persona. Is your CAB for buyers, users, or budget holders? At BetterCloud, our sweet spot was Directors of IT. Not the CIO, not the IT admin. Know exactly whose voice you want in the room and tailor everything to them. Skip the compensation, give them “status”. Don’t pay CAB members—it gets messy. Instead, make them feel like insiders. Give them a title, early access to roadmaps, VIP treatment at events, and public recognition. People want to feel valued and influential, not bought. Set a cadence you can maintain. I tried monthly meetings once. That was a mistake. Quarterly is the sweet spot. One in-person gathering per year—ideally tied to an industry event—goes a long way in deepening relationships. Structure matters. CABs aren’t just roundtables. They’re curated experiences. Keep meetings tight (90-120 minutes), show real products that are still in the development process (even rough wireframes or high level ideas), and create space for interaction. Done right, they become the ultimate feedback engine. Build real relationships. Your CAB shouldn’t just exist in meetings. Build one-on-one connections. Text, email, check in at events. Keep it small enough that people feel seen and valued. When they have a direct line to the CEO, they stay engaged—and they speak the truth. Done right, your CAB becomes more than just a feedback mechanism. It becomes a strategic asset. It can shape your roadmap, sharpen your positioning, and strengthen your customer relationships in ways no survey ever could. For a deeper dive and detailed tactics behind each of these, check out the full writeup on the Not Another CEO Substack.

When was the last time you spent dedicated time listening to your customers? What are they saying about your product on platforms like the Google Play Store? For me, these aren’t casual questions—they’re vital for staying connected to what truly matters. I believe that genuine customer listening opens up a goldmine of insights. While metrics and KPIs show the business’s health, the real insights for growth, innovation, and loyalty come from our customers. Here are some key points that we've embraced at CarDekho & tips which can benefit you as a founder- 𝗘𝗻𝗴𝗮𝗴𝗲 𝗥𝗲𝗴𝘂𝗹𝗮𝗿𝗹𝘆: Feedback is not just something to review once in a while. I make it a habit to check in with our users daily—because those insights help refine the product and drive success. 𝗧𝗮𝗸𝗲 𝗚𝗿𝗼𝘂𝗻𝗱 𝗧𝗲𝗮𝗺 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀: Meet your ops teams regularly. They're the key customer-facing advocates and know about the challenges and opportunities. I make sure to meet the on-ground team every month and discuss the customer reviews and actions and implement them accordingly. 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝗰𝘆 𝗮𝗻𝗱 𝗧𝗿𝘂𝘀𝘁: Build trust through transparency, especially regarding pricing, policies, and data handling. By being open and honest with customers, CarDekho has created a more trustworthy brand image, which has been key in retaining customers. Our team has been at the forefront of delivering exceptional customer experience which has helped us to achieve a consistent and upward (NPS) across our group companies. 𝗚𝗮𝘁𝗵𝗲𝗿 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 & 𝗔𝗰𝘁 𝗼𝗻 𝗜𝘁: Sometimes a single review or feedback can reveal more than hundreds of metrics. A recent user pointed out the confusion around EMI calculations, which led us to make a small tweak that significantly improved the user experience. If you are a founder or an aspiring entrepreneur remember that a true understanding comes from consistent listening. Making it a habit to connect with customers and hear their experiences firsthand not only strengthens the product but also builds loyalty and trust. In the end, our customers often tell us what we need to know; it’s up to us to listen closely and act thoughtfully. 😀 #CustomerExperience #ProductInnovation #Entrepreneurship #StartupTips #CarDekho

Stop Wasting Customers’ Time with Meaningless Surveys Let’s talk about surveys—specifically, those poorly designed ones that go nowhere. You know the ones: vague questions, no clear purpose, and no real action tied to the results. They frustrate your customers and waste everyone’s time. If you’re sending out a survey, it should work for you and your customers. Here’s the framework I follow when designing surveys that drive meaningful outcomes: 1. Define the Goal: Why are you sending this survey? What decision will the responses inform? Be laser-focused on what you need to learn. 2. Keep It Actionable: Every question should directly tie to something you can change, improve, or build. If you can’t act on it, don’t ask it. 3. Stay Short and Sweet: Respect your customers’ time. Prioritize only the questions that give you the most valuable insights. 4. Communicate the ‘Why’: Tell your customers how their feedback will be used. This builds trust and increases engagement. 5. Close the Loop: Share what you learned and what actions you’re taking. Feedback is a two-way street—make it feel that way. Surveys can be a goldmine for improvement, but only if they’re designed with intention. Don’t make your customers guess what their answers are for. What’s one change you’ve made recently based on customer feedback? Let’s chat!

𝗪𝗵𝗮𝘁 𝗶𝗳 𝘆𝗼𝘂𝗿 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀 𝗰𝗼𝘂𝗹𝗱 𝗰𝗼-𝗰𝗿𝗲𝗮𝘁𝗲 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗿𝗼𝗮𝗱𝗺𝗮𝗽—𝗮𝗻𝗱 𝗹𝗼𝘃𝗲 𝘆𝗼𝘂 𝗳𝗼𝗿 𝗶𝘁? Here’s how: Gather 5–6 of your best customers. Bring them together periodically as a 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗔𝗱𝘃𝗶𝘀𝗼𝗿𝘆 𝗕𝗼𝗮𝗿𝗱 and use these conversations to go deeper than surface-level feedback. Here’s what this group can do for you: 𝟭/ 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘄𝗵𝗮𝘁’𝘀 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝘄𝗲𝗹𝗹—𝗮𝗻𝗱 𝘄𝗵𝗮𝘁’𝘀 𝗻𝗼𝘁 You might learn that only a third of your customer’s team is using your product. That’s a huge gap. Maybe you respond by creating a simple how-to guide for onboarding so every employee sees the value. 𝟮/ 𝗟𝗲𝘁 𝘆𝗼𝘂𝗿 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀 𝘁𝗲𝗮𝗰𝗵 𝗲𝗮𝗰𝗵 𝗼𝘁𝗵𝗲𝗿 One customer says, “You’re missing half the value of this tool. Here are three ways we’re using it to solve problems.” Suddenly, you’ve got a customer helping another customer see the full potential of your product. 𝟯/ 𝗦𝗵𝗮𝗽𝗲 𝘆𝗼𝘂𝗿 𝗻𝗲𝘅𝘁 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗶𝘁𝗲𝗿𝗮𝘁𝗶𝗼𝗻 Ask the group: “If I made one investment to improve the product, where should it go? Speed? Functionality? Data insights?” Their answers will tell you what matters most—and who’s ready to pilot a new feature when it’s built. 𝗧𝗵𝗲 𝗯𝗲𝘀𝘁 𝗽𝗮𝗿𝘁? A Customer Advisory Board builds trust. Your customers see you care—not just about selling them a product but about making it work for them. And that turns casual users into loyal advocates who stick around. 𝗬𝗼𝘂𝗿 𝗻𝗲𝘅𝘁 𝗯𝗶𝗴 𝗯𝗿𝗲𝗮𝗸𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗻𝗲𝗲𝗱 𝗮 𝗺𝗮𝘀𝘀𝗶𝘃𝗲 𝗥&𝗗 𝗯𝘂𝗱𝗴𝗲𝘁. 𝗜𝘁 𝗻𝗲𝗲𝗱𝘀 𝘁𝗵𝗲 𝘃𝗼𝗶𝗰𝗲𝘀 𝗼𝗳 𝘁𝗵𝗲 𝗽𝗲𝗼𝗽𝗹𝗲 𝘄𝗵𝗼 𝘂𝘀𝗲 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗲𝘃𝗲𝗿𝘆 𝗱𝗮𝘆. P.S. If you liked this post, you'll love my 2-minute newsletter. Link in my profile > @michaelburcham

If your company does not have a customer advisory council or board, you should start one!! I had the privilege of facilitating one this week and its always fulfilling to watch these relationships blossom. Whether you bring in outside facilitation or manage it on your own, here's a few things to remember: → Your customers want to learn what else you offer that they don't know about. (Don't be afraid to share account expansion opportunities.) → Your customers want to learn from each other and discover things they could be doing better. (Leave space for them to share how they are using your products)) → Your customers want you to succeed. (Don't be afraid to ask them what's not working - it won't turn into a bitch session, it'll turn into a feedback session and you should take notes.) → Your customers love that you want their input. (They appreciate the opportunity to provide it. Let them. Don't just present to them.) And on the content: → Don't be too formal. Set the stage for open, honest conversations and sharing. → Don't present the whole time. Bring your customers into the ideation, feedback, and brainstorming. Sticky notes FTW! → Share the trends you're seeing in the industry and compare them with your customers in aggregate to show that you are paying attention not just to the market, but to how your customers relate to the market. You can meet quarterly or yearly, or you can bring together different customers each time to get different perspectives, but always follow up with them on: → The feedback you heard → The steps you're taking, and → The timeline to implement their suggestions This is how great companies are made, and how regular customers become huge advocates. #community #advisorycouncil