SAME SERVICE.
TWO DIFFERENT
VERDICTS.
Most service organizations have plenty of data. What they don't have is one shared picture of whether the service is working for the customer.
WHAT THE PROVIDER MEASURES
Response times, tickets closed, trucks rolled, service levels met. By its own numbers, the service is working.
WHAT THE CUSTOMER VALUES
Being understood the first time. Hearing what's happening before they have to call. Confidence it will hold up when it matters.
WHEN NOBODY CAN
SEE THE GAP, IT SHOWS
UP AT RENEWAL.
One cable provider kept sending trucks because a truck felt like action. In one neighborhood, older customers valued the visit. A few miles away, younger customers would have been happier with a text, at a fraction of the cost.
Same service, two different verdicts, and the spend was going to the wrong one. The provider couldn't see it, and the operations team had no way to defend itself when the satisfaction scores fell.
BUILT FOR THE TEAMS
ALREADY DOING THE WORK.
WhyData doesn't replace your analysts, your tools or your process. It gives the people accountable for service the evidence they've been piecing together by hand, so they can make the call and defend it.
SERVICE DELIVERY
AND OPERATIONS
Measured on how fast problems get solved.
See which issues customers actually feel, and which only look urgent on a dashboard.
FINANCE
Measured on margin and cost to serve.
Weigh every fix by what it costs, what it returns and what it does to margin.
ACCOUNT AND
EXECUTIVE LEADERSHIP
Measured on the renewal.
Walk into the negotiation with evidence of the value delivered, in the customer's own terms.
FOUR QUESTIONS,
ANSWERED WITH
YOUR OWN DATA.
SPI sits above the systems you already run. Nothing gets ripped out.
01
What is the customer actually buying?
The service, the commitments, and the outcomes each stakeholder judges it by.
02
Where do the two views part ways?
How the service is delivered, set against what customers value, across your systems.
03
Which fixes are worth the money?
Options weighed by customer impact, expected benefit and the cost to change.
04
Did it work, and do they see it?
The change followed over time, all the way to the renewal.
WHAT CHANGED
WHEN THEY
MEASURED IT
Four engagements, each measured the same way: the question, what we connected, and what moved.
$40M
NATIONAL CABLE PROVIDER
TELECOM
in avoidable operating cost identified each year, by finding which service requests turned into repeat truck rolls.
$12M
REGIONAL BANK
FINANCIAL SERVICES
in operating cost removed during an acquisition, with satisfaction up about 36%.
20%
GLOBAL TECHNOLOGY COMPANY
INTERNAL IT
higher perceived value of IT services, with internal satisfaction up 17%.
10×
NATIONAL CONSTRUCTION FIRM
IT AND PROJECTS
return in 60 days, and more than $1M saved on an ERP upgrade.
THE WHYDATA PERSPECTIVE
"A service may perform as designed while falling short of customer priorities."
Ken Twist, Chief Innovation Officer, in "The Renewal Question: Was It Worth It?"