Voice of Customer Analysis

Mine reviews, tickets, and call notes for what customers actually struggle with, separating loud complaints from widespread ones.

Customer feedback:
"""
[PASTE REVIEWS, SUPPORT TICKETS, NPS COMMENTS, CALL NOTES, CANCELLATION REASONS, OR APP STORE REVIEWS. INCLUDE SOURCE AND DATE PER ITEM IF YOU HAVE THEM.]
"""

Analyze the feedback above.

Product and who uses it: [PRODUCT + SEGMENTS]
What we plan to build next: [ROADMAP, so you can tell me whether the feedback supports it]
What we already believe customers want: [OUR ASSUMPTIONS]

Produce:

1. **Themes with counts.** Group into themes, each with the number of mentions, the segments they come from, and 2-3 verbatim quotes. Separate frequency from intensity: a theme mentioned twice by furious cancelling customers is a different signal from one mentioned twenty times mildly, and both are real.

2. **Their words, not ours.** The vocabulary customers use for our features, their problems, and our category. Where it differs from our internal language, list both. This list feeds marketing copy, search, and onboarding directly.

3. **Problem behind the request.** For each feature request theme, the underlying job the customer is trying to do. Customers request solutions they can imagine, and the request and the need frequently differ. Where the material does not reveal the underlying need, say so rather than guessing at it.

4. **What is actually broken** versus what is merely unloved: bugs and blockers separated from preferences and wishes.

5. **Cancellation and detractor analysis**, if that material is present: the reasons given, and the reasons the details suggest. Note where they diverge.

6. **Assumption check.** For each of our stated beliefs and roadmap items, does this feedback support it, contradict it, or say nothing about it? Contradictions first.

7. **Sample bias.** Who is in this feedback and who is missing. People who leave reviews and open tickets are not a random sample of customers, and quiet satisfied users and silent churned users are both invisible here.

Rules: quote verbatim, never paraphrase inside quotation marks. Do not generalize from fewer than three mentions without labeling it a signal rather than a finding. Preserve the intensity of the original language rather than sanitizing it.

How to use

Section 2 is the underrated output. The gap between the words customers use and the words on your website is usually large, entirely fixable, and worth more than most roadmap decisions. Section 7 keeps the analysis honest in the room where it gets presented: feedback data is systematically skewed toward the angry and the engaged, which is fine as long as nobody reads it as a survey of all customers.

More business prompts

Build me a monthly budget and a debt payoff plan from these numbers.

Take-home income per month: [AMOUNT, and note if it varies]
Fixed costs: [RENT/MORTGAGE, UTILITIES, INSURANCE, SUBSCRIPTIONS, TRANSPORT, CHILDCARE, with amounts]
Variable spending, last 3 months if known: [GROCERIES, DINING, SHOPPING, ETC.]
Debts: [FOR EACH: name, balan

Budget and Debt Payoff Plan

Turn your real income, bills, and debts into a monthly budget and a payoff schedule with the math shown and the tradeoffs named.

Businessbeginner

Build a 13-week cash flow forecast.

Cash on hand today: [AMOUNT, and which accounts]
Any restricted or committed cash: [AMOUNT AND WHAT IT IS FOR]

Expected inflows:
- Receivables outstanding: [CUSTOMER, AMOUNT, INVOICE DATE, TERMS, and how reliably each pays]
- Recurring revenue: [AMOUNT, BILLING DATE, CHURN ASSUMPTION]
- New sales expe

13-Week Cash Flow Forecast

Build the rolling weekly cash forecast operators actually run on: opening balance, timed inflows and outflows, and the week you run short.

Businessadvanced

Help me set pricing for [PRODUCT/SERVICE].

What it does and who buys it: [PRODUCT + BUYER]
The alternative if they do not buy: [COMPETITOR, IN-HOUSE, SPREADSHEET, DOING NOTHING]
What that alternative costs them: [MONEY, TIME, RISK. Estimate if needed and say so.]
Value we create, quantified if possible: [TIME SAVED, REVENUE GAINED, COST

Pricing Strategy

Work out what to charge and how to package it: value basis, tier structure, the metric you meter on, and how to test before committing.