The ownership of CABs extends beyond the actual day of CAB, but the post-event feedback and how these insights turn into action, and if your product team isn’t invested in the program, they’ll take one glance at your post-event summary doc and move on to other hot priorities. Do you want the feedback to impact product roadmaps, customer experience, the entire business? If it’s your roadmap, you should have the Head of Product as your executive sponsor, if it’s customer experience, it should be your Head of CX, and if it’s the entire business, it should be your COO.
The main goal comes down to what you want the outcome to be and which team and/or executive has the power to make that change happen. Our Consumer Strategy & Insights group does a lot more mass-market research, segmentation, and persona building, but there is some overlap so we keep them informed. How does their work differ from the work you do? Why do you think the CAB should be owned by the PMM team instead?Ī: I’ve seen CABs run in many different ways, owned by various departments - including events, product, product management, consumer insights & strategy, and PMM. Q: In one of your previous presentations, you mentioned Dropbox has a separate Customer Strategy & Insights team. Check out the list of upcoming guests here. We have a whole host of incredible speakers preparing to answer your questions in the coming weeks. Sorry! You’ve missed the boat to submit questions for this AMA, but don’t worry. Register your interest and take away the key skills you’ll need to shape the strategic direction of your product. Want to learn more about Customer Advisory Boards? Bree will be unpacking the what, why, and how behind successful CABs, in our upcoming masterclass! Customer Advisory Boards allow customers to give candid feedback on their experience with your company, and we spoke with Bree Bunzel, Head of Global Customer Marketing at Dropbox, who answered questions around building Customer Advisory Boards and customer feedback loops.
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