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Opportunity Scoring

Increase customer satisfaction and loyalty by prioritizing items that customers consider important but feel are currently less than satisfactory.

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Customer-centric approach

Identify opportunities to delight customers

Increase performance level

Importance vs. satisfaction analysis

Get the Most Bang for Your Dev Buck

Rate the importance of the features in your product in the eyes of your customer and then rate their level of satisfaction with each. Items that are high on importance and low on satisfaction represent your opportunities to develop features with a strong return on development time. Make sure you take development effort into account so that you can figure out where to deploy limited resources.

Why should I use Opportunity Scoring Prioritization View?

Use the Opportunity Scoring Prioritization View when you want to improve customer satisfaction and loyalty and bring in new customers.

How should I use Opportunity Scoring Prioritization View?

Start off by asking some of your customers to quantify the importance of the features in your product, and their levels of satisfaction with each. The view will automatically generate an Opportunity score for each item based on the values you input. Items that are high on importance and low on satisfaction will receive higher scores, meaning that they represent a great opportunity for you to increase customer satisfaction and loyalty while paving the way to bring new customers on board.

Who are the relevant stakeholders for this table view?

Product teams focusing on developing customer-centric features within the products as well as relevant executives like Customer Success.

What outcomes should I expect when using this view?

You should expect a prioritized list of features that will enable you to understand the potential return for developing items according to their importance and levels of satisfaction among your customers.

What’s the origin of the Opportunity Scoring Prioritization View?

This view was created by Tony Ulwick in the 1990s as part of his outcome-driven-innovation (ODI) framework. ODI was created to help companies discover lucrative product opportunities based on the assumption that teams often work with inaccurate or the wrong sort of information from the field.

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