During Motion 2025, the annual conference organized by Goodays, SFR and Del Arte shared how they use Goodays Insight to transform the Voice of the Customer into concrete decisions. Cross-meeting hosted by Najoua Sergine, VP Customer Success at Goodays.
Najoua Sergine: At Goodays, we often talk about “actionability” of the Voice of the Customer. For you, in concrete terms, what does “prioritize to act better” mean?
Mathias Marrot (SFR):
At SFR, we have always measured customer satisfaction. But listening is no longer enough: this listening must still be used to guide decisions. Before Insight, we already had data, verbatim reports, surveys – but it was difficult to obtain an operational reading on a large scale.
With Insight, we wanted to look at what is really happening on the ground, on a massive scale, and above all in real time. This allows us to confirm an intuition, to reassure ourselves about an operational change, or to identify a weak point in execution. We no longer fly by instinct, but by proof.
Anthony Boschet (Del Arte):
For our part, the Voice of the Customer has always been at the heart of the brand strategy, but we lacked a tool to move from qualitative to actionable. Insight allowed us to reach this milestone.
For example, we were able to confirm in a few weeks the impact of a price increase on our customers’ perceptions – and make the decision to lower our prices on our iconic dishes.
What’s changing is responsiveness: where it once took months to compile, interpret and decide, we can now test, observe and adjust in a few days. Insight helps us make fairer and faster choices.
Najoua Sergine: How do you prioritize the subjects to be covered in this mass of information?
Mathias Marrot:
The key is prioritization. Insight helps us identify the most salient themes, but also understand their weight on overall perception. We cross three filters: frequency (what customers often say), intensity (what they consider critical) and business impact (what really influences loyalty).
This allows us to concentrate our efforts on a few high-leverage projects: for example, reducing waiting times in stores or making new services easier to handle.
We have also created “Insight committees” where regional managers come to share their action plans and their results. Prioritization becomes collective – and more robust.
Anthony Boschet:
At Del Arte, it’s a similar approach. We use Insight as a dynamic dashboard. Every week, we highlight emerging themes: price perception, quality of service, speed, welcome, atmosphere, etc.
But most importantly, we can isolate the root causes and see which ones deserve immediate action.
This is what allowed us, for example, to understand that the negative price perception was not linked to a particular dish, but to the disappearance of a popular formula. Without Insight, this signal would have been diluted in noise.
Najoua Sergine: In your two sectors, telecom and catering, local proximity is key. How can we get teams involved in this logic of active listening and prioritization?
Mathias Marrot:
Listening to customers is not just a topic of discussion. If it does not live in the stores, it remains an exercise in communication. We therefore chose to make it a lever for managerial animation. Feedback collected through Insight is shared weekly with regional managers and point of sale managers.
During our field visits, we directly project the data from customer verbatims. This fuels discussions with the teams: what has changed? what works? How does the customer-perceived experience reflect our internal priorities?
Result: real appropriation. Local teams no longer perceive the Voice of the Customer as an imposed rating, but as a concrete tool to manage the quality of service and promote their successes.
Anthony Boschet:
Same approach, but adapted to our network culture. At Del Arte, we have a strong franchise dimension. Insight allowed us to establish a more balanced dialogue between headquarters and the restaurants.
Directors now have access to their own data, their verbatims, their trends. It is no longer “the head office that says”, it is “the customer who tells”. And this nuance changes everything: it creates accountability and pride.
We also see the emergence of positive emulation between establishments: who makes progress, who better resolves irritants, who implements best practices. This is where commitment comes from
Najoua Sergine: What place does headquarters occupy in this transformation?
Mathias Marrot:
The role of headquarters has evolved. It is no longer a question of producing top-down analyses, but of equipping the field so that it can appropriate the data.
Insight has reversed the logic: headquarters becomes a facilitator, guarantor of consistency and method. Local teams become actors in the transformation.
It is also a strong cultural change. We are moving from a reporting approach to a learning approach: customer feedback becomes a tool for continuous improvement.
Anthony Boschet:
Same observation at Del Arte. The value of the headquarters is to provide common tools, training and benchmarks. But the solutions come from the ground. Insight helps us reconcile the two worlds: strategic vision and operational reality.
It is this hybridization that makes the approach sustainable.
Najoua Sergine: If you had to summarize in one sentence the added value of Insight in your organizations?
Mathias Marrot:
It is a reliable mirror of the terrain. Insight helps us to objectify what we feel, to measure the real effect of our decisions and to give confidence in our choices.
Anthony Boschet:
It’s an alignment tool. It puts everyone around the same table – marketing, operations, franchisees – with a shared truth: that of the customer.
A word of conclusion?
Najoua Sergine:
This panel showed it: the Voice of the Customer only takes on its full value when it becomes a collective reflex. It is no longer a subject of listening, but a subject of prioritization, management and culture.
SFR and Del Arte are proof of this: two different worlds, the same conviction – listen to act, not to measure.
And this is exactly what allows Insight : transform listening into a performance driver, and feedback into lasting decisions.
