Insights are tiny snippets of text obtained from your online meetings, phone calls and support tickets. They're micro-summaries of concepts, needs and requests from your audience.

By applying filters you can model specific scenarios such as open opportunities, target accounts, current customers and so on.Once you have applied filters, you can use "Generate Topics" to find the specific topics being discussed and reveal the big picture.

The "Ask the analyst" feature operates on the insights you are currently viewing, or filtering by.

You may have some or all of these insight types available depending on the nature of your business (eg, B2B vs B2C).

Derived from the Jobs To Be Done methodology, a "job" is a task the speaker has specifically mentioned as something they are trying to achieve. Jobs are written in the form "I want to do X so I can achieve Y"

Jobs break down into five categories:

Sales: A job relating to a part of the sales process such as requesting pricing, understanding competitors and signing contracts.

Non-functional: A job the speaker needs to perform, but not necessarily through a function of the product or solution being discussed. Such as driving usage and adoption, preparing reports for other teams or satisfying IT and Security departments.

Functional: A job the speaker needs to perform that they expect or require the product or solution being discussed to perform. These will likely be specific to your offering.

Deployment: A job relating specifically to the implementation or deployment of the product or solution. Such as integrating with other systems, planning a rollout and user training.

None: This "other" category captures jobs that do not appear to fit into any of the above categories, but appeared to still be related to a task the speaker needs to perform.

Solutions are insights collected from internal participants with a role like "Sales Engineer" or "Solution Consultant". They capture where an expert is describing to a prospect or customer how their goals can be achieved using your product or service.

Consultants are often discussing how software will work in the customer's environment, and sometimes how processes need to be changed or customizations implemented to meet the need. These insights can therefore be highly valuable to customer success and product teams in understanding how the solution was presented as meeting the customer's needs. They may also be used for internal training, to ensure functionality is being uniformly presented across the consulting team.

Solutions come in one of these categories:

Process: The consultant describes how the customer can change a process on their side to use functionality in the product.

Customize: The consultant describes how the product can be customized to meet the customer's need.

Feature: The consultant describes how existing functionality meets the customer's need.

None: The consultant describes that the product cannot meet the need being discussed.

Derived from the SPICED methodology, Pain and Impact insights relate to how the prospect describes the difficulties they are having and problems they want to overcome, and what the value would be of resolving these issues.

Both Pain and Impact can be described Emotionally or Rationally. These have particular value to marketing teams trying to understand how the customer articulates their difficulties and the language they use, to design messaging campaigns.

Needs analyses are generated during conversations at a very early stage in the sales pipeline, normally the first call a business development representative might have with a prospect.

These insights attempt to capture the prospect's immediate understanding of the presented value proposition, and whether they believe it applies to their situation.

Needs analyses fit into one of these categories:

Undiscovered need: The prospect does not recognise the value of the proposition, or does not believe it applies to their situation.

Discovered need: The prospect agrees that the proposition has value, and recognises that it applies to their situation.

Intent The prospect agress with the value proposition, and is actively seeking a solution for their situation.

Unknown The category of needs analysis could not be determined. This normally occurs when the prospect has not engaged in the discussion, for example in an unwanted cold call

Tasks are extracted from support tickets (if integrated) and represent the reason for the support request itself, and any tasks completed during its resolution.

Features are types of requests made for changes or enhancements to the product being discussed.

Features fit into one of these categories:

Request: A direct request for a new product feature or capability the speaker wants.

Enhancement: Functionality that the product partially has or could be configured to perform, but which needs improvement.

Configuration Additional configuration options needed to meet the speaker's requirements.

Service Additional services or support such as training that will assist with their use of the software. These are not necessarily technical in-product features, but could be additional services the audience is interested in.

Derived from the Customer Effort Score framework (Dixon et al., The Effortless Experience), an "effort" insight captures the friction a customer had to push through to get something done - resolving an issue, getting an answer, or completing a task.

Reducing this kind of friction is one of the strongest drivers of customer loyalty, so these insights are especially valuable to customer success and support teams looking to cut down on effort in their processes.

Effort statements are written in the form "I had to (the specific effort) in order to (the specific goal)."

Efforts break down into five categories:

Repeat contact: The customer had to get back in touch more than once about the same issue.

Channel switching: The customer was forced to move between channels, for example from chat to phone, to make progress.

Repeating information: The customer had to explain their issue or provide the same details more than once.

Transfers: The customer was passed between different agents, teams or departments.

Emotional effort: The customer had to manage frustration, persistence or stress to be heard or helped.

Derived from Plutchik's Wheel of Emotions, an "emotion" insight ties a specific situation the customer described to the feeling it produced in them. Because these insights are analysed one emotion at a time, they help you understand which situations most often drive joy, frustration, anxiety, and so on - valuable for spotting where an experience is delighting or alienating customers.

Emotion statements are written in the form "(the specific situation) makes me feel (emotion)."

Emotions map onto eight categories, arranged in four opposing pairs:

Joy: Happiness, delight, satisfaction, gratitude, or relief.

Sadness: Disappointment, frustration at a loss, grief, or regret.

Trust: Confidence, reassurance, loyalty, or feeling safe.

Disgust: Distaste, contempt, or feeling let down or repelled.

Fear: Anxiety, worry, nervousness, or apprehension.

Anger: Frustration, annoyance, irritation, or outrage.

Anticipation: Interest, expectation, hope, eagerness, or curiosity.

Surprise: Astonishment, being caught off guard, or amazement.

Derived from Bain & Company's "Elements of Value" framework, a "value" insight names a specific, concrete benefit a customer gets (or wants to get) from your product or service, and the deeper value that benefit provides them. These insights help product and marketing teams understand which benefits customers actually care about, in their own words.

Value statements are written in the form "I value (the specific benefit) because it (the value it provides me)."

Values fit into one of four tiers, from basic functional value up to value that changes a customer's life or benefits society:

Functional: Value that helps the customer accomplish a practical task, for example saving time, reducing cost, reducing risk, or simplifying a process.

Emotional: Value that makes the customer feel a certain way, for example reduced anxiety, reward, nostalgia, or wellness.

Life-changing: Value that improves the customer's life in a lasting way, for example hope, self-actualisation, or a sense of belonging.

Social impact: Value that helps the customer benefit others or society at large.

Derived from the Jobs To Be Done "Four Forces of Progress" framework (Moesta & Christensen), a "force" insight captures a single factor that pushes a customer toward, or holds them back from, a decision to switch - to adopt, upgrade, renew, or leave a product or service.

A switch only happens once the forces driving change outweigh the forces resisting it, so these insights are especially useful for understanding renewal and churn risk.

Force statements are written in the form "(the specific factor) is why (the effect on the customer's decision to change)."

Forces fit into one of four categories, two that drive change and two that resist it:

Push: Dissatisfaction or friction with the customer's present situation that makes them want out of it.

Pull: The appeal of a specific new capability or outcome that draws the customer toward it.

Anxiety: A specific fear or uncertainty about whether a new way of doing things will work out.

Habit: A specific comfort, investment, or attachment to the present way of doing things.

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