Boston, Mass. — September 16, 2026 — Anova Consulting Group today announced new data segmentation and filtering capabilities within its myView client dashboard, giving clients greater flexibility and control over how they explore and analyze their research data.
The new functionality enables clients to create targeted data cuts and examine results across specific groups, populations, and other relevant attributes. The capabilities apply to both quantitative results and qualitative interview feedback, making it easier to explore differences between segments and better understand the factors driving research findings.
New myView capabilities include:
“We want our clients to have greater flexibility and control over how they explore their data,” said Richard Schroder, Founder & CEO of Anova Consulting Group. “These new segmentation and filtering capabilities make it easier to look at both quantitative and qualitative data from different perspectives and uncover insights that may otherwise be missed.”
The new capabilities are part of Anova’s continued investment in myView, its proprietary client dashboard designed to help organizations access, analyze, and act on their market research findings. By expanding the ways clients can interact with their data, Anova aims to make it faster and easier to move from research findings to actionable insights.
Anova Consulting Group is a market research and consulting firm specializing in Win/Loss Analysis, Client Satisfaction and Voice of the Client research, and other customized research programs. Anova helps organizations better understand the perspectives of their clients, prospects, and former clients and translate those insights into informed business decisions.
Boston, Mass. — September 1, 2026 — Anova Consulting Group today announced the launch of Product Roadmap, a new AI-powered capability within its myView client dashboard that transforms customer and prospect feedback into a clear, prioritized view of the product gaps mentioned most frequently in research interviews.
With a single click, Product Roadmap analyzes feedback across all interview types within a client’s programs and identifies the seven most frequently mentioned product issues. The result is a stack-ranked view of the product gaps cited most often by customers and prospects, helping product teams quickly identify recurring issues and areas that may warrant further attention or investment.
Key Product Roadmap capabilities include:
“Product Roadmap is another significant step forward in how we use AI to turn Voice of Customer data into something our clients can immediately act on,” said Heather Jenkins, Managing Partner and Head of Client Relationships at Anova Consulting Group. “Instead of searching through individual interviews to identify recurring product issues, our clients can now see their most frequently cited product gaps in a prioritized view with a single click. This gives product teams a much faster and more comprehensive way to understand what their customers and prospects are telling them.”
Product Roadmap is part of Anova’s continued investment in AI View and the myView platform. Anova is developing additional AI-powered capabilities designed to make it faster and easier for clients to move from research and customer feedback to clear insights and actionable business decisions.
Anova Consulting Group is a market research and consulting firm specializing in Win/Loss Analysis, Client Satisfaction and Voice of the Client research, and other customized research programs. Anova helps organizations better understand the perspectives of their clients, prospects, and former clients and translate those insights into informed business decisions.
Boston, Mass. — July 7, 2026 — Anova Consulting Group today announced the launch of Deep Dives, a new capability within its myView client dashboard designed to help organizations quickly assess virtually any area of their business with a single click.
Powered by Anova’s proprietary AI View technology, Deep Dives combines advanced analytics, artificial intelligence, and Voice of Customer insights to provide a clear view of organizational strengths, opportunities for improvement, and recommended next steps.
Key Deep Dives capabilities include:
“Deep Dives represents a major expansion of our reporting and analytics capabilities,” said Heather Jenkins, Managing Partner and Head of Client Relationships at Anova Consulting Group. “Our vision has always been to give clients immediate access to the insights they need to make better decisions. With the addition of Deep Dives and our continued investment in AI View, there is virtually nothing our clients cannot find, analyze, or assess within the myView platform. Deep Dives alone introduces more than 75 new analytics, insights, assessments, and action-oriented recommendations for the average client, creating an entirely new way to understand performance and identify opportunities for improvement.”
Deep Dives is part of Anova’s continued investment in technology and the expansion of the myView platform. By bringing AI-powered analysis, customer feedback, interactive reporting, and actionable recommendations together in a single experience, Deep Dives is designed to help clients move from data to insight — and from insight to action — faster.
Anova Consulting Group is a market research and consulting firm specializing in Win/Loss Analysis, Client Satisfaction and Voice of the Client research, and other customized research programs. Anova helps organizations better understand the perspectives of their clients, prospects, and former clients and translate those insights into informed business decisions.
Boston, Mass. — June 8, 2026 — Anova Consulting Group today announced a major expansion of its AI View capabilities within the myView client platform, introducing a new suite of automated AI-powered features designed to help clients uncover insights, identify opportunities, and take action faster.
The expansion represents another step in Anova’s strategy to use artificial intelligence to unlock and scale the collective expertise and insights embedded within its platform. Seamlessly integrated throughout myView, the new capabilities combine AI-powered analysis with Anova’s Voice of Customer research to make research findings easier to access, interpret, and act upon.
New AI View capabilities include:
“These enhancements represent a major advancement in how our clients engage with our research and insights,” said Richard Schroder, Founder & CEO of Anova Consulting Group. “By expanding AI View, we are taking a significant step forward in using artificial intelligence to power our platform, giving clients faster, deeper, and more real-time access to insights than ever before.”
The expansion is part of Anova’s continued investment in technology and a growing product roadmap focused on helping clients maximize the value of their research programs. By embedding AI-powered analysis throughout myView, Anova is making it easier for clients to move from data and customer feedback to insights and actionable business decisions.
Anova Consulting Group is a market research and consulting firm specializing in Win/Loss Analysis, Client Satisfaction and Voice of the Client research, and other customized research programs. Anova helps organizations better understand the perspectives of their clients, prospects, and former clients and translate those insights into informed business decisions.
Why outdated customer understanding may be your company’s greatest uninsured risk.
Most companies insure their buildings, their data, their executives, and increasingly, their cybersecurity. They do so because they understand a simple truth: the cost of being wrong can be catastrophic.
Yet there is another risk that receives remarkably little attention despite being far more likely to damage a business than a fire or flood.
Making strategic decisions based on an outdated understanding of your customers.
For decades, businesses could afford to let customer intelligence age. Markets evolved gradually, competitors changed slowly, and customer expectations moved at a manageable pace. Annual surveys, occasional client visits, and conversations with the sales team were often enough to keep leaders reasonably aligned with reality.
Today’s environment is fundamentally different.
Artificial intelligence is reshaping buyer expectations. Economic uncertainty is forcing organizations to reevaluate priorities. Buying committees continue to expand, procurement has become more sophisticated, and new competitors emerge with surprising speed. The market is changing faster than many organizations can process.
Ironically, the people making the buying decisions haven’t changed nearly as much.
Customers still want to reduce risk. They still seek trusted advisors. They still respond to credibility, empathy, competence, and confidence. Human nature hasn’t been rewritten.
What has changed is the environment surrounding those decisions. Buyers face more information, more options, more internal stakeholders, and more uncertainty than ever before. That means the assumptions that were true a year ago, or even six months ago, may no longer hold.
The Most Dangerous Sentence in Business
When Anova begins research programs, we often hear the phrase: “We think our customers want…”
In my twenty-five years of experience, I’ve learned that few mindsets are more costly. Not because leadership lacks intelligence or experience, but because markets now move faster than assumptions.
In recent conversations with leadership teams, I’ve seen this pattern play out repeatedly: executives are rarely far off because they lack insight. They are off because the market has moved faster than their last direct conversation with a customer. The gap is often subtle at first. A shift in urgency, a new stakeholder in the buying process, a different definition of value. But those small changes can have major strategic consequences.
A recent client meeting underscored just how costly that gap can become. After we reviewed candid customer interviews with the executive team, I asked a direct question: did this feedback reflect what they believed their customers were experiencing? The CEO was thoughtful. He acknowledged that, if asked to list the top ten issues customers cared about, this concern would have been on the list. But he also admitted it would not have been anywhere near the top. What surprised the team was not that the issue existed. It was the intensity behind it, the consistency of it across customers, and how clearly it had begun to shape their perception of the relationship.
As organizations grow, senior leaders naturally become further removed from day-to-day customer conversations. Dashboards replace dialogue. Reports replace relationships. Customer feedback becomes filtered through multiple layers before it reaches the executive team.
Eventually, even well-intentioned organizations begin making decisions based less on what customers are saying and more on what they believe customers are saying.
The Cost of Not Knowing
For many organizations, customer research is still treated as an occasional initiative. A survey is fielded. A series of interviews is conducted. Findings are presented. The report is filed away until the next project.
That approach made sense when markets were relatively stable.
Today, customer understanding is no longer a periodic exercise. It is an executive capability. Customers don’t stand still. Neither do competitors. Customer understanding has become a capability not an event.
The organizations we work with that are pulling away from their competitors aren’t necessarily the ones with the biggest research budgets. They’re the ones creating continuous feedback loops that keep leadership connected to reality. Every conversation becomes another opportunity to validate assumptions, identify emerging risks, and uncover opportunities before competitors do.
Voice of Customer isn’t simply about measuring satisfaction. It’s about reducing uncertainty. It’s your early warning system. It tells you where expectations are changing before your revenue does.
The Cost of Waiting
Executives rarely lose sleep because they haven’t conducted enough customer interviews. They lose sleep over declining retention, slowing growth, losing strategic accounts, unexpected competitive losses, longer sales cycles, stalled innovation, and unexpected customer departures.
By the time those problems appear on a dashboard, the underlying shift in customer perception has often been underway for months. Customer perception changed long before the financial metrics did.
Voice of Customer doesn’t eliminate uncertainty. No strategy can. But it dramatically reduces the chances that leadership will make critical decisions while operating from an outdated picture of the market. Voice of Customer doesn’t simply explain what happened. It helps you see what’s happening now. And, in many cases, what will happen next.
The Greatest Uninsured Risk
Every leadership team is making bets:
The businesses that thrive over the next decade won’t be those with the loudest opinions. They’ll be the ones with the clearest view of reality.
Every business protects itself against unlikely events. The next step is protecting against a far more common one: making confident decisions with an outdated view of the customer. The question for leadership teams is not whether they know their customers. Most do. The better question is whether what they know is still current enough to guide the decisions they are making today.
In a world moving this quickly, current customer understanding is not a research luxury. It may be one of the most valuable forms of insurance a company can have.
Enterprise purchasing has become a longer, more complex process, with more people and more at stake. Buying decisions now depend on a group of stakeholders, each bringing different priorities and ideas about what makes a solution valuable.
In line with Anova’s proprietary research, Forrester’s 2026 buyer research shows groups evaluating solutions with AI capabilities are twice as large — 14 members on average, compared with seven for those considering products without. Larger buying groups can slow decision-making, but more voices can also reduce risk, strengthen internal support, and improve the chance of securing budget.
At the same time, involving more stakeholders creates more room for competing priorities. A sales representative may start with one enthusiastic champion, only to learn that the final decision also depends on finance, procurement, IT, operations, legal, and executive leadership. Finance may focus on return on investment, while IT considers security and integration. Operations may prioritize implementation, and senior leaders may want to understand the strategic impact.
Today’s sales teams must create alignment across multiple stakeholders, not just convince one champion. Representatives must understand the broader buying network by identifying who influences the decision and aligning stakeholders around a shared business case. Succeeding in this more complex environment requires three connected capabilities: communicating value in terms that resonate across the buying group, helping sellers build consensus and equip internal champions, and using win/loss debriefs as a continuous intelligence and coaching system.
Capability 1: Create Alignment Around a Shared Business Outcome
A meaningful value conversation connects the solution to the customer’s priorities and helps stakeholders understand why change matters. More importantly, it provides the answers to the business problem being addressed along with measurable outcomes.
Value conversations begin with strong discovery. Representatives need to uncover both the immediate business need and the broader organizational context. What is driving change? Which stakeholders are affected? What risks or competing priorities could shape the decision? How will success be measured?
Those insights shape every stage of the sales process. Rather than delivering a generic pitch, the representative can connect the recommendation directly to the buying group’s priorities and desired outcomes. However, even a compelling value proposition will not move a deal forward unless stakeholders can align around it.
Capability 2: Build Alignment and Develop Champions
Clear value articulation is only effective when sellers can help the buying group align around it. The strongest sellers help buyers work through internal disagreement and give their champion what they need to keep the decision moving.
This is especially important in AI solutions, where sales teams must address what the technology can do and how it will be governed, adopted, measured, and integrated. Sellers who connect those concerns to a shared business case become consultative guides.
Even skilled sellers, however, do not always have a complete view of where alignment broke down or why a champion was unable to carry the case forward. To identify those gaps, organizations need direct insight from buyers.
Capability 3: Use Win / Loss Research
Adapting to larger buying committees requires more than sales training. Organizations need a view of how buyers experience the sales process.
Win / loss feedback provides that perspective and can uncover gaps invisible in pipeline reviews. A sales team may attribute a loss to price, while the buyer may have felt the rep never established a compelling business case. A deal may appear to have stalled because of budget, when the deeper issue was failure to engage an influential stakeholder.
These insights help sales leaders identify recurring blind spots. They reveal whether representatives are reaching the right stakeholders, tailoring value messages, addressing organizational risk, and helping customers build consensus.
Win / loss feedback also strengthens coaching. Instead of relying only on CRM notes or the rep’s interpretation, managers gain the buyer’s perspective and can coach teams on discovery, stakeholder mapping, value articulation, and executive communication.
Bringing the Three Capabilities Together
Larger buying committees are changing what buyers need from sellers. Clear value articulation creates a business case that matters across functions. Alignment and champion-building skills help stakeholders support that case internally. Win / loss research then shows leaders where the message or process is resonating or breaking down.
Together, these capabilities help companies navigate a more complicated selling environment. Teams that consistently win do not only present solutions. They communicate value in ways every stakeholder understands, build consensus across the buying committee, and use every win and loss to improve their next conversation.
When a leading enterprise software provider saw deals slipping away, Anova’s AI View revealed a surprising perception gap in minutes.
For years, win/loss interviews have helped organizations understand why they win and lose competitive deals. But traditionally, those insights arrive weeks, or even months after the fact, as analysts manually review interviews, identify themes, and connect patterns across dozens of conversations.
AI has shifted this equation – Anova Consulting Group’s proprietary AI View application is already giving our clients a real-time understanding of what is driving their prospects’ buying decisions. Built on Anova’s 20-plus years of experience managing win/loss programs, Claude-powered AI View delivers real-time, actionable insights in minutes.
The Real Story: An Innovation Perception Gap
Recently, Anova worked with a leading enterprise software provider that was concerned about losing deals to competitors perceived as having stronger artificial intelligence capabilities. The client’s initial assumption was straightforward: competitors had better AI functionality, and buyers were selecting those solutions as a result.
But when Anova’s AI View analyzed interview transcripts, a different story emerged. The client wasn’t losing because competitors had superior AI capabilities. They were losing because competitors were doing a better job telling the AI story.
Across interviews, buyers consistently described competing solutions as “AI-first,” “cutting-edge,” “innovative,” and “modern.” At the same time, they described our client as “reliable,” “proven,” and “established.” While those are positive attributes, they created an unintended perception gap. Buyers viewed competitors as innovation leaders—even when the actual capabilities were comparable.
In other words, the challenge wasn’t a product gap. It was an innovation perception gap.
Anova’s AI View surfaced this insight almost immediately by identifying recurring language patterns across win and loss interviews. More importantly, it revealed that the issue was not limited to buyers. The client’s sales team was often less comfortable discussing AI capabilities than competitor sales teams, leading to less effective positioning during evaluations.
From Insight to Immediate Action
Armed with that insight, the client was able to take action quickly. Rather than waiting for future product releases, the organization launched focused enablement programs to help sales teams better articulate existing AI capabilities and connect those capabilities to customer outcomes. At the same time, sales and marketing teams collaborated to develop new content, messaging, and customer stories that more clearly demonstrated the company’s AI investments and innovation roadmap.
The result was a faster and more cost-effective response than attempting to solve the problem solely through product development.
Anova’s AI View also helped the client turn insight into executive action. Using AI-generated charts and relevant customer quotes, the client built a report for its executive leadership team that clearly showed where perceptions were helping or hurting competitive performance. The charts and graphs provided the research rigor needed to validate the findings, while the buyer quotes delivered the visceral impact that only true Voice of the Customer interviews can provide.
The data showed executives that the issue was real and measurable. The quotes made it impossible to ignore. Together, they created the urgency needed to move from insight to action. Leadership quickly aligned around the problem, allocated budget, and committed the resources needed to improve AI messaging, sales enablement, and market positioning.
This is where Anova’s AI View becomes especially powerful.
Because AI View has access to Anova’s extensive repository of win/loss and Voice of the Customer research, it can do more than analyze a single client’s interviews. It can compare findings against broader market trends and identify emerging risks before they become widespread problems.
In this case, AI View identified that themes related to AI, innovation, product roadmap, and vision for the future had become significantly more prevalent in buyer interviews over the previous year, particularly among enterprise technology companies. Buyers were increasingly evaluating vendors not only on current functionality, but on their perceived ability to innovate and evolve over time.
AI View then benchmarked the client’s qualitative and quantitative feedback against Anova’s Enterprise Technology Benchmark, a database of win/loss studies conducted across leading technology companies. The analysis revealed that the client scored lower than benchmark peers on measures related to innovation perception, product roadmap, and future vision.
Without AI-assisted analysis, these critical micro-signals would have remained buried across thousands of lines of individual interview text—leaving a major tech provider solving the entirely wrong problem.
You’ve improved your platform to meet the AI moment – but clients are still churning. Why?
Odds are, you’re missing the other side of the equation – corresponding improvements to client service.
Anova clients across industries are rapidly innovating in the face of unprecedented technological change brought about by AI, often responding to stated client preference for more advanced technology and faster reporting. But despite these improvements, clients are still departing.
Naturally, they wonder why. Often, the example is simple – they’ve neglected to correspondingly improve client service.
While it is imperative that companies respond to evolving technological landscapes, recent Anova client satisfaction and churn studies show that companies that fail to marry their technological improvements with matching improvements in client service risk seeing their product improvements wasted as clients depart for other providers with better service.
There are a few ways this dynamic is appearing in recent surveys:
Our research consistently shows that when clients are asked to name what they value most in a provider relationship, responsiveness tops the list, across industries, company sizes, and service types.
Technology and platform improvements are evolving how clients assess responsiveness. Responsiveness used to mean “did you get back to me quickly” – but now it means “did you understand what I needed, move it forward and reduce my burden”, an elevation in quality and caliber.
Our clients often assume due to platform improvements, corresponding improvements to the responsiveness of client service teams are not needed – “they can access all the information they want on the dashboard whenever they want”.
This is true – but that increased access means clients will ask more questions. More channels can also result in less ownership. When a provider offers email, Slack, AI self-service, and other options it can provide flexibility – but more activity may mean no one owns the issues end to end.
What’s striking is what our research also shows on the other side: providers almost universally believe they are performing well on responsiveness, even when their clients disagree. This gap between assumed and actual satisfaction is where relationships erode. Anova’s research enables you to identify that gap and fix it before clients start taking meetings with your competitors.
When a key contact leaves and the handoff is mismanaged, no dashboard or AI feature will stop a client from taking competitor meetings. Time and again, Anova’s research surfaces the same painful sequence: a relationship owner departed, the transition was poorly managed, and a client who was already unsettled started evaluating alternatives. Across industries – financial services, technology, PR, and professional services – poorly handled personnel turnover ranks as the leading preventable cause of lost relationships.
That word “preventable” matters. Clients rarely leave because someone departed. They leave because no one managed the transition well enough to rebuild their confidence. There’s a meaningful difference between service organizations that respond to turnover with tight transition plans, strong change management, and proactive client check-ins, and those that simply hope a raft of new product features will fill the void. They won’t.
The good news is that clients are forgiving, when providers give them a reason to be. Anova’s research consistently shows that clients will absorb turnover if continuity protocols are strong and communication is proactive. Service teams that treat transitions as a relationship-critical moment, rather than an internal HR matter, are far better positioned to hold onto the accounts that matter most.
3. Client teams are increasingly expected to regularly demonstrate ROI
As we explored in a recent post, Anova’s research shows 2026 is the year of ROI justification in both sales and client satisfaction research. Budget cycles are tighter. Procurement scrutiny is higher.
Providers might assume that because of flashy new AI tools, or other improvements, they’re secure. But if your client service team isn’t actively articulating how that novel AI tool can help achieve savings or deliver better results, you may be in a worse position than before.
Surveys we’ve conducted this year show that many of our clients are not responding to this shift in dynamics. Interview after interview in 2026, across clients, we see respondents say a variation on two themes:
In most churn cases we’ve studied where budget was cited as a factor, the underlying issue wasn’t really cost. Rather, the client couldn’t justify the spend internally, whether due to opaque reporting – or more likely, a lack of assistance from the account management team.
Service teams that proactively help clients tell that story internally – including tying any new technologies into that ROI narrative –are far more likely to survive the next budget cycle. Those that don’t are inadvertently building the case for their own termination.
Anova’s research reveals that companies investing in platform and AI improvements are still losing clients because they’re neglecting the service side of the relationship. Three core issues drive this churn: clients prioritize responsiveness above all else, and better platforms actually raise their expectations rather than lowering them; no new functionality can overcome a poorly managed account transition; and in 2026’s tighter budget environment, clients need their account teams to actively help them demonstrate ROI internally, not just deliver a better tool.
The common thread is a dangerous assumption that technology upgrades speak for themselves, when in reality, they demand an equally upgraded approach to human-led client service.
Boston May 19, 2026 – Anova Consulting Group, LLC is proud to introduce AI View, a new artificial intelligence–powered research assistant designed to elevate how clients interact with and analyze their data. Integrated directly within the platform, AI View brings advanced conversational capabilities to the dashboard, enabling clients to engage with their data in a faster, more intuitive way.
AI View functions similarly to a chat-based assistant, but with a critical advantage, clients’ program data is already securely embedded within the experience. This allows users to ask questions, explore findings, and generate analysis in real time without needing to manually search through reports or datasets. The result is a more dynamic and efficient way to uncover insights and better understand program outcomes.
“With AI View, we are delivering a quantum leap in how clients engage with their data,” said Richard Schroder, Founder & CEO of Anova Consulting Group, LLC. “This is a significant step forward in our platform technology, enabling faster, deeper, and more intuitive access to insights than ever before.”
With next-level chat functionality, AI View enables clients to quickly surface trends, compare results, and dive deeper into specific areas of interest. “We’re incredibly excited for clients to experience AI View firsthand,” said Heather Jenkins, Managing Partner and Head of Client Relationships at Anova. “We encourage clients to connect with their service teams to schedule a demo and training so they can fully leverage the power of this new capability.” This launch reflects Anova’s continued investment in innovation and its commitment to a robust product roadmap focused on delivering smarter, faster, and more accessible insights.
Boston, MA – May 7, 2026 – Anova Consulting Group, LLC is excited to announce a significant enhancement to the Competitor Battlecard section within its myView platform, designed to provide clients with deeper and more actionable competitive intelligence. These updates help clients better understand performance in head-to-head situations and identify opportunities to strengthen their competitive positioning.
The enhanced Competitor Battlecard now showcases all open-ended commentary related to competitors in direct head-to-head scenarios, giving clients richer qualitative context behind outcomes. In addition, a refreshed look and feel has been introduced, making it easier to interpret and navigate competitive data quickly and effectively.
Clients can now segment competitor data by both win and loss situations, as well as select any competitors with relevant data and drill down into results for a specific competitor. This added flexibility allows for a more precise understanding of performance dynamics across different competitive scenarios. A new “stack ranking” chart feature has also been added, clearly highlighting areas where clients outperform competitors as well as where they may be underperforming—providing a straightforward view of strengths and opportunities.
These enhancements are part of Anova’s broader commitment to continuously evolve its platform and deliver greater value through innovation. By expanding the capabilities of the Competitor Battlecard, Anova is equipping clients with more powerful tools to assess competitive positioning, refine strategies, and drive improved outcomes in their markets.
Anova Consulting Group is a leading advisory firm specializing in research-driven insights, stakeholder experience programs, and strategic consulting. Through proprietary tools such as the myView dashboard, Anova helps organizations centralize data, uncover actionable insights, and drive more informed business decisions.
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