“LIRM” More About Net Promoter vs. Satisfaction

Well, it looks like my post on Net Promoter ignited some passionate debate — take a look at the comments posted on this blog if you’re interested. As this battle continues on, I want to make sure that people keep their eye on the toughest part of implementing any relationship tracking system — whether it’s based on Net Promoter, satisfaction, or some other measure. 

My suggestion: “LIRM.

“LIRM” (from my report Building Your Voice Of The Customer Program) represents the elements firms need to put in place to make any voice of the customer program effective. The acronym stands for:

  • Listen. All components of a VoC program need clear mechanisms for capturing everything from customers’ perspective on specific interactions to their satisfaction with the company.
  • Interpret. Customer feedback needs to be examined by asking questions like “Is the issue we’ve uncovered isolated or systemic?” And “Where in our organization can we best deal with this situation?”
  • React. For each component of a VoC program, firms need explicit processes for making changes throughout the organization – based on what is learned from customer insights.
  • Monitor. As with any well-run corporate program, each component of a VoC program needs automatic feedback loops that track work plans and results.

The bottom line: When it coms to this Net Promoter debate, listen and LIRM.

Written by 

I'm an experience (XM) management catalyst; helping organizations improve results by engaging the hearts and minds of their employees, customers, and partners. I enjoy researching and speaking about leading-edge XM topics. I lead the Qualtrics XM Institute, which is the world's best job. We're igniting a global community of XM Professionals who are inspired and empowered to radically improve the human experience. To achieve this goal, my team focuses on thought leadership, training, and community building. My work is driven by a set of fundamental beliefs: 1) Everything starts and ends with human beings, so you need to understand how people think, feel, and behave; 2) XM is a discipline that needs to be woven throughout an organization's entire operating fabric; and 3) Building the XM discipline requires a combination of culture, competency, and technology.

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