Conferencia valladolid slides

Antonio Fontanini 1

D. Antonio Fontanini La importancia de la felicidad en las empresas

Patrocinan: Colaboran:

Dirección General de Patrimonio Consejería de Cultura y Turismo

Antonio Fontanini 2

Antonio Fontanini 3

http://www.youtube.com/watch?v=kVMsnT0AbRU

Antonio Fontanini 4

¿ME?

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Antonio Fontanini 6

1967

Antonio Fontanini 7

COO CHIEF OPTIMISTIC OFFICER

Antonio Fontanini 8

EJERCE LA ECONOMÍA DEL REGALO: DA SUPERPODERES A TU ENTORNO

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ERES MEJOR DE LO QUE TU CREES

Antonio Fontanini 11 Pisa, Dottore in Scienze JHU, Relaciones Intl

UCL, Finance

Fuente: A. Fontanini


Fuente: A. Fontanini


UN CLIENTE EXIGENTE ES LO MEJOR QUE TE PUEDE PASAR


1995


CFO CHIEF FAILER OFFICER


HE INTENTADO EQUIVOCARME TANTAS VECES QUE NO PUEDO CONTARLAS


http://www.keiretsuforum.com/frontend/index.aspx


“When your work speaks for itself, don’t interrupt” (Henry J. Kaiser)

CEX INNOVATION

Antonio Fontanini 22 –  Doctor (Cum Laude) en Ciencias, Universidad de Pisa, Italia

–  Postgrados: Mktg, Relaciones Internacionales, MBA (Elea, JHU, UCL)

–  GSMP: University of Chicago Booth Business School, IE 2008

–  Simposium: "Globalization”, DRCLAS Harvard University, 2009

–  Simposium: ”Education and Technology", DRCLAS Harvard University, 2010

–  Private Wealth Management, University of Chicago BSB, 2011

–  Executive Program for Growing Companies, University of Stanford GSB, 2011

Experiencia profesional/docente

Actual (3.0):

–  Presidente de Erasmus Equities (Venture Capital, Hong Kong)

–  Presidente de Informalia Consulting (Family Office)

–  Consejero de Planet Capital (Holland) y Bolear Consultadoría (Portugal)

–  Miembro de Keiretsu Forum, Host TEDxPlazaCibeles

–  Vortex, Careesma India, Smart Sea, Interfides, Board Member

ACADEMIA

–  Director de Masters: EOI Perú, Venezuela, Tical, Entreprenueurship en

México, WIMBA, Mktg Management España

–  Profesor Asociado y Coach: EOI, IE Business School, Esade, CEU

–  Chicago University Spain, Member of the Board


https://www.youtube.com/watch?v=bB7frOJt1GQ


LEADERSHIP EXCELLENCE

EMPLOYEE EXCELLENCE

CUSTOMER SATISFACTION

BUSINESS RESULTS

Vision Engagement Structure

Commitment

Selection Training

Communication Care

‘Guestology’ Common Purpose Service Standards Delivery Systems

Continuous Improvement Creativity & Innovation

La fórmula del éxito

SOURCE: Disney Institute


AGENDA LA FELICIDAD EN LOS CLIENTES LA FELICIDAD DE NUESTRA P&L LA FELICIDAD EN LOS EMPLEADOS

BIZ CASES (MUCHOS) HAPPINESS (¿FELICIDAD?)


¿QUÉ HACE MÁS FELICES A NUESTROS CLIENTES?


UNA EXPERIENCIA HOLÍSTICA ES EL FACTOR #1


HAN TENIDO UNA EXPERIENCIA REALMENTE ÚNICA


¿QUE SIGNIFICA CEX?


CUSTOMER EXPERIENCE

“ES LA SUMA DE TODAS LAS EXPERIENCIAS QUE COMO CLIENTE TIENES CON UNA EMPRESA EN EL CURSO DE TODOS LOS “VIAJES”, EN TODOS LOS PUNTOS DE CONTACTOS Y EN TODOS LOS MOMENTOS DE LA VERDAD, EN LAS 6 Ps” (PRODUCTO, PRECIO, PLAZA, PEOPLE, PROCESS, PROMISE).


TENDENCIAS QUE IMPULSAN EXPERIENCIAS

Market Rules are Changing COMPETITIVE MOMENTUM

Everything is a Touchpoint CHANNEL UBIQUITY

Expectations are everything CONSUMER EXPECTATIONS

Dialogues & Collaborations SOCIAL ENGAGEMENT


CEX BASICS


HABLAR EL CLIENTÉS (NO EL COMPAÑÉS)


9

CONTAMOS HISTORIAS O LAS HACEMOS?


¿QUE IMPACTO TIENE LA CEX EN LA P&L?


ROE RETURN OVER EXPERIENCE


CUSTOMER LIFE TIME VALUE


CUSTOMER EFFORT


54

https://fresh.amazon.com/dash

Antonio Fontanini 55 https://www.youtube.com/watch?v=aFYs9zqYpdM&feature=youtu.be


http://techcrunch.com/2015/09/02/amazon-expands-dash-buttons-to-more-brands-effectively-makes-the-buttons-free/#.hvarxu:CLzp


http://www.cepsa.com/cepsa/Quienes_somos/Centro_de_Prensa_/Notas_de_Prensa/Cepsa_lanza__Cepsa_Pay___una_app_para_repostar_desde_el_movil


NET PROMOTER SCORE


Net Promoter Score


Year 2007 2008 2009 2010 2011 2012

Net Promoter Score 84.1 85.4 81.1 86.1 87.9 87.8

Harley Davidson Net Promoter Score


Airlines


http://npsbenchmarks.com/industry/Financial_Services#.VbPDSWAlMnM


http://www.lego.com/es-es/


¿SOIS FELICES EN EL TRABAJO?


http://www.ted.com/talks/david_logan_on_tribal_leadership.html


TRIBAL LEADERSHIP

•  STAGE 1: “Life sucks” (2%)

•  STAGE 2: “My life sucks” (25%)

•  STAGE 3: “I am great (you are not)”(48%)

•  STAGE 4: “We are great” (Zappo´s) (22%)

•  STAGE 5: “Life is great” (2%)


PAYING THE BILLS CAREER CALLING


http://www.economist.com/news/business/21659776-rogue-employees-can-wreak-more-damage-company-competitors-enemy-within?fsrc=nlw%7Chig%7C23-07-2015%7C


“La cultura se come a la estrategia con patatas”

–Peter Drucker

87% De los CEO ven en la falta de compromiso de los empleados (engagement) una de las principales amenazas a sus negocios (McKinsey)

$450.000 M Pérdidas anuales en EEUU por falta de compromiso de los empleados (Gallup)

y reinventando las organizaciones…


PACE

PURPOSE

AUTONOMY

COLLABORATION

EXCELLENCE


http://www.ted.com/talks/lang/es/shawn_achor_the_happy_secret_to_better_work.html


75% of your happiness depends on your optimism level and the ability to see stress as a challenge and not as a threat.


7 PRINCIPIOS LA VENTAJA DE LA FELICIDAD

EL FULCRO Y LA LEVA

EL EFECTO TETRIS

CAER DE PIÉ

EL CÍRCULO DEL ZORRO

LA REGLA DE LOS 20 SEGUNDOS


LA LÍNEA LOSADA 2,9013 RATIO DE INTERACCIONES POSITIVAS VS NEGATIVAS PARA ÉXITO DE UN TEAM


LE FELICIDAD DE NUESTROS EMPLEADOS ES VITAL


LA “P” DE PERSONA

85

MARCA

PRODUCTOS PERSONAS PROCESOS

VOZ DEL CLIENTE


Leadership Excellence

Employee Engagement

Customer Loyalty

Results Repeat Biz

CHAIN REACTION OF EXCELLENCE


http://www.peoplepulse.com/solutions/enps-employee-net-promoter-score/


A STRONG RELATION: cNPS/eNPS


HIGH eNPS è HIGHER PROFITS


¿LOW eNPS AT THE FRONT LINE?


http://www.iftf.org/home/


3 AXES STRATEGY FORMULATION

CEX FOCUS AND DESIGN

EMPLOYEES CULTURE

https://www.ted.com/talks/simon_sinek_why_good_leaders_make_you_feel_safe?language=es


https://www.youtube.com/watch?v=nmginVTDYgc




EMPLOYEES CULTURE


CREAR EL VOC LAB


Customer touch points

Nespresso is a genuine experience that combines perfection, pleasure, simplicity, and aestheticism

Nespresso brand positioning

NESPRESSO GESTIONA CON ÉXITO LA IMPLEMENTACIÓN DE SU PROMESA EN LOS PUNTOS DE CONTACTO CLAVE DEL VIAJE DEL CLIENTE





EMPLOYEES CULTURE


CREAR EL CUSTOMER CENTRIC LAB (WOW SCHOOL)


SUPERAR LAS EXPECTATIVAS CON

EFECTOS “WOW”


?QUE SIGNIFICA WOW?


BIZ CASES ZAPPO´S, GOOGLE, (¿DISNEY? OOPS..), KC REGIONA ANDINA, 3M, SWAROWSKI, LOGITECH, NEIMAN MARCUS, …


ZAPPO´S


http://www.youtube.com/watch?feature=player_embedded&v=1LCmM374d9w


http://www.zappos.com/


Delivering Happiness (to customers and employees)

“People may not remember exactly what you did or what you said, but they will always remember how you made them

feel.”


ZAPPO´S


Zappos Core Values 1.   Deliver WOW Through Service 2.   Embrace and Drive Change 3.   Create Fun and a LiJle Weirdness 4.   Be Adventurous, CreaNve, and Open-‐Minded 5.   Pursue Growth and Learning 6.   Build Open and Honest RelaNonships With

CommunicaNon 7.   Build a PosiNve Team and Family Spirit 8.   Do More with Less 9.   Be Passionate and Determined 10.   Be Humble


CADA LLAMADA ES UNA OCASIÓN PARA “WOW” A UN CLIENTE


INVERTIR EN UN SERVICIO EXCEPCIONAL ES UN VALOR ECONÓMICO NO UN GASTO


http://www.zapposinsights.com/training


CADA EMPLEADO

WOW SCHOOL

CALL CENTER

LOGISTIC CENTER

Antonio Fontanini 122 http://qz.com/161210/zappos-is-going-holacratic-no-job-titles-no-managers-no-hierarchy/


http://online.wsj.com/news/article_email/SB10001424052702304811904579586300322355082-lMyQjAxMTA0MDIwNjEyNDYyWj


1. Céntrate en el usuario y todo lo demás llegará. 2. Es mejor especializarse en algo y hacerlo realmente bien. 3. La velocidad es un valor seguro. 4. La democracia en la Web funciona. 5. No tienes que estar en tu despacho para obtener necesitar una respuesta.

6. Se pueden obtener ingresos actuando de forma ética. 7. La información no se acaba. 8. La necesidad de información supera todas las fronteras. 9. Es posible ser profesional sin llevar traje.

10. No nos conformamos con unos resultados excelentes.


http://fortune.com/best-companies/google-1/

Antonio Fontanini 127 https://www.youtube.com/watch?v=Gm7pZYHK1KQ


DISNEY



Walt Disney’s vision for a great Guest experience Quality Standards (e.g., Efficiency) enhance consistency in

employee decision- making Defined Behaviors provide employees with clearly defined and measurable behavioral guidelines to ensure consistent customer service delivery

I practice safe behaviors in everything I do Know and follow all safety policies and procedures Safety deliver on Courtesy, show, and Efficiency Be aware of surroundings and the hazards that may be present I take action to always put safety first Identify, correct, and immediately report safety concerns Avoid shortcuts that do not put safety first Ask, “Is there a safer way?”

I speak up to ensure the safety of others

Demonstrate care for the safety of others Appreciate and encourage the safety efforts of others.

I project a positive image and energy Smile Be approachable and make eye contact I am courteous and respectful to Guests of all ages Greet, welcome, and thank all Guests. Engage in Guest interaction Keep conversation positively and appropriate Treat each Guest as an individual I go above and beyond to exceed Guest expectations Create surprises and Magical Moments

Anticipate needs and offer assistance. Provide immediate service recovery

I stay in character and play the part Use themed language and actions that support the story of my area Preserve the magic Model the Disney Look

I ensure my area is show- ready at all times Keep areas clean and well-maintained Take action to correct or report distraction from the show

I perform my role efficiently so Guests get the most out of their visits Look for ways to reduce lines and hassles Provide accurate and timely information Be knowledgeable about my area and beyond Share opportunities to improve my area I use my time and resources wisely Be prepared and anticipate operational needs Work as a team and build partnerships across all areas Take responsibility to conserve resources

Safety Basics Courtesy Basics Show Basics Efficiency Basics

Disney Case Utiliza 4 KPIs relacionados con las expectativas del comportamiento The Four Keys Basics


KIMBERLY CLARK REGION ANDINA


“It is a culture of sincerity, where anyone can say whatever crosses his or her mind. There is a culture to achieve and exceed the goals, a winning culture of people totally committed to the results. Our people always want more. Achieving the goal generates a new challenge and that creates a virtuous circle”.


3M

Antonio Fontanini 135 http://www.3m.com/3M/en_US/company-us/


SWAROWSKI


http://www.brand.swarovski.com/Content.Node/home.en.html#/en/home


SWAROWSKI IDEAS FACTORY STAKEHOLDER CO-CREATION

I-LAB CROWD-SOURCING 1300 IDEAS IN 14Q 60% OF NEW PRODUCTS EVERY YEAR


LOGITECH


http://www.logitech.com/


INTRAPRENEURSHIP A. Every engineer has to leave the company 3 times a year and see the world with somebody of mktg: understanding the links between markets and technology B. 3 days meetings: budget, strategy, listening to new ideas C: New projects 50,000 dollars, 80% of your time to look at it, like a start up (IO pen) Winners: got 250K and full time.


NEIMAN MARCUS


¿BUSCAMOS LA FELICIDAD DE NUESTROS CLIENTES?


TODA LA ORGANIZACIÓN TRABAJA PARA SERVIR AL FRONT LINE (EL CEO PASA EL 80% DE SU TIEMPO EN EL TERRENO)


Empresas orientadas al mercado: NM

“There is never a good sale for NM unless it is a good buy for the customer”

Sales Associates REPORT TO THEIR CUSTOMERS Several Managers report to the Sales Associates: they

serve sales people not the management. The Store General Manager spends 80% of his time

supporting Sales Associates Salaries are based on Performance and limitless Employees are fully empowered and trained: faults

are well tolerated


WRAP UP


THERE IS NO SUBSTITUTE FOR QUALITY

Antonio Fontanini 151 1. Estamos obsesionados con nuestros clientes? 2. Nuestro modelo de negocio está basado en los clientes? 3. Un cliente con un problema es prioridad máxima? 4. Consideran que un cliente exigente es lo mejor que les puede pasar? 5. Conocemos a nuestros clientes? Tenemos “Customer intimacy”? 6. Hacemos segmentación (dinámica)? 7. Los tenemos identificados en categorías? (rentabilidad, satisfacción, lealtad, potencial, …) 8. Equipos mixtos que se reúnen periódicamente? 9. Nos consideramos socios de nuestros clientes? 10. Tenemos un CRM operativo? 11. Tenemos herramientas de Business Intelligence, de Data Mining? 12. Existe un Balance Score Card de clientes? 13. Manejamos el concepto de “Total Customer Management”? 14. Tenemos experiencias diseñadas para aprender de los clientes? 15. Los clientes participan en el diseño de los productos? 16. Tenemos iniciativas de Crowdsourcing? 17. Nuestra organización refleja la de nuestros clientes? 18. Hay KAMs/GAMs? 19. Reportan al CEO? 20. Ventas y Mktg están integradas? 21. Ventas y Mktg participan en el diseño de los productos? 22. Tenemos un sistema de remuneración basado en métricas de clientes? 23. Existe la figura del Chief Marketing Officer, Chief Customer Officer? 24. Existe un Advisory Board formado por clientes? 25. Se discuten dashboards de marketing en el consejo?

25 Elementos del DNA


HEMOS APRENDIDO

QUE UN CLIENTE PUEDE SER MUY IMPORTANTE


HEMOS APRENDIDO QUE LA PALABRA MÁGICA ES ENGAGEMENT


HEMOS APRENDIDO QUE LA CONFIANZA ES LO QUE IMPORTA


BUDWEISER


http://www.youtube.com/watch?v=uQB7QRyF4p4


P&G


http://www.ted.com/watch/ads-worth-spreading/thank-you-mom-pick-them-back-up

LA PERSONA ES LA MARCA


EL FRONT LINE ES LA CLAVE


STOP CHASING COMPETITORS AND START LISTENING TO YOUR STAKEHOLDERS


WITHOUT “HAPPY” EMPLOYEES IT IS DIFFICULT TO HAVE “HAPPY” CUSTOMERS

GRACIAS [email protected]

T. +34609114412

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