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BRINGING PASSION, PURPOSE AND PERFORMANCE TO THE HEART OF BUSINESS

ACHIEVING BREAKTHROUGH SERVICE. BRINGING PASSION, PURPOSE AND PERFORMANCE TO THE HEART OF BUSINESS. 1. Economies of Loyalty. Customer Equity. Relentless focus in creating and capturing value. BENEFITS (FUNCTIONAL + EMOTIONAL + SOCIAL). PERCEIVED VALUE. =.

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BRINGING PASSION, PURPOSE AND PERFORMANCE TO THE HEART OF BUSINESS

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  1. ACHIEVING BREAKTHROUGH SERVICE BRINGING PASSION, PURPOSE AND PERFORMANCE TO THE HEART OF BUSINESS

  2. 1 Economies of Loyalty

  3. Customer Equity

  4. Relentless focus in creating and capturing value BENEFITS (FUNCTIONAL + EMOTIONAL + SOCIAL) PERCEIVED VALUE = PRICE + INCONVENIENCES + UNCERTAINTIES

  5. 2 Redesigning the customer experience

  6. Everyone loves… Convenience Simplicity Customization Affordability

  7. Spotting the unarticulated needs to amaze customers with a customer experience they never could have imagined… Valued Amused Empowered Engaged Positive Emotional States Informed Involved Trusted At ease Discovering, Learning, Buying, Acquiring, Using, Connecting Empathetic observation and thinking: record the emotions and the circumstances that triggered the emotions Neglected Misinformed Alone Mistrusted Negative Emotional States Helpless Anxious Confused

  8. Problema… La percepción del trabajo de un comercial es negativa Fuente: Encuesta de Daniel Pink a 7000 trabajadores en EEUU

  9. Ideas for reengineering the customer experience • Identify a service experience that provoked really good feelings to you…. • …unique attributes…that made it so memorable? • How did it defy your expectations? • How might we leverage this idea to redefine customer expectations in our own industry? • Borrow great ideas from other industries… • Disneyland • Singapore Airlines • Fandango • Lexus • Virgin Airlines • Amazon • ebay • Starbucks • Others… Key “Moments of truth” Customer corridor

  10. APPLE STORE (NY): 5th Avenue, 08-22-07, 3:05 pm 200

  11. SONY STORE (NY): Madison Avenue, 08-22-07, 3:20 pm 10

  12. General Manager Human Resources Finance * Operations Sales & Marketing Prod. development >>>>>>>>>COSTUMER SERVICE REQUIRES HORIZONTAL PROCESSES >>>>>>>>>>

  13. 3 Customer-centric Master Plans

  14. Stan Rapp, Founderof McCann “” Your market place is your data base.

  15. Customer satisfaction: listening to customers SCORING - Grades, ratings, 1 to 5 ... FEEDBACK - Comments, complaints, suggestions .. QUALITATIVE RESEARCH - Surveys, focus groups, interviews ... OPERATIONS - Front line personnel, other listening posts STRATEGY - Customer participation in product development, market definition, employee selection

  16. Different consumers with different mindsets EXTROVERT LATIN ANGLOSAXON RATIONAL EMOTIONAL SWISS GERMAN NORDIC INTROVERT

  17. A customer-centered approach to the marketplace

  18. Soneva Gili, The Maldives

  19. Soneva Kiri, Thailand

  20. Purpose Profits Passion Empowering the Business Engine and the People Engine Adequate People Engine Inadequate Inadequate Adequate Business Engine

  21. Institutional leadership Team leadership Self-leadership One-to-one leadership Empowering the People Engine The Power of Cohesion The power of Reputation The Power of Conection The Power of Integrity

  22. Warren Buffet Berkshire Hathaway “” Si se pierde dinero, lo puedo entender y seré paciente. En cambio si se pierde la reputación sere implacable. La reputación es el único verdadero activo – sin reputación, un negocio no vale nada.

  23. Conceptual Power Empowering the Business Engine Innovative value proposition Needs based segmentation and targeting CustomerExperience Power OperationalPower Reengineering the supply and value chain Multichannel delivery systems CollaborativePower

  24. Seth Godin, Expert onWord ofMouth “” If you can’t describe your position in eight words or less, you don’t have a position.

  25. The challenger is very open about its desire to bring some new way of thinking to the category. This tends to consist in putting right something in the category which has, in its view, gone seriously wrong, and it talks in terms of having a ‘cause’ or being ‘an agent of change’. CHALLENGER BRAND MINDSET

  26. The People’s ChampionVirgin Atlantic, Wikipedia Motives: “They are fighting for me – I win” The Scrappy David Ryanair Motives: “Nobody roots for Goliath” – people like underdogs The ‘Real and Human’ challenger Ben and Jerry’s, Innocent. Motives: “real people brand in a faceless category” The Missionary Dove, Al Gore 2.0 A challenger fired up with a view about the world it has to share. CHALLENGER BRAND MINDSET

  27. Thankyou! www.luishuete.com @LuisMHuete

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