WOBI ON CUSTOMER CENTRICITY

SESSÃO 1 – 2 Horas

01 PORQUE É QUE A EXPERIÊNCIA DO CLIENTE É TUDO

• Para além da satisfação
• Transformação à velocidade dos clientes
• Perceção e empatia do cliente
• Confiança extrema

SESSÃO 2 – 2 Horas

02 ALINHAR A SUA ORGANIZAÇÃO PELOS PRINCÍPIOS CENTRADOS NO CLIENTE

• Alinhar os incentivos com o valor que os clientes criam
• Como falar sobre a centralização no cliente com o diretor financeiro
• Alinhar e obter valor dos funcionários

SESSÃO 3 – 2 Horas

03 O PAPEL DA LIDERANÇA E DA CULTURA NA CONSTRUÇÃO DE UMA EMPRESA CENTRADA NO CLIENTE

• Porque é que a cultura come estratégia ao pequeno-almoço
• A importância de um objetivo unificador
• A empresa auto-organizada
• Humano ao máximo
• Seis comportamentos de liderança dos executivos centrados no cliente

01

PORQUE É QUE A EXPERIÊNCIA DO CLIENTE É TUDO

• Para além da satisfação – Don’t be satisfied with satisfaction. Get your customers engaged, stimulated, involved, and committed to the success of your business
• Transformação à velocidade dos clientes – Why speed and agility are paramount as the quality of the customer experience is rapidly improving in every business category
• Perceção e empatia do cliente – To treat a customer relevantly you must know what it feels like to be that customer: How to understand what different needs your different customers have
• Confiança extrema – How extreme trust generates extreme loyalty, as well as customer advocacy. And what it means to always act in your customers’ interests, proactively

02

ALINHAR A SUA ORGANIZAÇÃO PELOS PRINCÍPIOS CENTRADOS NO CLIENTE

• Alinhar os incentivos com o valor que os clientes criam – Why it’s dangerous to measure and reward employees based solely on short-term profits or costs, rather than the long-term value created by customer-centric successes
• Como falar sobre a centralização no cliente com o diretor financeiro – Keys to focusing on the economics of customers, rather than on the accounting process. Linking short-term metrics (like voice-of-customer feedback) to likely changes in the long-term value still to be created by customers
• Alinhar e obter valor dos funcionários – Start with job satisfaction, engagement, and intrinsic motivation. Add employee-ready systems and technologies, psychological safety, and diverse ideas, then stir vigorously

03

O PAPEL DA LIDERANÇA E DA CULTURA NA CONSTRUÇÃO DE UMA EMPRESA CENTRADA NO CLIENTE

• Porque é que a cultura come estratégia ao pequeno-almoço – But Also Strangles Innovation in the Crib – How a company’s unwritten rules and customs play a critical role in how any customer-centric effort is understood and implemented
• A importância de um objetivo unificador – How to ensure that all employees know and agree on “the direction of success” for the company – and why this unifying purpose must transcend the business itself, even the business model
• A empresa auto-organizada – When employees are both empowered and engaged with a unifying purpose, there’s no need to require them to delight customers; just let them. How to foster a customer-centric culture from the bottom-up thinking of engaged employees, and not simply from top-down rules and processes
• Humano ao máximo – Revealing the limitations of automation and artificial intelligence: how and when to empower employees to manage individual customer experiences, individually
• Six Leadership Behaviors of Customer – Centric Executives – Why managers at a customer-centric company will have different priorities than those in a more product-centric company, and how to instill these priorities in your own company’s management ranks