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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 3
http://www.youtube.com/watch?v=kVMsnT0AbRU

Antonio Fontanini 7
COO
CHIEF OPTIMISTIC
OFFICER

Antonio Fontanini 8
EJERCE LA ECONOMÍA
DEL REGALO: DA
SUPERPODERES A TU
ENTORNO

Antonio Fontanini 10
ERES MEJOR DE
LO QUE TU
CREES

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

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

–  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?

AGENDA
BIZ CASES (MUCHOS)

¿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

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

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

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

AGENDA
BIZ CASES (MUCHOS)

¿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
PRODUCTOSPERSONAS 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

3 AXES
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

3 AXES
EMPLOYEES CULTURE

CREAR EL CUSTOMER
CENTRIC LAB
(WOW SCHOOL)

SUPERAR LAS
EXPECTATIVAS
CON
EFECTOS “WOW”

?QUE
SIGNIFICA
WOW?

AGENDA
BIZ CASES (MUCHOS)

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

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/

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

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”.

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

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

THERE IS NO
SUBSTITUTE FOR
QUALITY

Antonio Fontanini 1511. 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

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

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
antonio.fontanini@gmail.com
T. +34609114412
166

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