Varejo Summit 2

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1- Renata Centurión (Winning by Design)

fazer o básico bem feito

colocar em prática

colocar o time na mesma página

entender processo

jornada do cliente

não ter um buraco onde o cliente se perda

como o cliente entra em contato com vc

provocar o cliente para

idea costumer profile

mensagem desconectada com o cliente

teste / criatividade

o que o cliente gostaria comprar - qual a dor a ser resolvida

pq o cliente indicaria vc para a outra pessoa

humanização

como está a moral do time

o que o cliente gostaria de encontrar na nova normalidade

ajudar o cliente a passar essa fase

cuidado com o cliente / se preocupar com ele

video conecta - pedir ao cliente que faça

equipe- engajar / passar tarefa / combinar a relação

manter o time para cima

2- Nestlé

vende bolo - olhar de fora para dentro

usuário - boleiro - estrutura - inserção na economia informal - local

3- Orgulho de ser vendedor - Thiago Concer

clientecentrismo

multi canais

informação do cliente

quem não oferece não vende

dois lados forçados a se mover

75% dos clientes não querem começar a venda no começo - mas 85% no final querem um vendedor para orientar

Multicanal - Importante

bom atendimento - 3 perguntas para validar a compra - fazer simples bem feito !

muitas empresas continuam cometendo os mesmos erros

referenciamento

saber o porquê !!!

google meu negócio

o mais importante é COMEÇAR!!!

como é que gero VALOR???

Chama in BOX - não usar!!!

educar o consumidor - dê informação - isso gera confiança

4- Fernanda Nascimento Strat Lab

pouco acostumado às estratégias de inovação

escutar o cliente para entregar o que ele quer

escuta o cliente qd ele vem reclamar.... não é correto

momento UAU !!!! encontrar mais que esperava

pessoas acostumadas ao NPS -

Net Promoter Score

O Net Promoter Score (NPS) é uma métrica de lealdade do cliente criada por Fred Heichheld em 2003 através de uma publicação de um artigo chamado The One Number You Need to Growna revista da Universidade Harvard, com o objetivo de medir o grau de lealdade dos clientes das empresas de qualquer segmento, trazendo reflexos da experiência e satisfação dos clientes. O indicador-chave de performance (KPI) é amplamente utilizado em virtude da sua simplicidade, confiabilidade e flexibilidade. O NPS revolucionou os modelos de pesquisa de satisfação de clientes, substituindo os métodos de pesquisa mais obsoletos, que em sua maioria, tornam as pesquisas de pós-venda longas, cansativas e chatas para o cliente. NPS©, Net Promoter© e Net Promoter© Score são marcas registradas da Satmetrix Systems Inc., Bain & Company e Fred Heichheld.

O NPS surgiu em 2003, quando o autor e pesquisador de negócios Fred Heichheld lançou um artigo na revista Harvard Business Review chamado “ The One Number You Need to Grow” (“Um número que você precisa para crescer”). Após esse artigo e depois de vários estudos, Fred Heichheld e a Company Bain & Company lançaram o livro “The Ultimate Question” (“A Pergunta Definitiva”) e também a versão mais atualizada “The Ultimate Question 2.0”. O livro virou um best-seller mundial e a métrica no NPS hoje é adotada por grandes empresas como a Apple, Mercardo Livre, Amazon, Gol, Natura, Allianz, Electrolux, Hermes Pardini e Monsanto por exemplo.

O Net Promoter Score é calculado com base nas respostas a uma única pergunta: Qual é a probabilidade de que você recomendar a nossa empresa / produto / serviço a um amigo ou colega? A pontuação para esta resposta é mais frequentemente com base em uma escala de 0 a 10.

Aqueles que respondem com uma pontuação de 9 ou 10 são chamados de Promotores, e são considerados propensos a apresentar comportamentos de criação de valor, tais como a compra adicional, permanecer clientes por mais tempo, e fazer mais referências positivas para outros potenciais clientes. Aqueles que respondem com uma pontuação de 0 a 6 são rotulados Detratores, e acredita-se ser menos propensos a apresentar comportamentos de criação de valor. Respostas de 7 e 8 são rotulados Passivos ou Neutros e seu comportamento cai no meio de promotores e detratores. O Net Promoter Score é calculado subtraindo a percentagem de clientes que estão Detratores da porcentagem de clientes que são Promotores. Para fins de cálculo de um Net Promoter Score, Passivos contam para o número total de entrevistados, mas não afetam diretamente o resultado líquido global.

As empresas geralmente fazem após a pergunta com uma pergunta aberta solicitando as razões para a classificação de um cliente dessa empresa ou produto. Estas razões podem então ser fornecidos aos funcionários da linha de frente e equipes de gestão para ações de acompanhamento.

Outro passo feito pelas organizações é o feedback. Os gestores regionais da Charles Schwab Corporation, por exemplo, chamam de volta os clientes para envolvê-los em uma discussão sobre o feedback que fornecido na pesquisa de NPS, resolver seus problemas e aprender mais para que eles possam treinar representantes de contas.

Reichheld e Marley dizem que a nota de recomendação e as respostas para pergunta do "Por quê?" bastam para identificar as necessidade dos clientes e oportunidades de melhoria. Embora isso possa ser o caso, a falta de qualquer maneira fácil de analisar automaticamente as respostas literais sem viés humano é problemático. A resposta de muitas empresas para o problema tem sido adicionar outras perguntas com escalas de classificação.

Perguntas adicionais podem ser incluídas para ajudar a compreender a percepção de vários produtos, serviços e linhas de negócios. Estas perguntas adicionais ajudam a empresa a avaliar a importância relativa dessas outras partes do negócio na pontuação geral. Isto é especialmente útil para orientar os recursos e resolver questões que mais impactam o NPS. As empresas que utilizam o Sistema Net Promoter muitas vezes dependem de software como um serviço, fornecedores que oferecem um conjunto completo de métricas, relatórios e análises.

NPS = percentual de notas 9/10 - percentual de notas abaixo de 6!!!

- participação de todos na jornada do cliente - até os marketplaces têm que ajudar

- não criar estratégia que fiquem em silos!

- silos dificultam a experiência integral

- testar / testar e medir resultados - agora !!!

- reinvenção do espaço físico : mais um ponto de experiência-- vivenciar algo diferente na loja física

- ações - escutar o que os clientes queriam na loja - chamar família - influenciadores

- ter roadmap de tendências

- CX- consumer experience

- Propósito - posicionamento da marca - valores do nicho se se encaixam com os dos clientes

- não deixar a experiência do cliente adormecida - td que é ofertado em qualquer ponto da jornada

- podcast - stratcast

https://soundcloud.com/stratlab

5- Carlos Coutinho, sócio e líder de Varejo e Consumo da PwC Brasil

- aposta no multicanal

- cliente infiel? como trazê-lo?

De lá para cá uma série de tendências foram aceleradas em virtude da pandemia do novo coronavírus e esses resultados são importantes para você planejar seus negócios. 45% dos entrevistados usam o celular para fazer compras em 2020 (os índices anteriores variavam entre 25% e 35%), 69% das pessoas se mostraram preocupadas com saúde, segurança delas e do outros, logo as novas formas de interação são pautadas por esses olhares.

6 - Mariane Cerone - Sodexo

- omnichannel

- ouvir clientes - envolver C Level

- sem separar on & off

7 - Sales Force - Marcelo Busch

- abordagem ao cliente - perguntar o que é relevante para o cliente somente - ver jornada

- cadastro natural para gerar naturalidade- por que o cliente entrou na loja

- perguntar o mínimo necessário mas adequado ao contexto

- client tellingWhat is clienteling?

While “clienteling” once was little more than a buzzword that meant “catering to clients,” the modern clienteling meaning is more definitive. The most widely accepted clienteling definition refers specifically to the processes or tools used to promote customer satisfaction through the personalization of the shopping experience. Effective clienteling is part of a complex journey. In essence, it transforms your customer journey into something personalized. To accomplish this, clienteling tools rely on client data, such as purchase history and personal information. The end goal is to increase customer lifetime value.

Clienteling allows businesses to focus on those high-value repeat customers who cost less and buy more. It acts as a centralized data resource to build a 360-degree view of individual shoppers. With clienteling, data collection rates see increases of as much as 300% and retention rates by as much as 200%. This is particularly evident for the 20% of customers who drive 70% of sales.

Retail clienteling improves sales.

Clienteling is particularly effective in retail. Despite the rise of ecommerce, 85% of consumers still prefer to shop in brick-and-mortar stores rather than online. Retail clienteling allows businesses to keep track of purchases, giving in-store associates the power to identify not only the most loyal customers but also their preferences. Associates can then provide a more targeted service.

Additionally, retail businesses can take advantage of mobile smart technology to further improve in-store sales. According to a survey by SessionM, 90% of consumers use their smartphones to compare prices or research products while shopping in a store. With this in mind, many businesses are using retail selling apps, along with store associate apps, to better connect employees and consumers and to promote guided selling.

As consumers enter a store, retail clienteling software helps employees access customer profiles and order history to drive informed selling interactions. What’s more, clienteling apps can be enhanced with predictive recommendations to help employees boost conversions and increase transaction sizes with the right offer to the right customer at the right time. Store mobility gives associates more information, making it easier to hunt down product information, like product dimensions and stock availability, to provide faster service to the shopper.

Store employee apps can also be used by retail management to track and evaluate employee performance.

New advances are improving clienteling tools.

An effective clienteling app fills the role of the notebooks, paper files, and sticky notes businesses once relied on to keep track of data associated with their most valued customers, but it does so much more. New software advances are making clienteling better, cheaper, more effective, and more available than ever before. More importantly, superior clienteling gives retail store associates, retail store managers, marketers, and more the power to customize the customer journey to fit individual clients.

Mobility solutions provide instant access to all customer, product, and inventory information. Additionally, they improve task management and collaboration, customer insights, product insights, and the ability to transact, resulting in improved assisted selling and a better in-store experience. Cloud technology is making it possible for authorized users to trigger timely, unique, and meaningful messages, based on real-time customer behavior. Branded communication templates deliver relevant content on email, mobile, social, ads, and the web to drive in-store engagement.

Clienteling tools can take client relationships to a whole new level. Easy customer lookup gets the conversation off on the right foot, keeping sales representatives on top of client interests, and allowing them to step seamlessly back into the buying journey. Wish lists, online shopping carts, past purchases, outstanding orders, and rewards programs can all be accessed at the push of a button. Segmentation analysis capabilities provide insights into the best selling strategies per customer.

Retail employee mobile apps can also provide sales professionals with product insights. Product lookup presents easy access to detailed product information, including reviews, pricing, current promotions, available inventory, and even related products for recommendation. Predictive recommendations help sellers go above and beyond with their customers, with data-driven offers to drive increased upsell and cross-sell opportunities.

WATCH RETAIL DEMO

Certain factors define effective clienteling tools.

Of course, before businesses can take advantage of what modern clienteling strategies have to offer, they need to know what to look for. Here are six important factors to consider when choosing a clienteling solution:

Intuitive user experience

Retail employees should be able to take advantage of a clienteling tool’s advanced capabilities without having to undergo any advanced training. This will ensure higher adoption rates and better client service in and out of the showroom.

Unified data

A single view of your customers, integrating data from every available source and presented in an actionable way, makes it possible for employees to find and implement the most relevant information quickly and easily.

Ease of integration

Improved customer service is important, but not at the expense of every other part of a business. Superior clienteling services easily integrate with existing systems and processes, so that no business will have to choose between keeping clients happy and keeping everything else functioning properly.

Personalized in-store experience

Associates armed with deep customer insight are much more capable of providing personalized engagement and increasing in-store client satisfaction. This means more return business and fewer customer-service related problems.

Cross-channel engagement

A clienteling solution that creates a unified customer journey can bridge gaps between digital and physical touchpoints. Personalized communication helps ensure that clients are interested to hear what your company has to say.

Flexibility

The retail world is always changing — new product trends come and go, client preferences shift, new media options bring in new sales channels; having a clienteling solution that can change along with it is a must. Tools that receive regular support updates will remain viable for years to come.

In order to hit these vital points, superior clienteling solutions rely on superior customer relationship management (CRM) software. With that in mind, it’s no surprise that so many retail businesses depend on the world’s number one CRM solution: Salesforce.

- tecnologia dá escala mas o que vale é a estratégia

- CARO É O CLIENTE ENTRAR NA LOJA E NÃO COMPRAR!

-VER LIVE COMMERCE

- VER MARKETING DE PROPÓSITO

- PESQUISAR O INSUCESSO - entender pq os clientes não compraram

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7 - Amplifique.me

- o que dizem das marcas - prova social

- estimular a prova social

- experiência do cliente

- como trabalhar o detrator ? medir ? identificar - entrar em contato - tentar reverter - fechamento do loop -

-a maioria dos clientes que reclamam só querem ser ouvidos

- carta na manga para equipe tratar com detrator

- perguntar de acordo com a nota do NPS - Net Promoter Score

- cliente qdo reclama - oportunidade de melhorar

- pedir para todos os clientes analisar

8- Priscilla Erthal - Orgânica

Faz chover

- vai lá e traz o sim

- universidade é na rua

- quem é a sua equipe

- sonhar grande

- mude ou morra

- renascer todo dia - líder "inconformado"

- comemorar também

9- Boticário

- treinamento como responder whatsapp

- inteligência de associação e cross/up selling

- inteligência de consumo passada p/ a equipe de vendas

- verificar se o dado tem valor - quais são os produtos de uso contínuo e periodicidade de consumo

- qtos estão te abandonando ? qtos estão gostando o que vc está enviando?

- frequência

- whatsapp mais íntimo

- qto estão comprando a mais...

- whatsapp resolver questões mais rápido que a internet

- colocar amostra de um novo produto depois da venda

- pq clientes entram em contato via whatsapp - zero custo de banda / mais fácil de ser atendido( rápido ) / dificuldade dos clientes em viajar no mix qd está on line

10 - Whatsapp

- whatsapp business

- aplicativo ( app) e api

- api - 4 chamadas simultâneas / permite que compra qualificada / métricas e controles

- boas práticas

- trabalhar o opt - in

11- In Roots - Ricardo Pomeranz

- não basta plataforma

- 71% do tráfego 6 portais

- criar a experiência

- primeira parte - conteúdo e mídia

- como ser inteligente na mídia : seo ( facilmente achada pelo cliente )

- otimizar para busca orgânica

- mídia de performance

- oeferta segmentada

- criar perfil look a like

- oferta relevante ( plataforma de crm)

- conteúdo relevante expõe a posição da empresa e de acordo com o público

- tablóide personalizado 1 a 1 - base perfil

12 - Claudio Felisoni (IBEVAR)

- Schumepeter Destruição Criativa

- Se prevenir de ações futuras - para ter vantagem competitiva

- weak signals

- não adianta se preocupar - é preciso agir e se antecipar

- onde tudo é prioridade ,nada é prioridade

13- Datalab - Nestlé

- momento / produto / experiência

- mkt de permissão

- modelo preditivo para não perder venda

The End of Average Key

The End of Average Key Idea #1: The mathematical concept of averages has its purposes, but it’s irrelevant when applied to human nature.

Chances are you spent a good portion of your school life getting grades that placed you on a scale of “above average” or “below average.” And as this carries over into job assessments and questionnaires, it invites the question: Who is this average person and how did this system get started?

Well, it began back in the nineteenth century, when astronomer Adolphe Quetelet first used the mathematical concept of averages to explain human traits.

At this time, using a system of averages proved useful for measuring astronomical characteristics, like charting a planet’s movements. A number of observers would take turns keeping track of the same celestial body and afterward, the average of their measurements would be used to get an accurate calculation.

Quetelet then applied this system to human beings. He measured thousands of people, both psychologically and physically, and averaged out the results in order to find what he considered the perfect “Average Man.”

However, while this approach might be suitable for astronomy, it’s not necessarily appropriate for measuring people.

For example, you might have heard the statistic of the average American family having 2.5 children. But, of course, no family actually has 2.5 children.

In fact, the majority of human beings almost always has different characteristics than what is considered the average, which makes the whole concept irrelevant.

We can see this folly when it comes to human anatomy as well.

In 1945, a competition was held in the Cleveland Plain Dealer newspaper. Women were asked to submit nine of their own physical dimensions; the winner would be the woman whose measurements came closest to a statue called “Norma,” created by sculptor Abram Belskie and gynaecologist Dr. Robert L. Dickinson. Using the average proportions of 15,000 women as reference, “Norma,” was sculpted to represent the ideal female figure.

Three thousand women entered the contest, yet no one came close to hitting all nine measurements. The winner only managed to meet five of the nine averages.

The End of Average Key Idea #2: There is no single body type and averages do not apply to human anatomy.

Let’s say you’re walking outside one day and you encounter two people: one of them is about seven feet tall and weighs 200 pounds; the other is five feet tall and weighs 300 pounds. You could easily use the word “big” to describe both of these people, but how can one word describe two very different individuals?

The lack of a ready vocabulary for accurately describing people shows just how varied human body characteristics actually are.

There is a wide variety of measurements we have to take in order to get an accurate picture of an individual’s body size, including head, neck, chest, shoulders, arms, legs, waist, height and weight.

As the statue of Norma demonstrates, many people believe that the average person should have the average of each of these measurements. But, in reality, there is no single body type, and each of these different characteristics is mostly unrelated to any other.

For example, if you were only given someone’s weight, you’d have no idea how tall he might be.

And this is why there isn’t one single word or measurement that can accurately describe a person’s body; there are simply too many variables.

Words like small, medium and large are fine for T-shirts, but when it comes to wedding gowns and vehicles, designers know that averages simply don’t work.

In 1950, the US Air Force measured 140 dimensions of over 4,000 different pilots and used the average of these measurements to design their first-ever standard airplane cockpit.

Amazingly, not one pilot fit the dimensions of the cockpit. Research showed that when they used just three dimensions – neck, thighs and wrists – only 3.5 percent of pilots fit these averages. So, by using 140 dimensions, they were essentially ensuring their cockpit would fit no one.

Nowadays, cockpits and vehicles are adjustable, allowing each individual to comfortably use the controls. Similarly, every wedding gown is adjusted according to the measurements of each bride.

The End of Average Key Idea #3: Character traits are unrelated to how we learn and there is no average path to gaining skills and knowledge.

The misuse of averages on human characteristics doesn’t stop with the body; it has also been applied to the mind and given people the wrong-headed idea that human character traits are related to intelligence.

These are the kinds of ideas that have led to stereotypes like “nerds are bad at sports” and “jocks aren’t intelligent.”

But the truth is this: the human characteristics that make us individuals have little to do with how we learn.

For instance, take the common misconception that people who are quick to acquire knowledge are also of “above average” intelligence, meaning they can retain and use that knowledge.

Experiments conducted by educational expert Benjamin Bloom in the 1980s showed that there is no relationship between the speed of learning and knowledge retention.

Bloom came to the conclusion that slow and fast learners were both equally knowledgeable about any subject, whether it was philosophy or molecular biology.

Another misguided notion is that there is an “average” path that will better facilitate learning and the acquisition of knowledge. This is another idea that research has disproved.

The thought that there is one “right way” to do things starts early. Scientists once believed that a child’s development, from crawling to reading, had to be learned through a strict series of specific stages, and that any deviation from this path could result in a developmental disorder.

But according to psychologist Kurt Fischer, who has done extensive testing in this field, there is no one path that must be followed.

By observing the various methods by which children learn to read, Fischer discovered that 30 percent of children follow a different path than the “standard” one – and yet their skills develop normally.

Studies like this show that there are many different ways to achieve the same outcome, and that the effectiveness of any given way depends on the individual. Therefore, any deviation from what is considered “average” should not be thought of as abnormal.

The End of Average Key Idea #4: Human character traits are fluid, and workplaces should encourage their employees’ individuality.

Have you ever had a coworker who was strictly business at the office but would cut loose and become a completely different person outside of work?

This isn’t all that unusual. Indeed, people tend to exhibit different character traits in different environments. And the only way to truly understand how someone behaves in every situation is to observe him around the clock.

You might believe that the boss at your job is a total disciplinarian, but if you had the chance to visit him at home, you might see that he’s extremely easy-going with his children.

The reality is, people don’t have fixed character traits for every situation. Our behavior is fluid; it shifts according to context.

For this reason, many modern companies are trying to create flexible working environments that allow their employees’ individual skill sets to shine.

Companies like Google and Microsoft spend millions of dollars studying people’s individual character traits and range of behavior in an effort to create the ideal workplace that will suit everyone.

These companies use different attributes to their advantage by putting together teams of people who have unique but complementary character traits. For example, a marketing team can have an extrovert to pitch ideas and an introvert to handle research.

By paying attention to what someone’s good at, companies can encourage unique skills even when those skills aren’t what that person was hired for.

For instance, a worker at the tomato processing company Morning Star was noticed to enjoy fixing and tinkering with machinery. To take advantage of this unique skill, the company made him an expert mechanic of factory equipment, a position that he never would have been hired for based on his résumé.

When companies limit their search for potential employees by having strict requirements, they’re missing out on valuable talent. To take advantage of people’s unique abilities, you need to look beyond the standard and “average” signifiers like grades and degrees.

The End of Average Key Idea #5: Companies should look beyond the average and seek out individuality in their applicants.

So, if grades and degrees aren’t the best way to determine who should be hired for a job, what is?

To start with, companies need to get specific. They need to look for individuality in their applicants, rather than just looking for someone smart.

After all, a person’s intelligence is usually suited for specific tasks, such as problem-solving or retaining facts and figures. So, if a company is simply looking for an “intelligent person,” it means they haven’t asked themselves: What specific qualities and skills are best suited to the position?

When companies don’t know the answer to this question, they’re likely to fill the position with someone who has the wrong kind of intelligence and miss out on hiring someone who could be a perfect fit. Therefore, their chances improve when they get specific and look for “a self-motivating person with an eye for detail,” for example.

At Zoho Corporation, a tech company in India, they’ve found another way to hire people with the exact skills they’re after – they started the Zoho University.

This allows the company to draw people from impoverished areas and pay them to study programming and learn specific skills, making them prime candidates upon graduation.

In fact, if companies know exactly what they’re looking for and push aside the standard model of hiring requirements, they can capitalize on an employee’s unique combination of skills.

This is what the media company IGN did. They knew they couldn’t compete with their giant competitors when it came to hiring, so they tossed out the standard system of looking at an applicant’s grades and college degrees.

Instead, they began a “no-résumé” rule for applications and, by using their own unique methods, they were able to find the kind of uniquely talented people they were looking for.

One method that proved useful was to pay applicants to work for them on a six-week trial period, after which they could assess their passions and identify their skill set.

The End of Average Key Idea #6: We need to dispose of outdated models based on averages, including our education programs.

Now that we’ve seen all the misguided practices of applying averages to human nature, let’s take a closer look at how the new techniques of the future can make our world a better place.

The US military has already seen the benefits of disposing with the notion of an average fighter pilot.

Fifty years ago, a female pilot like Kim N. Campbell, who is five feet four, wouldn’t be flying for the military. For one, she wouldn’t have met the standard “average” height requirements.

Luckily, the military got rid of such notions and, in 2003, Campbell was piloting a fighter jet as part of a counterattack to help US ground troops that were being bombarded by enemy soldiers.

Campbell completed the mission, but in the process her plane sustained damage that put her skills to the test: Campbell grabbed the controls, flew back to the military base and manually landed the jet herself, an extraordinary achievement that had only been attempted a handful of times before.

Another way to promote more extraordinary achievements, and to embrace individualism, is for educational institutions to start offering credentials for specific skills, rather than broadly designed degree programs.

These would be relatively shorter programs focused on one subject, but they could be combined with others to create even better credentials. This way, students would have greater flexibility and freedom to design their own unique path.

For example, you could get credentials in design, animation, mobile applications and software programming in order to qualify for an overall credential in mobile game software development.

While a college degree might have required 24 useful courses, it’s unlikely that a company will be looking for someone who is highly skilled in 24 different topics. By focusing on more targeted credentials, job seekers and companies can save time and money and get the skilled employment they both desire.

This would be a big step toward embracing our inherent individualism, stepping away from the fallacy of “averagarianism,” and allowing ourselves to reach our full potential.