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The conference participants who attended the 10th FBRC last August at the Hotel Intercontinental in São Paulo, attended to a different event with the latest editions.
The format of the panels and the awards was privileged this year. We made three moments with the presidents, enabling a greater dynamics between panelists, in addition to more time for exposition of ideas, and shared the awards handing trophies and certificates in the morning and afternoon.
We had positive evaluations from all participants, so we are sure that we have reached our goals!
We worked to provide pleasant and relaxed moments, and mostly, with lot of content and networking for the all over 400 executives present. We had a NPS of 86! The overall satisfaction rate was 97.5% (75% excellent, 22.5% good, 2.5% fair and 0% poor).
In this area, you will follow through photos and testimonials, the best moments of the 10th FBRC that has counted, once again, on the honorable presence of 20 top executives discussing their positive and negative experiences in a truly class of customer relationship!
Magicians, dancers, chocolates and prize draws brought the “relaxing” moments to the event, which also presented at the closing the crowded lecture of Jason Ward, the Azul Linhas Aéreas VP that, as our Keynote Speaker, delighted the audience with the Azul case in Brazil.
To remind those who were there and to the knowledge of those who could not go, we transcribe below some positioning of the presidents during the panels. Practices of those who understand the business and value their customer!
Take a look at the photos, too!The concern with the customer should be transparent in the organizational structure. The words of a president will not move the company. It is their actions that drag everyone to the strategic objectives.
Three pillars that make the difference when entering into the DNA of the orientation of Cia president:
1. Quality in everything we do;
2. Ethics in governance, from the doorman to the president;
3. Focus on sustainability in any action of the company.
The president must train himself to like hearing what he doesn’t want to hear. It’s a strategy implemented by us: to separate urgencies from emergencies. The most urgent must be solved right way, because when the customer arrives irritated at the SAC, it is because he had already been poorly treated. The SAC is the best tool for the presidency to learn about the company.
Health plan customers generally have a very high level of fragility. So the call center has to be very well trained on listening to urgencies. The company grows to the client when it solves the problem. One of the essential factors for this comes from the selection of personnel. It is essential to like people.
The president hears what he wants to hear. There is a tendency to justify, question methods and results of the satisfaction survey rather than face and solve them.
Bring to the tip the ability to solve the problem. What we are able to solve before moving to the back office.
It is necessary training and lots of training, 150 hours, for example, and after that, to give autonomy and ask for results.
Ethics has to be above economic factors. Our priority is to invest in the current 75 million customers and retain them, rather than to spend millions to attract new ones.
The voice of the customer must be in the weekly meetings of the board.
Care for internal customers, so that they take care of the 12 million external customers.
