Audiobook - Non-fiction (Management) - English
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Language
EnglishVoice Age
Middle Aged (35-54)Accents
North American (Canadian-General) North American (General) North American (US General American - GenAM)Transcript
Note: Transcripts are generated using speech recognition software and may contain errors.
it was also very exciting to think that I was going to learn a lot, carrying that knowledge for the rest of my life. But I knew I had to keep things simple. All that knowledge from all those books and courses on business management had to be simplified so that I could implement the most effective ideas and get results fast. I knew that to achieve my goals within the little time I had I needed to develop a kind of management strategy that could be simple and yet very powerful. I got permission to occupy the abandoned facilities of an old contact lens manufacturing plant, although it was in the basement of a factory and I would have no windows there. I could have my office. I improvised a desk with an old table from a restaurant. I used paper boxes as my drawers. I was saving all the money I could on those back office things so that I could invest on the proper tools and equipment. I needed to approach our customers, the surgeons. I knew I had to make a positive first impression with all the tangible things. First, if I ever wanted to have a chance to improve business relationships with them. That thing about how tangibles are, the first things our customers perceive as having value or not to them. I had learned from my days working for IBM. After I was all set with the fundamental tangibles to do a decent job, including a better wardrobe. My second most urgent step was to get inside our customers head to really understand the situation and what they would value the most about our products and services, an exercise of empathy that demands true connection through active listening. I felt that step was crucial to implement my idea of customer centric culture. Being able to build my entire organization focused on adding value to our customers experience. I had learned from my readings about the most successful companies in the planet that if customers perceive more value, they are willing to give more value in return, Simple like that. The more I connected to our customers, the better the conversations about their expectations and perceptions were and it became crystal clear that service excellence was way beyond the traditional and reactive customer service. In fact, it is a strategic element for effective management. It is the best and least expensive way to increase customer satisfaction. Then customer loyalty paving the way to better negotiations and deals with better profit margins. I also realized that marketing sales and even the products themselves must be treated and managed as a source of valuable service if we want to build rewarding business relationships with customers, turning them into loyal and much more profitable clients. Fabulous results. Fast forward six months. Not only had we achieved the break even point, but we were profitable. The level of satisfaction was over 90%. I got permission to start hiring talent from my team, first interns, then assistance, then technicians and engineers. Long story short after three years we had a high performance and highly committed team all over a giant country, Customer satisfaction was over 95%. We went from 2% to 87% in market share. We became the most profitable operation in Latin America and the 3rd in the world, competing with other 107 countries Ahead of us, only the United States and Japan both with 25 years more experience than us in the market. My willingness to take risks and implement my management ideas to create and consolidate a customer centric culture using service excellence as leverage paid off. I was asked by our headquarters in the U. S. To speak at our international meetings, helping other executives to understand and implement the management strategies I was using in brazil as my peers and other countries became more and more successful running their operations with my management methods. They also became my friends and started making positive jokes with my name, calling me the Fabulous Fabio. Soon enough people were calling my approach to management as the fabulous management L. O. L. Now, seriously, all I did was find a simple way to implement very effective management ideas, basically. Fabulous management is a collection of best ideas and management put in a simplified way, easy to understand and easy to implement to help business owners, directors and managers get extraordinary results faster