Month: March 2023

Categories
Technology

Digital ventures: a trend that is here to stay?

E  -commerce  has become the number one digital tool for companies to differentiate themselves from their competition, thanks to features such as omnichannel models, better user experience, and reduced operating costs.

In a survey carried out by  SendCloud ,  e  -commerce  has grown 6.7% in the last year  thanks to the pandemic. This, taking into account that for the consumer, the experience during their purchase process has become one of the most important factors in making their final decision to carry the product or not.

Even, as a consequence of the quarantines during the pandemic, more than 70% of people in the world began to buy  online,  generating  profits for the companies that were online for about 39,000 USD . These results have led more and more entrepreneurs to transform digitally by creating  100% online ventures  that grow exponentially in their first months, according to the  Change creator technology and trends magazine .

So how to achieve it and what kind of good practices to implement? To do this, we share these global success stories  .

1

Amazon

Its initial purpose in 1994 was to be an online bookstore. However, its success transformed the company with  online sales  of all kinds of products such as appliances, technology or entertainment. It currently has 560,000 users and generates net revenue of $177.9 billion, shipping worldwide. How did they do it?

  • Technologies of the Fourth Revolution:  implementing technologies such as  big data , process automation, and artificial intelligence in its  digital processes have allowed this online company to more accurately analyze its users’ data, create more precise algorithms, and be more assertive with the publicity of the services and products that they offer to their final buyer.
  • Low prices and fast shipping:   Offering different products from different categories with affordable prices, fast shipping and successful navigation and digital experiences in onboarding  have been three successful Amazon practices.
    Consumers prefer businesses where they have no difficulty understanding where or how to shop, can trust that their money hasn’t been lost, and get their orders as quickly as possible. This improves the perception of service.
  • Stock availability  :  they positioned themselves as an  e-commerce  that has the solution for all kinds of needs. This purpose has led them to create different alliances to be the number one option in delivering what the client really needs.
2

eBay

This e-commerce website is known for offering auctions of technological products, which include a buyer protection program to offer you a  differential service .

The strategy focuses on both B2C and B2B commerce. Buyers can create their accounts for free, but sellers do pay a small fee. Their success has led them to operate online in more than 100 countries around the world, including the United States, the Netherlands and Mexico, thanks to practices such as:

  • Experience in the service:  the attention and trust that this company has generated to its clients have been key in its growth process. Achieving satisfied and happy customers through the service  and experience that the platform offers to its consumers is their first tactic.
  • Online reputation:  one of their strategies to build trust during the user’s purchase was to build their  online reputation . For example, through  recommendations,  feedback  , and product ratings , this  e-commerce  shows its target audience the best option for the product they are looking for.
  • Sales for companies:  becoming a channel in which companies also earn money was the solution so that those who had too many unsold products in  stock  could market at better prices.
3

Rakuten

Recognized in the world as the Amazon of Japan, this is one of the 10   largest e-commerce companies in the world. In its beginnings it had six employees and currently has 10,000 and operates in 24 countries, including Switzerland, Portugal, Ireland and Austria.

Esto, sumado a que el 90% de usuarios japoneses en internet tienen una cuenta y 40.000 empresas e inversionistas como Pinterest, la selección de fútbol de Barcelona, la NBA o el Golden State Warrios, la han posicionado como una de las mejores plataformas del mundo. ¿Qué acciones han adelantado?

  • A través de un sistema de puntos vinculado a las tarjetas de crédito, este e-commerce les permite a los consumidores acumular puntos por compras en su plataforma, una táctica que fortalece la lealtad de los clientes y los motiva a consumir cada vez más productos.
  • Technologies such as  big data  and artificial intelligence have improved the logistics of shipping and delivering products, reinforcing the user’s digital experience and improving the service.
  • Strategies focused on  Growth hacking  for the consumption of  electronic commerce  in three moments: the first to attract users to the  website , the second to activate and generate actions such as browsing the platform or buying and the last, to build customer loyalty and generate happiness with their purchase, have been his greatest source of success.
Omnichannel, user experience and service satisfaction are aspects that Amazon, eBay and Rakuten have in common. Their main objective is not to sell, but to create experiences that make their users feel happy and safe to buy again.

Categories
Innovation

E-learning: Yamaha success story

Knowledge management, the creation of new communities and achieving a true cultural transformation are some of the benefits that e-learning has for companies. Precisely for this reason, companies like Microsoft or Google have used it to connect collaborators at a distance and within teams.

About 72% of organizations believe that e-learning is providing a competitive advantage in the marketplace that sets them apart from other companies in their industry. In addition, 42% of companies say that
e-learning  has led to increased revenue and employee knowledge retention rates by up to 60%,  according to a study by British content company SH! ft.

Benefits of e-learning

for companies

  • Eliminate barriers because there are no limitations of study, money, geographic location or roles.
  • Facilitates the coverage of collaborators. Now everyone can learn.
  • Reduce costs because you do not have to move people to other places.
  • Reduce extra time spent on inductions or content for large teams.
  • It allows access to content of common interest and closes digital gaps.

For collaborators

    • Generate collaborative work with colleagues from other areas of the organization.
    • It manages to generate a culture of autonomy, since each person can develop the contents according to their times.
    • Diversify learning by hours, modules or moments.
“The combination of endomarketing, communication and training, are the strategy for collaborators to access the topics in a much simpler way, learn and transfer knowledge”. Gloria Gaviria.

Incolmotos Yamaha: a company that transformed its culture with e-learning

During the  pandemic , the national company Incolmotos Yamaha rethought its  learning systems  and integrated virtual channels for its employees, including an electronic learning platform. There, both operational and administrative employees manage knowledge and learn about corporate issues such as branding, biosafety, quality management systems, inductions, leadership, among others.

Thus, the company rethought itself, from usability to connect teams from different areas, reduce time and money resources, and create collaborative learning themes that ended up transforming the  culture of the organization .

“We started with transversal programs through which we take employees to learn about different corporate issues of projects or organizational culture. Then we improved them to be more didactic and less theoretical. To achieve this, the key was to create an  awareness  process with instructions on the use of the platform and what they should do on it, in order to avoid confusion in navigation or desertion due to lack of understanding”, says Gloria Gaviria, Head of Human Development of  Incolmotos Yamaha.

How they did it?

1

They virtually sensitized the organization’s collaborators, so that they could learn autonomously with virtual instructions, follow-ups, advice from leaders  and  support in case of technical problems.

2

They generated a  business culture  of study with topics of interest to the entire organization, creating alliances with entities such as SENA, with which they learned about customer service, negotiation, and basic and advanced Excel.

3

The study level paradigms in virtual learning environments, role and resources disappeared, opening a space in the organization to access the programs from any device, and thus, making it possible for anyone to consume the contents. In addition, they made them, thinking in the context of the internal public.

4

They had flexibility to improve aspects of the process, listen to employees,  transform  and build collaboratively.

Incolmotos Yamaha managed to connect a team that exceeds 1,300 employees, from all areas, through  e-learning,  being inclusive, standardizing knowledge and generating a culture of continuous learning under this methodology.

They recommend creating content that always integrates the purpose of the organization or a corporate sense that is of common and not individual interest, to generate culture according to the speed of learning and the context, understanding the educational and cultural environments of collaborators and designing courses. or content that really generates value for them.

Fountain:

Gloria Gaviria, Head of Human Development at  Incolmotos Yamaha.

 

Categories
Technology

Technological transformation in the education sector

In the education sector, technological transformation is key to generating innovative and flexible learning experiences, based on solutions such as artificial intelligence, augmented reality, robotics and process automation.

Before the pandemic, in 2015, only 25% of the education sector was implementing Fourth Industrial Revolution technologies such as  machine learning,  and 58% planned to do so in the next two years, according to a study carried out by the multinational IDC for universities. Even, according to the same study, technological innovation in the sector advances at a higher level through data that allows better decisions to be made about the implementation of technologies in traditional teaching processes. But how to start this digital transformation that accelerated during the economic situation?

Montessori School: a success story

Since 2005, the  Montessori School  has been preparing for the new challenges of the technological future with the creation of robotics seedbeds for its students. This area of ​​training was incorporated, some time later, in the Technology and Computer Science curriculum up to eighth grade, due to its benefits in the development of investigative skills. Then, in 2012, a prioritization of strategies was made to implement seedbeds on 3D and video game creation. Thus, the school rethought itself through virtual environments that students began to incorporate into their study methodologies.

“We seek to generate a culture of research and solutions from technology. For this reason, since 2018, we have given our students the opportunity to delve into the field of programming by learning and applying tools, including  Scratch .  Our purpose with this is for students to develop algorithmic thinking that allows them to use technology in different ways, according to their interests and personal concerns”, says Jesús Ángel Castro, director of studies at the school.

To achieve this, they took into account the following strategies, in order to promote and ensure the transition of teachers during their adaptation to the digital environment, as a scenario for their own learning and that of their students.

“Technology is not the methodology but the facilitator, that is, the means to be at the forefront of digital processes. The key will always be in the pedagogical models and their effectiveness in managing it among students and other educational personnel”, Myriam Montes, rector of the school.

Strategies

1

Implementation of training and training agendas aimed at teachers on  digital tools , to use them as support in learning processes. This resulted in the certification of technology-supported teaching skills through  Google Education .

2

Appropriation of technology by teachers to build and transfer knowledge to their students and other teachers.

3

Use of technology in favor of classes. This, in order for students to develop games,  podcasts , videos, among others, to create new learning experiences according to their tastes.

4

Creation of support systems: teachers who are more proficient in technology facilitate this adoption among those who need it the most, thus reducing resistance to these tools.

5

Promotion of technology within the day to day, understanding the value of applications and knowledge management; taking into account that once it is learned, it must be put into practice, transferring that knowledge and continuing to nurture it with new knowledge.

6

Implementation of the  Schoology virtual platform  to complete educational processes. Teachers appropriated it to encourage interaction with students, have more access to academic resources, and have a tool for the transfer and exchange of learning with the entire educational community.

7

Provision of an annual budget for investments in technology.

Learnings

  • The participation of families is key to establishing a technological culture.
  • The training of teachers and students has generated autonomy and has improved technological processes. At this point, it was key to ensure the application of what was learned in a cycle that includes monitoring and monitoring of the results.
  • The generation of experiences for children has improved their process of adaptation to a digital age based on their personal interests.
  • The training of teaching staff on the management of digital systems and tools is the first step in technological transformation.

The Montessori School is certified by organizations such as  Cambridge International Education  and  Icontec . In addition, they recommend that other entities in the education sector begin their digital transformation processes, giving importance to technological development, projection and planning, motivating teaching staff in new digital practices, taking advantage of city tools or projects in Medellín such as Ruta N and strengthening a culture that sees technology as something natural and everyday.

Sources:

Myriam Montes, rector of the Montessori School.

Jesús Ángel Castro, director of studies at the Montessori School.

Categories
Technology

Global cases of technological transformation

Adaptation during companies’ technological transformation processes pose a challenge, both in their internal structure and in their technological architecture, because they must train talent, transform culture and lead digital innovation.

In a survey carried out  by KPMG among company executives from Australia, Canada, China, the United States, France, Italy, Japan and the United Kingdom , among which Outlook stands out, it was revealed that the implementation of digital transformation processes has made it possible to strengthen the capacity response to disruptive events, such as the high flow of communication or the maintenance of activity.

Even during the pandemic, 80% of the companies in the world advanced their technological transformation, taking into account that it  is not just adapting to technology, since the change comes from within the organization,  that is, from the collaborators. For this reason, we share these success stories of companies that have improved their performance and income.

Best Buy

It took the company around seven years to finish its digital transformation process. His biggest challenges were moving from snail mail to digital marketing, delivering a value-added proposition across a range of products beyond CDs and TVs, and positioning himself within retail companies. As a result of its transformation processes, the company’s shares increased in value from USD 23.70 in 2012 to USD $74. How they did it?

  1. Staff:  they trained their staff to advise consumers taking advantage of digital devices and thus improve delivery times. In addition, they used technology to achieve more assertive and strategic communication between the teams. This achieved better results in the processes and reduced times.
  2. New focus for employees:  In order to improve delivery times, the company created a price match program and changed the approach to consulting its employees. It wasn’t just selling to customers, but they were trained to offer in-home consultation on how to best use mobile devices.
  3. Business reconfiguration:  initiatives focused on motivating the workforce were created, for example, discounts, training, and they encouraged their employees to rethink the way they used their assets and related to their suppliers.
  4. Personalization:  within their  marketing plan  , they used data analytics to learn more about the tastes, preferences, and behaviors of their customers to give them a multi-channel experience that allows them to find the same benefits for consumers both in an online and physical  store  .

“Eight in 10 surveyed executives in North America say their recent change efforts have involved multiple functions, business units, or the entire company. And 68% of them stated that the main objective is to digitize the organization’s operating model”. McKinsey Global Survey study.

2

NewTel PCS

Esta es una de las principales empresas de telecomunicaciones en Bolivia, Haití y República Dominicana. Su principal reto fue optimizar sus operaciones comerciales e incluir acciones para evitar generar fricción en los equipos de la organización. Actualmente, tienen más de un millón de clientes gracias a su proceso de transformación digital que lograron gracias a:

  • Correo electrónico y teléfonos: los colaboradores tenían que llamar varias veces a los clientes para comprobar el estado de su solicitud, entonces mejoraron el rendimiento de los empleados y redujeron tiempos en solicitudes.
  • Standardizations:  There were no systems or formats to clarify aspects of requests, which caused  service  to suffer and employees to spend most of their day troubleshooting. The workflow is now based on 100% automation to make it easier for you.
  • Multi-level approvals:  Requests had to go through different levels of employees before finally being approved. Through the Process Marker tool, they were able to improve this situation to communicate the request faster and have a response in less time.
3

Affinity Petcare

One of the challenges that took them the longest was to be clear about the pillars they wanted to highlight from their strategy, while managing to generate a connection with their employees so that they were the ones who, in the first instance, promoted the new digital culture.

In the first phase of their digital transformation process, they established strategies and as a team, defined objectives and developed action plans.

In addition, the transformational leadership of its CEO, Xavier Serra Torres, and its people director, Teresa Niubó, facilitated training for their team: they actively listened to their employees and other managers so that they could begin adapting to digital change and promote it.

The second phase that they defined focused on improving internal communication, the consumer experience, B2B channels and the incorporation of an innovative digital culture, which has made them a benchmark for the world.

Currently, this company is a multinational that operates in more than 70 countries dedicated to animal nutrition and, in addition, it is one of the largest leaders in digital transformation in its sector.

Categories
Technology

Technological transformation: a challenge for business culture

The automation of analog to digital processes has changed the way organizations understand technology in their businesses. Precisely for this reason, it is necessary to start by transforming the business culture.

Eight out of ten organizations are in a process of digital transformation, in which their greatest challenge is to consolidate in the new 4.0 economic model hand in hand with a technological strategy. This change,  according to a study  carried out on 600 business leaders from Colombia, Mexico, Argentina and Brazil, takes between one, three and up to six years depending on the country for 76% of the companies.

Now, where should companies start their adaptation to a technological context? The first step requires a change in the organizational culture in order to accelerate and lead the disruption processes within an increasingly demanding environment in which, in addition, the starting point must be known to facilitate the transformation process. Because just as technology must evolve, so must the strategy, the culture and the team.

This new focus shapes organizational structures to find the best benefit between human- machine relationships  . For example, 1,300 executives from human resources or talent areas,  according to The Future of HR survey , are training and transforming their workforce, people, and functions according to their needs in the short or medium term.

In a context in which  digital  is growing exponentially and technology is omnipresent, questions arise regarding how the new work culture that prioritizes the employee and the development of new roles should be managed.

The key to this digital start is to rethink internal processes: long-term planned projects, activities without a strategy or lack of co-creation between teams, to give rise to measurements through data, short-term planning, programs that are on the based on trial and error to iterate and, in case it does not work, reduce money and time.

Another factor in this transformation process is the technological infrastructure, because it must connect talent and give them more efficiency through digital tools such as  chatboxes , open or customized platforms, control systems, and microservices.

What elements should be taken into account in the transformation process?

  • Leadership:  the success of a company in a digital environment depends not only on the company’s technological level, but also on the ability of its managers and leaders to drive change. In this case, agile management styles, the implementation of new sources of income and opportunities that manage adaptation are key.
  • Business model:  transforming business culture also requires companies to be willing to analyze their value proposition, customer segmentation, value creation with alliances or value capture, in terms of costs and sources of income.
  • Culture:  technology is permeated by culture and organizational context. This can facilitate technological transformation or complicate it. The first step is to adopt agile methodologies, promote a culture of innovation and have technology as an ally.

How to implement a digital culture in organizations?

Its implementation must be carried out by designing employee experiences with purpose to align the strategy from different levels:

1

leaders

They are the ones who must launch the process of technological transformation within the culture of companies. Through strategies, tools and leadership they will be able to give the team greater results.

2

Equipment

The digitization of companies must be adapted to the needs of the teams and provide them with tools that streamline their work, including process automation and digital skills in e-commerce management, cybersecurity, online  customer service  , user experience  from online channels,  marketplace  and data and information management.

3

Around

Each area or team must co-create and communicate with each other, in order to promote spaces within the company aimed at innovation that allow us to lose fear of change.

Finally, it is important to take into account that technological transformation must be progressive and must go hand in hand with an organizational culture that fosters models of innovation, knowledge management, interaction between interdisciplinary teams and the use of technologies such as big data , computing in the cloud or artificial intelligence.

Categories
Technology

The most important thing about the user experience is onboarding

The first impression does matter. This is precisely the basis of  onboarding , the guide process for new users to find value in a product or service through  software . We tell you what you should know about this process.

A platform can get 75% of the users in the first week. However, at the end of the month if the experience on the tour is negative, you can go from having 100 to 4 assets, according to a study by  Appcues.

Even 8 out of 10 users delete an application because they do not know how to use it and 55% of people in the world do not consume products online because they do not understand how to buy or acquire it, according to the Wyzowl statistics report  .

This is why implementing technological transformation through  onboarding goes beyond retaining users. It is necessary to apply user experience and usability strategies to improve a person’s navigation from the first time they visit a platform, taking into account the following:

1

understand your audience

You must know what type of public you are selling to. This way you will be more assertive with the strategies you implement, you will know how to remove the obstacles that people encounter during their  onboarding  and what support information to provide the user to improve their experience. In addition, at this point it is key to know what the pain points are. This helps to know how to communicate to the target audience and offer your portfolio strategically.

For this, it is important to take into account four key concepts:

  • Emotions:  sensations that users experience with your platform, product or service.
  • Memories:  perceptions that the user has about the brand and after the first impression when browsing a platform to access your service or product.
  • Behaviors:  consumption habits that are generated with content.
  • Results:  viability of the strategy, that is, if it works or not for your audience.
2

Give importance to support communication

According to an article in  Hubspot: The ultimate guide to customer onboarding , after “the initial greeting or welcome message, it is necessary to complement the user experience with tutorials or guides that explain to people how to access the service more easily or product. Once you deliver value with what you offer, people will want to be in constant contact with your portfolio through a platform.”

“Connecting customers with the brand from the first experience increases revenue by 25% to 95%, compared to existing users providing 65% revenue,” according to  global software provider  HelpScout .
3

Analyze strategy metrics

To improve the assertiveness in the strategy implemented during the  onboarding experience  that the user experiences, it is key to analyze the metrics, in order to iterate and implement new ones if necessary. If these are effective, consumers are more loyal to the brands. Even companies that provide a satisfactory experience to their customers grow their revenue between 4% and 8%, above the market standard,  according to customer service statistics from  Bin & Company .

4

Use tools that facilitate the experience

Below we share some recommended tools to implement and improve  onboarding .

  • Intuition HQ:  carry out with this tool an analysis of the actions and interactions that users carry out on your platform.
  • Browsershots –  Validates that the browsing experience is the same for all users no matter what type of browser they use.
  • Crazyegg:  Analyze data on how many users interact with your platform.
  • Google Analytics:  This is one of the most widely used tools to measure user visits, interactions, and other actions on a platform.
  • Pingdom:  guarantee a higher number of visits taking into account speed, load and response reports from your platform.

Categories
Technology

Digital transformation of business financial management

Centralize information and integrate areas: that is the purpose of a digital transformation. In this case, we will talk about how to transform financial management to meet strategic objectives.

The financial management of a company represents a backbone, since it is the one that shapes the bottom of the business strategy. In this sense, we cannot think of a business technological transformation without including accounting responsibilities within it.

And it is that today companies face the great challenge of extracting and processing data in real time, to redesign strategies and find new business opportunities. It is time for the financial directors of the companies (CFOs) to understand that they must think about new practices that allow the optimization of their processes and facilitate their integration with other areas of the organization. These are some technologies that can be implemented.

Robotic Process Automation (RPA)

Removing repetitive tasks from people and leaving them in the hands of robots or software tools  – this is what RPA enables. As explained by Ignacio Ignacio Carou, general manager of  2NV , in the article  Robotic Process Automation: the trend that brings robots to offices , accounting and financial management is exposed to daily tasks such as registering invoices payable and receivable , the management of approvals and others, which are usually very exhausting. Now, with the implementation of this technology, all this information is stored automatically, accurately and without possible human errors.

SaaS Solutions ( Software as a Service )

The key is in the use of clouds. Yes, share information in real time and from anywhere. Centralizing the relevant information for financial management in one place allows you to store large amounts of files. With these  services , companies do not need to install software systems , but rather it is possible to access them from an Internet browser. Thus, program update problems that delay the operation are avoided.

Technology will not replace human talent and should not be seen as an ultimate goal, but as a means to achieve business objectives.

Electronic billing

It is about the evolution of the traditional method to a process in which the invoices are generated by means of a  software,  which implies a saving in printing and delivery costs of the documents. In addition, it allows you to store all the information easily and safely. According to the  DIAN , it has the same legal validity as a paper invoice and can be received by email, software  or  a server. To implement this model, you must have tools that meet the technical specifications required by the DIAN and a digital signature certificate.

How to invoice electronically?

  • Through self-developed software.
  • Through a technological ally like Cadena. Find out about our electronic invoicing service here.
  • Using the free billing service of the DIAN.

And all this for what?

In addition to productivity and optimization, including technological transformation in financial management guarantees assertive decision making. The CFO is a key ally for the management of the company; because, as explained in the publication Financial Transformation: A More Strategic Business Partner, “through technology, critical accounting and finance data is always available, without the need to wait ‘close’ once a month to know how the company is doing. Download the full publication here.

Categories
Technology

The success of the customer service culture is based on your experience

Customer satisfaction goes beyond having an attractive space, friendly employees, and timely attention to complaints. Companies like Éxito generate a customer experience that anticipates their needs and is consistent across all channels.

More and more companies are adjusting their business strategy, and even their organization chart, to create, implement and improve the customer experience.

Marcela Quintero, Director of Experience and Success Service, shares how they went from focusing on service to considering that it is part of the customer experience. “Service is no longer a differentiator, it is something that all customers take for granted, so now our goal is to make life easier for people and their interactions with all brands” .

Four attributes are based on the Successful consumer experience: customer obsession, simplicity and speed, trust and omnichannel.

One of the characteristics that a customer experience must have is that each interaction is homogeneous and for them, its planning, execution, evaluation and improvement is key.

In the case of Éxito, the challenge is great because it is a multi-brand, multi-channel and multi-format company, but in the last two years work has been done to achieve it. Marcela Quintero explains how they are doing it.

1

Knowledge

Listening to the customer is key. You need to know what dreams and what hurts in order to anticipate your needs. To find out how he sees, what he says and what he thinks of a brand, the following are analyzed: social networks,  call center metrics, what it says at store service points and in the emails sent to customer service.

The  customer journeys  for each brand and channel are very important because they allow us to determine if the customer experience that was proposed is fulfilled in the different interactions.

2

learn from others

A benchmarking exercise was carried out   to find out what customer experiences are like today in sectors other than those of the business, for example: banking, airlines, health, insurance.

3

Design, adjustments and commitments

From listening and knowledge, a matrix is ​​created that allows finding out what aspects must be modified to improve the experience, from this, actions are prioritized and processes and protocols are adjusted.

Knowing the customer and the dynamics of their interactions was essential for Éxito to quickly adapt to the new needs of consumers due to the pandemic.  To satisfy the desire for security , Buy and collect  was enabled , which allows you to make purchases by WhatsApp and go through them to the stores, the response capacity to homes was multiplied and the points of sale were adapted with biosecurity measures higher than those established by state regulations.

Marcela Quintero emphasizes that in order for the customer experience to materialize, it is essential to have the support of the directives to make the changes and with the participation of all the members of the organization, it is no longer just the responsibility of the employees of the point of sale.

In order to offer a satisfactory customer experience, it is necessary to maintain clear and timely communication that allows consumers to be made aware of the promise of value, as well as the characteristics of the products and services offered.
 

Changes in measurement tools and approach

We went from measuring the level of satisfaction through face-to-face surveys with 55 questions to using metrics with variables defined by the client, to receiving data immediately and obtaining more spontaneous responses with just three simple questions: would you recommend us? Were you satisfied? And from 1 to 10, what was the level of effort in the interaction with the brands and the different channels?

In order to obtain information more quickly, these agile mechanisms were enabled to give customers greater facilities to comment on the experience or answer questions:

to.  An email is sent to the customer the day after the purchase.

b.  The purchase strips have a QR code.

c.  In the boxes there is POP material with QR code.

Categories
Technology

Experiencia de marca: otras necesidades, nuevas experiencias

Hamburguesas El Corral redesigned the brand experience with its customers to respond to the needs generated as a result of the pandemic. New service channels and processes were created and adapted in record time to bring their products to consumers without losing the essence of their brand.

With the knowledge obtained in years of attention in points of sale and  customer journeys  defined and analyzed, the customer experience of Hamburguesas El Corral was adjusted according to new research findings and listening in social networks.

But the pandemic arrived and the closure of the restaurants constituted a barrier to their operation because their service culture is based on hospitality, that is, their employees are hosts and their clients are guests, and given the circumstances they could not receive your guests.

By obtaining important data from customers and the sales process in the different channels, El Corral generated more personalized communications and was able to measure the performance of the new processes and customer satisfaction on a daily basis to detect opportunities for improvement.

The contingency measures announced a few days in advance only allowed operating with addresses and they did not have, only a low percentage of sales were made through an external platform. “This reality forced us to change the scheme and the way of relating to our Consumers. Now we are going to him”, explains Pilar Rodríguez, his Marketing manager.

To achieve this, the company had to believe in its potential for innovation, make processes more flexible, work with all areas to do in days what used to take months, as well as decide and create solutions and new channels in a phased manner.

Agility and confidence

The first step was to enable the Neighbor Plan with homes a few blocks from the restaurant. In parallel, the hiring of personnel, biosafety training, establishment of delivery points for addresses in stores and the production of uniforms, boxes to transport orders and packaging with security seals and double bags to avoid contact were carried out.

A few weeks after the mandatory confinement in Colombia, the operation of a call center began,   which was set up  in-house  with the store cashiers because they already knew the  ordering software  . Updates were made to improve order traceability. and obtain customer data to get to know them better and achieve more personalized communication.

Although the implementation of the electronic commerce channel was planned for the medium term, the dynamics of the business accelerated its start-up and began operating in June. With the new channels, customer service for PQR was complemented with a customer support strategy and immediate attention via WhatsApp for situations that could arise for the consumer.

Back to El Corral

For those who consider that despite the biosecurity measures it is more convenient to personally go through the purchase, the  Take Out was established. While for those who want to leave home, the car service was created in the parking lot and in the restaurants in country areas, picnic areas were provided to give families a space to enjoy the outdoors after months of confinement.

In order for the adjustment of the customer experience and the adaptation process to occur with agility, it was essential to have committed employees and an organizational culture focused on the satisfaction of those who consider themselves guests.

Knowing the  insights  that arose from the extraordinary situation and the  costumer journey  of the new channels, made it possible to find new opportunities to quickly adapt and grow a business that received its consumers in restaurants and now also reaches their homes.

the original recipe

In order to provide a customer experience consistent with its  brand DNA  in the new channels and services created by El Corral, factors such as:

  • The feeling of security that customers needed to open the doors of their homes to the products
  • Provide customers with access to information on telephone numbers to request addresses, how to use electronic commerce or receive help.
  • The temperature at which the food should arrive.
  • The reduction of the times for taking orders and their delivery.
  • Purchases made on the weekend as an indulgence

Categories
Innovation

Technology at Grupo Familia: a key factor in offering memorable experiences

Understanding the consumer and solving their needs, adding value, delivering superior products and constantly generating valuable information are some of the commitments of this business group and its brands. How do they do it?

One click on  Nosotras Online  is a step into a universe of information that goes beyond the sale of a product to provide a fun, educational and memorable service.

From the horoscope, daily care tips and recommendations for entertainment such as the creation of a  playlist , to educational content on hygiene habits in zone V, virtual consultations with professionals such as psychologists and gynecologists to address issues such as bullying  and  changes in the body, and an online store to buy, add points and redeem prizes, are some of the commitments to deliver a value experience to the customer.

At Grupo Familia, experiential marketing, in addition to being a way to increase the competitiveness of brands, is an essential factor in the relationship with the client that is aligned with the institutional vision of being a sustainable company that generates well-being and promotes practices successful accompaniment based on a deep understanding of people’s needs.

For Grupo Familia’s Vice President of Marketing,  Lucas López Lince , these are the reasons why the company generates true connections between consumers and the Group’s brands and products.

Inform, advise, educate and generate well-being

This view transcends from selling an innovative, differentiating and always visible product in the market to connecting with people, understanding them, getting to know them, accompanying them in the realization of their dreams and offering them what they need at each important stage of life with powerful messages and actions. .

A world-class digital and analytics team

Marketing  has evolved rapidly and today resorts to the  use of data and technology. For Grupo Familia it would not be possible to personalize consumer experiences in such depth without having processes that automate interactions based on knowledge of consumers and their needs. To this end, they have invested significant resources and formed a high-level team in digital  marketing  , analytics, and the use of technology.

“Today we see a much more aware consumer around the importance of hygiene and self-care, who is looking for innovative, superior and sustainable solutions that generate confidence, brands aligned with their lifestyle and much more digital. These behaviors motivated us to accelerate initiatives, previously mapped, such as the opening of new channels of interaction, purchase, service and experiences”.

Lucas López Lince, Vice President of Marketing for Grupo Familia.

Work as a team to offer the best experience possible

At Grupo Familia, everyone has a specific and decisive role in delivering the best customer experience. To this is integrated the conception of the product, production with the highest standards of quality and superiority, logistics, and marketing in digital and analog channels to positively impact the consumer.

From challenge to opportunity

The new reality in the context of the COVID-19 virus pandemic implied them to think of new sales, marketing and support alternatives.  For example, with the Tena brand, it began advising thousands of users through  WhatsApp to continue being the expert ally in specialized solutions for the elderly. It also did so with the Nosotras brand and its Vive el cole con Nosotras campaign  , which went from being a face-to-face activity due to the closure of educational institutions to being virtual to continue accompanying Colombian students in the transit of their puberty with information and new and better experiences.

Bullying for Loving

This is a Nosotras brand campaign that has impacted more than 60 million women in Latin America. It seeks to raise awareness about bullying and promote greater security and self-esteem in girls and adolescents.
Do you want to see it? Click here

Up to more than 10 million annual visits are received by Grupo Familia  on its technological platforms where it provides free gynecology, psychology, pediatrics, and early childhood and elderly care services.

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