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Promote the best journey for the customer and offer differentials, with increasingly customized attractions using artificial intelligence, machine learning, deep learning and robotization. These are the ingredients that added to the innovation of organizations to serve the consumer 4.0, according to executives from large companies who participated in the “Customer 4.0” panel at the 14th Customer Relationship and Support Forum hosted by TI INSIDE on Monday, 1º, in São Paulo.
Faced with digital reality, it is not possible to leave aside that behind the offers there is a person interested in something. And, therefore, the actions to delight the customer are dynamic. This is the world’s largest appliance company, Whirlpool, which owns Brastemp and Consul brands. Renata Marques, CIO of the company for Latin America, explains that the success of the organization, which adds 70 centers of research and development in technology, lies in putting the customer at the center of business and not processes.
Today, we have more smartphones (220 million) than population, and when we talk about devices the sum is 330 million; the country is the third largest user of social media, spending nine hours connected on the networks. It is estimated that by next year we will have 50 billion connected products, with homes, cars and other things connected. Therefore, there are many other technologies that are empowering users and the big data is accelerating more and more because of interconnectivity.
All this digital empowerment has been transforming society. Technology allows access to information and, therefore, the human being is nowadays an expert; it coordinates, plans and personalizes your life with a few clicks. Consequently, we demand urgency and there is a search for frictionless experiences, with an eagerness for simplicity and individuality.
Faced with these figures and the anthropological profile of the digital human being, it is not possible to have a corporate arrogance believing that the organization holds the domain of the market, whatever the sector. An example of this was the arrival of Netflix, UBER, among other companies and disruptive solutions. Therefore, the main threat to lose customer is in the house and it is time to understand the desire of the consumer and their need.
In the evaluation of Marcelo Chianello, CEO of Liq, marketing 4.0 is based on the consumer who “coaxed” the brand, the contents are relevant and segmented and the goal is to touch the heart and engage to generate real value. Industry 4.0 should follow the premises of being face-to-face and digital, or referred to as “figital”, depart for new consumer-based business models and product customization by customers, who can create clothing, footwear, cars , all hyperpersonalized. While retail 4.0, brands need to look at the market from the perspective of their consumer.
“Consumer expectation begins to dictate the rules of corporate gaming. Whirlpool operates in both B2B and B2C, operating with more than 50 marketplaces. This helps us a lot to better understand our end consumer, “comments Renata. According to her, the relationship with the customer begins in the understanding of his journey within the industry and of his life, what his micromomentos. From this, an assessment is made of where we have the most friction and what we have to improve and then align technologies and processes. “A few years ago, we had an industry focused on financial results and not customer oriented,” he explains. In addition, the company works its internal culture with internal programs to leverage awareness of how important the customer is. Finally, the company measures whether the whole process is working and where it needs to adjust, incorporating buyer feedback based on complaints, creating a discussion forum.
One of the results of this work was the launch of the Brewery in 2018, with functions of IoT, so that the consumer can choose some programs such as happy hour, barbecue, among other options so that the customer can measure the amount of beer will need for each of the events , so that it is always chilled and its stock stocked through the connection of a beer marketplace.
Thinking about the client’s journey to Kimberly-Clark means treating people like everyone else would like to be treated. For example, as if it were a holiday travel experience, following all the steps the traveler would like to accomplish, from planning to running the script and finally sharing the experience he has experienced. This was the analogy of Ana Vieira, Kimberly-Clark’s customer relationship manager, who is present in at least a quarter of the world’s population with at least one of her brands, such as Neve toilet paper, Huggies diapers, Scott paper, Kleenex wipes , among others.
“In recent years we have continued to work in traditional media (e-mail, letter, telephone). In 2015, we replicate the entire scope of service operations in social networks, based on care and respect for consumers, but on a more personalized level. In 2017 we started to answer the cell phone in the 0800, with a 7% increase in demand, we started to have a structured policy in Messenger “, says Ana.
She notes that one of the major initiatives was launched last year. The company has created its first consumer relationship program under the Huggies brand, where mothers wishing to organize the baby shower can rely on the platform that, instead of having a year of home-diapered and incorrectly numbered diapers – already that the child is developing – the site helps you to receive all the presents in a desired period. “We will have more investments this year to bring this front. In addition, on April 15 we started the service via WhatsApp, but still will not be a service using bots, “he concludes. She notes that success to provide a satisfying customer journey, company values and culture were massively disseminated internally by collaborators and outsourcers, creating DNA Kimberly.
Journey in health, attention and care
Different from retail, the health area has other sensitive points to analyze the client’s journey. However, both Whirlpool and Fleury Group see the customer at the heart of the business. According to Claudio Prado, executive director of support for Fleury Group operations, the challenge is to reach the B2C market (the doctor’s patient), “because the customer arrives at the laboratory with two pains: hunger and need to go to the bathroom. This impacts directly on the consumer journey, “jokes the executive.
“The health sector is perhaps the last to enter a digital divide and it is a very regulated sector. In addition, the scenario is more complex with multiple communication alternatives and increasing expectations. Today, effectively my competition is by experience and not by the type of application offered. It is not as simple as calling UBER, but we have also advanced in the quest to meet consumer 4.0, “he says.
However, Prado agrees that the challenge for all sectors is to put the customer at the center “and often putting it in the middle means educating him to understand what procedures he should follow to take an exam at the same time there is a medical applicant. And also reconcile these interactions with the patient, who can also be a shareholder or a collaborator. ”
“The first point is to understand the patient’s journey from the referral to the return, and what leads him to choose our group, how to schedule the examination and how he goes for the procedure determined by the doctor. There is another intensive use of Information Technology, which needs to effectively deliver results that make sense to the individual rather than simply a generic audience. This means that today a cholesterol test currently follows a standard with a population mean table. However, in the future, according to the biotype of the person, the index may be a little high, from the genomic combination. There are also cases in this sense of cancer patients, which already applies in personalized medicine. ”
Among recent advances in patient relations, the Fleury Group launched the WhatsApp consultation schedule around ten months ago. This generated a demand of the area for hiring more professionals to attend patients, because it has a particular behavior to mark appointments, which caused an increase in the average time in care through this channel.
In addition, the Group is using image processing, machine learning, self-service solutions, artificial intelligence, IoT for image monitoring, analytics and information security since the data is quite sensitive.
Thinking Outside the Box
If thinking about the customer experience in the consumer, industry and even health sectors is already challenging, imagine in niche segments, such as car window shifting. Fabio Arruda, Carglass’s vice president of operations in Brazil, refers to the success of the relationship with the customer through partners, since the company operates with insurers in the domestic market, in addition to being the second largest in the world in exchange for car windows, second only to a big car maker.
But it’s not as simple as it sounds. As you mentioned Renata at Whirlpool, you need attention with the corporate arrogance of being the white elephant or swimming in an endless blue lake. For Arruda, the fact that Carglass, of the Belron Group, has always been a very creative company, contributed to accompany the evolution of the digital society.
In addition, the glass and accessories exchange market adds a multitude of models for each car brand, as well as colors and other complexities. All these specificities involve a lot of technology to meet 90% of the Brazilian car glass market. “Today, we still make a change of headlight, flashlight and repairs of bodywork, which also requires the movement of an entire service chain until we reach the client’s house and perform the service.”
“We need to put together this entire infrastructure of customer enchantment, out of every 100 insurance customers only 3 trigger insurance. Our frequency of use is about 16 to 17%, generating almost one million vehicles, “he explains.
“With so many challenges, in 2016 I took on Carglass’s operation to get it out of the car glass trading business to become a digital company and serve the consumer 4.0. Before talking about technology we had to create a culture based on these guidelines of ambition, governance, organization, people, IT scope, methodology of IT delivery and rollout, “emphasizes Arruda.
At the same time, the company has basically adopted nine technologies to achieve the status quo to reach the 4.0 client in order to enchant it aligned with the business rules of the insurers. It was investments in big data, cloud computing with the objective of putting the company 100% in the tablet or smartphone, augmented reality to estimate the time to spend the repair of a bodywork; machine learning, ubiquitous connectivity, process automation, cognitive computing, advanced self-service, gadgets / smart devices. This year will be deployed a new responsive ultra flexible and intelligent web CRM.
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