In this article, I’ll share a significant experience from my time at Canal Digital, a wholesaler dedicated to hardware commercialization, venturing into the renewable energy sector with a line of electric motorcycles. I was contacted by a former boss to support them (for a period of one year) in developing the marketing and brand positioning strategy, as they hadn’t achieved this. A SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis approach and its interpretation were key to our success.

Initial situation

Upon joining Canal Digital, the electric motorcycle line was the least profitable in the company, with high volumes of inventory and spare parts, and average monthly sales of 3 or 4 vehicles. Additionally, the market for these vehicles in Colombia (in 2017) was immature. A detailed SWOT analysis was necessary.

Situation analysis (SWOT)

I conducted an in-depth analysis of Aima’s situation in Colombia and the electric vehicle sector:

• Weaknesses: We had a limited national presence, few and small distributors, and prices above the market average.
• Opportunities: A virgin market, legally they didn’t need vehicle insurance (mopeds) – this changed in mid-2017. A need was detected in some energy trading companies in certain regions.
• Strengths: We had German motors (Bosch), attractive motorcycle models, and trained personnel to develop and support strategies.
• Threats: Companies like Auteco entering this market with a very extensive and consolidated national presence, high and restrictive financing for this market niche.

Set objectives

1. Negotiate with financing companies to offer alternatives to the end customer.
2. Study alternatives to avoid abandoning the small distributors who trusted the brand.
3. Identify market niches that would provide competitive advantages.
4. Leverage our strengths to compete in the market.

Strategy and results

After conducting a deep market analysis, I detected an opportunity with energy trading companies. I identified one in particular, and we found that they had a requirement to increase energy consumption in their regions and care for the environment. We identified the right people and sought a meeting space to present them with an alternative. I managed to secure a meeting with EEP to present our project, which aligned with their strategy to increase energy consumption and clean mobility in Pereira, Colombia. In that meeting, we presented our proposal and listened to their concerns, which were primarily two: issues with spare parts, after-sales service, battery recycling, and safety (Colombia is among the top countries worldwide for motorcycle accident fatalities).

After this meeting, we had 2 weeks until our next one. During this time, we developed an e-commerce platform for spare parts (1,000 references), a virtual training in defensive motorcycle driving (speeds not exceeding 45 km/h), an after-sales training program for EEP personnel, and a program for receiving defective batteries or those needing replacement.

In the following meeting, we presented our more consolidated project, and we won, over companies like Auteco, the exclusive representation for motorcycle sales in their region. With an additional advantage: EEP would finance the mopeds for their customers through the energy bill. This way, we covered all the details identified in the previous analysis. We increased monthly sales by more than 1500%, with very accessible and direct financing with EEP. Additionally, we conducted marketing campaigns directly with their MEEP line (we as a white label).

We worked very closely with EEP, supporting them step by step, becoming strategic partners. At the level of small exclusive AIMA distributors, they were allowed to market other brands.

My work lasted a year, and Canal Digital continued with the commercialization, leaving doors open with EDEQ and EPM.

Conclusion

The proposed strategy was risky but yielded incredible results. We went from being the last line in terms of revenue to being the 2nd in that period. The profit margins on motorcycles were higher than those on hardware sales. A successful negotiation won us this exclusive representation process as a white label. In addition to lacking resources for marketing or sales strategies on this regions. Having a 360-degree vision with a SWOT analysis was key. Below, I share some of the achievements.

In this article, I’ll share a significant experience from my time at Arara, a company dedicated to capturing first-party customer data in physical spaces in exchange for internet access, following the display of a digital ad. This experience underscored the importance of focusing on customer expectations regarding the service or product they receive—in essence, the importance of Customer Success service.

Initial situation

Upon joining Arara, I faced challenges in acquiring clients and encountered resistance from some distribution channels (integrators or Telcos), directly impacting the company’s commercial area. I was tasked with commercially developing the region.

Situation analysis

• I detected a low connection rate on the platform that delivered results to clients.
• There was a distant relationship with some distributors of our solution (integrators, telcos, among others).
• Customer Success meetings were difficult to schedule, and attendance was very low.
• There was a deficiency in the results delivered by the Customer Success team.
• Low renewal rate or difficulty in achieving customer renewal.

Set objectives

1. Ensure that integrators, telcos, and other distributors wanted to work with us and sought us out, not vice versa.
2. Increase the connection rate of end clients to the data platform and boost attendance at results delivery meetings.
3. Be viewed as a strategic partner, not just a service provider.
4. Increase the renewal rate to make it a simple process.

Strategy and results

1. Complete and immediate restructuring of the Customer Success service (with management approval). I took the lead along with the people who were in charge at the time. The first activity was to conduct in-depth analyses of the captured data and use it to create reports. For example: fully segmented customer visit frequencies, ROI, carbon footprint reduction, which video or image campaign was yielding more results and conversions, review of terms and conditions in the legal area for habeas data, and even recommendations on big data usage and commercial strategies, sales, loyalty, omnichannel, among others.
2. Request meetings for results delivery. Here, the first step was to introduce myself, highlight my professional experience, and begin presenting results with the same person(s) who had been attending these meetings. This created a stir internally among end clients and our distributors. Meetings went from 1 or 2 attendees to having up to 15 people (from areas such as legal, marketing, customer success, business intelligence, commercial, sales, digital transformation, among others). We achieved highly interactive meetings where they asked for more support. We moved from a quarterly frequency to a monthly one (requested by end clients).
3. In this way, we transitioned from being a provider to a strategic partner. By channeling all meetings through our Distribution channels, they also improved their relationship with end clients. They started inviting us to more bidding processes.

Conclusion

The proposed strategy resolved several deficiencies and directly impacted the company’s sales levels, brand presence, and reputation, demonstrating the importance of focusing on customer expectations to provide an exceptional service or product. Furthermore, the renewal rate increased considerably.

Months later, we managed to close two very large deals (worth several million dollars), one with the largest bank in Peru alongside Telefónica, and another with the Government of Paraguay and Logicalis.

Thanks to the great team and coworkers