The keys to IMM’s digital transformation
A plan to improve the distribution of the most irresistible Latino food brands to retailers and consumers in the US.
- 05/11/2021
Digital transformation in business
For several years now, digital transformation has been one of the corporate pillars of any business sector that wants to plan its business in the medium and long term.
The COVID-19 crisis has intensified the conversation in this regard for two main reasons:
- Customers who were reluctant to engage digitally with brands, products, services and experiences have lost their fear and have jumped through a hoop they had not been planning to jump through any time soon. Once they have lost their fear and tried the experience, it seems that, although they will not be loyal to this channel alone, it will be a tried, tested, safe and recommended alternative.
- Digitalisation, which most companies were undertaking gradually to avoid leaving their comfort zone in a traumatic way, has suddenly become a priority because experience has shown many that without a digital presence and communication channel with the customer, sales levers disappear. And furthermore, if the trauma was generated by investment, now European funds are appearing with a transverse axis dedicated precisely to digital transformation.
And so, pressed by time or the fear of finding themselves once again in a relational “blackout” or of becoming irrelevant because they are not in a place where the customer is now comfortable, all the components of the business fabric are considering that they have to undertake a process of digital transformation, or review whether a surface-level digitalisation is enough to ensure their permanence for many years to come. It’s time to revisit the concept of digital transformation and the questions it raises: how, when and how much?
Are you interested in developing and implementing a digital transformation plan?
The strategy: how, when and how much?
At Genetsis Group, we have been solving questions of this type for a number of years and are committed to helping our clients in the process. It is clear to us that digital transformation involves the development of strategies that take into account digital capabilities not only in terms of processes, but also in terms of assets, products, services and experiences.
All of this – in addition to helping companies be more efficient, reduce risks and lower costs – improves the value perceived by the customer and drives the discovery of new business models that generate new revenues.
Throughout this process, quality data is the key differentiator that enables the digital business cycle to be managed efficiently.
Implementing a digital transformation plan, with IMM as a success story
A digital transformation success story that we have been engaged in for several years is that of IMM, a company based in Dallas, Texas, which distributes grocery products throughout the convenience store network with approximately 9,000 distribution points across this large southern state.
A purely B2B (Business-to-Business) company that found new business models during a process of identifying areas of opportunity and initiatives, through the creation of a brand that would allow it to position the products it distributes in the B2C (Business-to-Consumer) market: Latino Factor.
In this way, it was able to leverage the sell-in to its customers from the promise of activating the sell-out by developing sales strategies for end customers. Thus, they were able to generate a B2B2C model that acted on several business pillars:
- Better positioning of new brands and products.
- Improved customer acquisition, both brands and new distribution outlets.
- Data-driven process automation and predictive models of end-consumer demand.
- Aligning the potential of brands under the same label, allowing loyalty programmes that help to avoid dependence on the exclusivity of one brand and promote smaller brands.
All this deployment was done in an offline digital ecosystem, a legacy of the B2B model, which opened up to digital platforms and B2C e-commerce that increased the brand’s presence in end-consumer channels and devices.
The relationship offer through a brand oriented towards the end-consumer: Latino Factor
This approach expanded the internal processes to be taken into account and made it necessary to review the existing ones. We undertook a digital transformation process that reviewed all core business procedures, optimising and updating the ERP (Enterprise Resource Planning) platform to adapt it to the new business models identified: the generation of a digital ecosystem for the end consumer with a defined relationship offer. Find the most relevant products, services and experiences for each consumer based on their location, tastes and specific needs at any given time through the appropriate management of quality data.
Now, the B2C brand of IMM: Latino Factor distributes more than 2,400 products through approximately 9,000 points of sale, managing the CRM of its end customers with the best offer in terms of products, services and experiences, all integrated in the same platform, which allows the automation of processes and the generation of optimised activation and resource management models.
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