CHALLENGE

To prospect a new experience for customers in Sodimac stores with a focus on Lighting and the Tool sector, in light of the multiple current challenges of the industry: new competitors, new customer expectations, e-Commerce, omnichannel presence, figital (physical + digital) store experience, among others.

CREATIVE PROCESS

The search and analysis of information were organized from three dimensions: user, context, and internal perspective. The goal was to cover a complete panorama and, through the intersection of these three visions, obtain strategic insights for the development of the project.

From the customers’ perspective, through observation and interviews, needs, pain points, and expectations in the shopping experience were identified. Customer journeys, actor maps were created, archetypes developed, and insights into the experience were gathered, detecting emotional and/or functional elements linked to the essence of the brand.

From the context, background and industry benchmarks were studied to understand the current standards and trends. Additionally, it was questioned what today constitutes the hallmark of the Homecenter and Constructor experience based on “Retail's Magic Moment” and “Brand Service Design”.

Lastly, from the internal perspective, an analysis was conducted on the vision of each of the “decision-makers” regarding the attributes and projections of the brand.

Upon intersecting these three dimensions, it was concluded that there was no clear perception of an omnichannel linkage model in the store, and the need to establish a clear and transparent service model was revealed. There seems to be no seal of the experience or fixed and agreed-upon “magic moment” that allows for the localization of efforts. Determining that seal of the in-store experience will allow for the establishment of a continuum of positioning and customer expectations.

SOLUTION

To define the seal of experience of Sodimac, a workshop was conducted with leaders representing different areas of the company. After carrying out activities related to the brand's attributes and channels, a seal of the in-store experience was agreed upon and defined for both Homecenter and Constructor.

In addition, a service model was designed for classifying initiatives based on their nature and impact on the customer experience. This model allows for prioritizing initiatives and ensures that the company's efforts align with the experience seal that distinguishes and makes them recognizable.

There are three levels of attention: self-service, interactive, and assisted. The model organizes initiatives according to these three required levels of customer attention.

An example customer journey was designed, from which three initiatives were selected for testing, one from each level of attention. To progress towards implementation, the company developed pilot projects at the next level with subject matter experts. For the remaining initiatives, a prioritization matrix was created based on the following criteria: state of progress and impact on the experience seal. A series of indicators were proposed to measure impact and efficiency, allowing for the tracking of customer experience and the supporting processes.

*Due to confidentiality clauses, the images are shown blurred, and project is not detailed in depth.