Felipe Rosa — Instaleap — EnglishVersion
Today, with great happiness, we opened our interviews area, also in English, with great professionals who impact the daily lives of customers who consume B2B software. And we start with Felipe Rosa, general manager Brazil of InstaLeap.
Felipe started by directing his first steps towards managing the family business in the textile area. With global expansion and competition with China, he ended up changing his airs, going to the corporate world, where he worked at TOTVS. There he passed through some areas and projects until he found his commercial vocation and where he developed his career. It went through several segments until it was consolidated in retail. His improved commercial expertise at TOTVS, with his initial experience as a generalist as a business administrator, caught the attention of InstaLeap, where he has been General Manager Brazil for just over a year with the challenge of leveraging the company’s operations.
InstaLeap is a Colombian company now operating in 15 Latin American countries, which provides a SaaS logistics platform for supermarkets to facilitate delivery chains not only, but also in the context of ship from store and dark stores that have been growing a lot with the digitization of commercial and distribution chains.
It was an informal conversation where we talked a lot about the entire customer journey in the universe of using B2B software. The publication is not in a question and answer format, but rather a compilation of the main points discussed.
And we start by being able to summarize everything in a single objective: What pain and solution we solve with our business proposition. This direction guides the entire relationship with the customer. From the beginning of the sales process.
In prospecting customers, Felipe suggests studying them, understanding how they do the e-commerce process, already arriving in the commercial journey with a diagnosis of the digital maturity of this prospect. This way it is easier to demonstrate the value of the service. Ask a lot about the operation, bringing the added value to solve your pain instead of basically selling a system. Awakening in the client the understanding that there is a problem to be solved or an opportunity to gain. Specialized business processes with speech driven by problem solving and less product presentation. Our reality is very dynamic. In our daily lives, we are no longer willing to listen to the sale of a standard product, and this is also reflected in the software market.
This concern with what will be generated of value for the client continues in the Onboarding process with a deep dive in the operation, what are the plans, what problems do we solve. Ensuring that the customer succeeds as soon as they get the software up and running. What does he want to gain from the solution, before any planning. All this is reflected in what is called First Value in the market. After that technical meetings for solution design and architecture are necessary as it requires a lot of systemic integration. Lots of training throughout the cycle with the focus on customers learning by doing. There is a lot of opportunity to make this process more dynamic, intuitive and autonomous for the customer.
Turning the key into production, there is a change in mindset. How to make the customer sell more with the platform, not limited to reactive service and only to the scope of the product. Including consulting and developing partnerships, adding extra value to software, as experience. As an expert in the digital business, how to make these customers grow more with the ecosystem. Allow the customer to be able, and willing to invest in the e-commerce business. For this, the intelligent use of data is extremely important. Telemetry to deliver data to the client at the end, but use it to better understand the business and consolidate itself as an expert advisor, being transparent with the client about what it can or cannot do. Today it still works with a smaller audience and with an enterprise profile, which allows for a more personalized service.
There are still some challenges in this regard. How to be omnichannel in service, simplifying channels and how the customer can get in touch. Also how to manage complex projects with multiple parties involved in the deployment process. It prefers to deliver value to a smaller audience than to open the range and lose quality in customer service and experience. It is not intended to be a boutique company, but the customer understands it to be, given the personalized and consultative service and the value generated.
And how do you keep the entire company engaged and challenged to achieve company goals with a customer-centric culture? Working with a clear objective through the north star metric, which in the case of Instaleap is the volume of orders. Everything is directed towards this metric, with actions to leverage this main objective of the company. Also working hard on the data internally to improve the consultants profile and the customer experience. A lot of exchange between the internal team, not only here in Brazil, but with operations in other countries, promoting a diversity of experiences and ideas that allows for a culture of innovation.
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