We carried out a transformation project at Produbanco, a banking group in Ecuador, in which we identified the key levers to improve the experience.  We implemented mechanisms that consistently ensured that all points of contact were linked to the client's needs and thus generated a great impact on the business.

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We revolutionized the customer experience of Coopeuch, Chile's cooperative bank with more than 800,000 customers, giving a greater boost to digital channels and also creating a reinforcement in the attributes that allowed us to respond to expectations. More than 450 surveys and 10 co-creation workshops made possible the promise of Experiencia Omnicanal.

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We managed to capture the expectations, preferences and experiences of the client with the products and services of BCI, Corporación de Servicios Financieros de Chile. With this, we were able to interpret and manage them through the different distribution channels, giving an 82% closure to the tickets by customer requests and generating a 74% satisfaction.

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We redesigned the current product and service design process of Ibercaja, the eighth largest Spanish banking group. After several interviews and exploratory workshops, we presented a Toolkit for a new inclusive product and service design process, positioning the client at the centre of each stage of experiential design.

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We designed and implemented a customer service model for the Coopeservidores cooperative, a financial service provider in Costa Rica, with the objective of increasing brand loyalty. We analyzed the invisible part of up to 7 critical contact points of the Customer Journey and carried out 10 transformation interactions.

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We implemented an Emotional Accompaniment program at Cetelem, the leading financing company in Spain. We improved customer interactions and the Operational Excellence model through emotional management tools and skills. The program generated such an impact that it was deployed in Sales, Customer Service, Complaints and Emotional Recovery.

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We defined a global 360ª plan of the Assistance and Call Centre service for Seguros Bolivar, one of the main operators in Colombia. We identified needs in the use of Work Force and Quality Management tools, and managed to design and implement a new internal management model aligned with COPC quality standards.

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Based on the Customer Journey Map, we identified the differences between the current relationship model and designed a new ideal model for Liberty Seguros, to enhance interactions and ensure a positive impact on business results. This allowed Liberty Seguros to move from the last place in the BCX ranking in the Colombian insurance sector, to occupy the 1st position in little more than a year.

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We carried out a project to design Customer Experience Management manuals and operational guides for the international operations of Mapfre, a leading insurance company in Spain. We established 3 main focuses of redesign: Customer Journey Guide, Customer Experience Metrics Guide and Voice of the Customer Program.

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In Mapfre Peru we carried out the design of the experience of the digital sales channel, to build a competitive offer with differentiated value. We quantified the costs of attracting and keeping customers, and implemented diagnostic tools of the experience that added up to a total saving of more than 220,000 euros.

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In Mapfre, we designed and delivered an international online training program, in Latin America and Europe, on the concepts, tools and basic phases of Customer Experience Management. This helped to align the entire organization in the implementation of tools and the different phases of an experience transformation project.

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It has succeeded in transforming the cold postal communication of Colfondos, the Colombian insurance company specializing in pensions and severance payments. We transformed the insurance terminology into proactive personal communications by involving the internal team. We achieved a greater bond, as well as an increase in cross-selling and a decrease in call center contacts.

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Movistar is the leading company in the telecommunications sector in Spain. It has almost 300 million customers worldwide with presence in 14 countries. A chat and email solution was implemented which was also integrated with the mobile applications launched by Movistar, improving the quality of the service and the collection of customer information.

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GTD Manquehe belongs to the GTD Group. We did six workshops with more than 300 participants to make its collaborators aware of the importance of the Customer Experience. After the project, the development of an experience culture began in order to align this strategy with the entire organization.

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Entel is one of the largest telecoms companies in Chile with more than 8 million customers. A customer voice analysis with more than 100 recorded calls was conducted to understand consumers' most important moments of pain. As a result, more than 50 points of improvement were detected and action lines were implemented to improve the experience.

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Claro is the leading company in the telecommunications sector in Argentina.  We carried out a Customer Journey with them and, thanks to the almost 1,500 surveys that were carried out with both customers and collaborators, resulted in a series of concrete actions that improved the satisfaction of the technical service customers.

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This telecom company in Bogotá is one of the largest companies in the sector in Colombia. It was founded in 1884 and has about 2 million customers. Thanks to the information obtained by the Customer Journey, it was possible to implement a model in the call center with more than 600 people, which increased the NPS and reduced the CES of the company.

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DIRECTV is among the 10 most important companies in the telecommunications sector in Colombia with nearly 1,000 employees. An analysis of the call center was carried out to see the quality they offer their clients and 28 recommendations for action were implemented from the almost 50 findings found in the different channels.

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We helped Endesa to measure the quality of its online channels, both in terms of the quality issued by the Customer Service department and the quality perceived. In this way, we achieved a notable improvement in customer satisfaction with an average conversion rate of 22%.

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We generated a great progress in the quality of the Customer Service for Repsol, world leader with more than 10 million customers, through the approach of improvements in management, attention, business and processes with IVR. Likewise, we managed to automate processes and reconfigure times and texts in voiceovers, increasing quality.

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We implemented a Quality Plan model for EDP, a leading international energy group in sustainability. We identified the critical processes that affect customer satisfaction and adapt the procedures of the SAC to the optimal levels of quality required by the COPC, achieving a quality system based on experience.

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Customized training project on Customer Experience for the agents of the Call Centre of Iberdrola, an international energy leader. The needs, emotions and moods of customers were analyzed in each process with the company, to learn how to avoid moments of pain and generate WOW moments.

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We aligned the entire Iberdrola organization in the same customer centric strategy, carrying out up to 10 actions of Customer Experience Redesign. We base our actions on the current Diagnostic and Blueprint of key moments, and apply co-creation techniques with customers and employees.

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Eroski is one of the main supermarkets in the Spanish market, with more than 7 million customers. A project was carried out in three phases for the diagnosis and redesign of the different consumer touchpoints and thus implement 7 major actions for the promoter customers.

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Codere is one of the best known betting brands in Spain, with international presence in 7 countries and 30 years of history. A complete Customer Journey was elaborated, which allowed to obtain more information of the behavior of the users in the different rooms by means of ethnographic and qualitative research.

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Primavera Group is a leading brand in the Panamanian market within the wholesale textile sector. Thanks to the development of the Customer Journey of its clients, it was possible to map all the experience that the consumers lived and the identification of 6 archetypes of clients. This allowed the construction of a calendar of actions based on the findings.

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Homecenter Colombia, with more than 8,000 employees, is one of the main leaders in the retail sector in South America. Thanks to the implementation of the Customer Journey Map tool in its more than 40 stores, they were able to significantly increase their transactional NPS.

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The measurement and monitoring of customer experience indicators have enabled Alsa to implement concrete actions to improve the customer experience. This provided a 5% of increase in customer perception of the brand over a period of 6 months.

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We carried out the analysis of the strategy and treatment of the Customer Service channels of Metro, the main public transport network in the Community of Madrid. The study even identified the differences in the expenses of interaction through digital and face-to-face channels, as well as the customers' preferences of use.

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We mapped the Customer Journey Map Deprisa's customers, South America's leading leisure travel issuer. We redesigned critical customer interactions and defined a new Voice of Customer model involving employees, generating up to 32 initiatives and 152 activities within one year.

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We helped LATAM to identify the different archetypes and purchasing behaviors of customers who prefer to buy air tickets through the indirect channels of the Chilean airline. Analyzing the main factors of purchase, satisfaction and effort, to implement proposals for improvement in the direct channel.

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We drove a study on the B2B customer perception of Turbus, a Chilean intercity passenger transport company, by developing a Customer Experience project. We were able to identify relevant gaps and improvement triggers to generate concrete actions with a direct impact on the transformation of their experience.

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We analyzed the role of the three types of Pfizer medical laboratory partners to identify keys in order to improving prescription model relationships. We found key challenges in the improvement of the Experience such as the creation of new triggers of emotional bonding and greater engagement with medical directors and managers.

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We designed the complete Global EMF transformation methodology for Farmacorp, the largest pharmaceutical group in Bolivia. The research had a scope of more than 710 clients and 450 collaborators. We defined the experience based on the six key interactions with the greatest impact on the transformation in a tangible way.

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We thoroughly analyzed the Customer Service model of Redsalud, the private health network with the largest coverage in Chile. Thanks to the analysis, we established different contact flows that were desirable for the customer, through Blueprints and fact sheets that were the basis for the redesign of the new Call Centre model.

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We redesigned the key phone interactions of Emi, a health insurance company, in collaboration with its strategic team. We drove a new model of phone and chat experience with 20 doctors/paramedics. The result was a 4.1% of increasement in NPS, a 7.2% in INS and a 4.3% of decrease in CES.

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We carried out a 4-day Design Sprint with Quirónsalud and Helios, the largest Spanish-German healthcare group in Europe, where we redesigned the experience during maternity leave and 30 key learning workshops for the implementation of improvements, innovation systems and good practices.

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Softland is the leader in business software solutions in Latin America, for which we carried out a 3D Experience, in which we managed to involve more than 25 customers and collaborators, in order to identify the potential impact of the experience on the company's business results.

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Sage, provider of software solutions for companies worldwide, achieved an 11% of growth in the annual customer renewal rate thanks to the Innovation and Experience Transformation project, in which we built a profitable and efficient relationship model that was the main focus of the business strategy.

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By studying the customer experience of Sodexo's luncheon vouchers, we were able to understand the real needs of both customers and staff. This has been reflected in the financial results thanks to an almost 20% of increase in purchase intention by developers.

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We helped Daba, Nespresso's exclusive distributor in Spain, in the diagnosis of the experience of its more than 100 boutiques as B2B clients, in order to identify critical actions in future decision making, as well as to evaluate the impact of experience management on business results.

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In Esenttia, leader in the Colombian petrochemical sector, we carried out a diagnosis and redesigned the value proposal. We were able to identify the differences between the client's needs and align them with the brand promise. We implemented a plan to integrate employees, customers and suppliers into a new business culture.

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We helped ENAP Chile, in the fuel refining and sales business line, to raise awareness, inspire and align the whole organization to the Culture of Experience. We carried out an organizational training program on Customer Experience tools and methodologies with more than 190 employees of the company.

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In Argos Panama, the first cement company in the country, with more than 70 years of experience, we made a diagnosis of the state of maturity in the Customer Experience, we redesigned the critical interactions in the industrial relations with customers, through a 3D Experience and a 5-phase implementation roadmap.

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Hinojosa Packaging Xàtiva is the Spanish reference factory of containers and packaging with more mature trajectory in previous Customer Experience projects. Thanks to Emotional Interaction Design we were able to generate improvements in the Blueprint to transform the experience and align it with the business strategy.

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We implemented the Culture of Experience in Cuprum AFP, a Chilean company with more than 35 years of experience in the large copper mining sector. We diagnosed the behaviors and expectations for up to 5 client archetypes, to identify what actions to take with each one and thus achieve a true transformation of the experience.

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