The digitalization race does not stop, even with the political and economic crisis the country is going through.
Many traditional companies are already focused on transmitting, within the organization, the importance of digital transformation to face the immediate present. They are aware that, if they do not advance in this sense, they will lose ground in front of their competitors and even put their survival at risk.
For those who were born in the last 20 years, however, that culture seems more entrenched. Walking the path of innovation and modernization is easier. Take off is one of these companies. Founded in 1999, today it leads the travel segment in Latin America, with a presence in 20 countries in the region and more than 18 million customers.
In disruptive situations such as the current one (many refer to the "new industrial revolution" or the "revolution 4.0"), the executive emphasizes that we should not lose sight of social changes and new consumption habits that are emerging.
As a result, Despegar periodically reviews its competitive strategies and action plans: if everything works well, the course is not modified; otherwise, make the appropriate adjustments.
Malandrini warns that the digital transformation must be transmitted "from the CEO down", since it implies improvements in the way of interacting with customers, while the company gains in productivity and efficiency of its resources.
"Some companies apply recipes, but if there is no real change in mentality, it is impossible to aggion. During the process risks and frictions may arise, since it costs to make some decisions, but the traditional way of operating must definitely be broken," Malandrini says.
Innovation Career
While all companies work to grow in their respective markets, the key seems to be to have the plasticity to pivot on the fly and adapt to what the industry and consumers demand.
In the quest to be innovative and disruptive, Despegar is clear on where to focus the focus of its strategy: customers. Aware that the environment is increasingly competitive -by the new players that are emerging to fight travel and tourism-, it focuses on having a platform capable of offering each user customized products.
"We have been working with data models, machine learning and predictive tools. This whole process will be reinforced in the face of what is coming," the executive added. Is that the company knows that a good part of its success lies in presenting each user attractive proposals but, for this, it must first know what their tastes and needs are.
How did you get to the current model? In the first instance, with experimental tests, for which a team was formed whose objective was to analyze how to use the millions of data that people leave on their website in the most efficient way.
This group began working with recommendation algorithms and was gaining prominence within the company. Today, with a data-based model, decentralized and "soaked" knowledge to the rest of the areas of the company.
Malandrini explains the impact of having implemented machine learning and artificial intelligence in the different workstations: "For example, we are looking for a recommender for sales, a bot that helps in after-sales, to understand what type of channel is optimal according to the profile of each user "
"Even - he adds - we work on automatic anti-fraud models or on a selector of the best photos for the destinations. Today everything goes by."
Although from Takeoff they claim that it was always a customer centric company, this concept now has "much more depth" than a few years ago, thanks to the use of artificial intelligence.
"We have to build experiences based on the knowledge of our customers, understanding what they are looking for and need. From there, our value proposition is born," says the specialist.
Therefore, from the moment a person enters Takeoff, navigation is molded to their needs. "It is not the same as a solo trip as a couple; when viewing the means of payment, the platform automatically orders to show you the most" comfortable ", he says.
"The great advantage is that we have tons of information, very rich to meet each person individually. Our real challenge is to have a product for one and to facilitate their relationship with the platform to the fullest," the Despegar executive completes.
Flexibility and omnichannel
The model that the company has today is completely "mobile first". What does it mean? That your website was designed and thought to prioritize the cell phone and not the desktop PC.
This strategy is based on reality data: its mobile app already has 52 million downloads; Likewise, in the first quarter of 2019, the company registered a growth of almost 40% year-on-year in the total transactions made in this way.
Reaching this status also required a deep internal transformation. "We were born as a web platform that moved to mobile. This conceptually transforms the relationship with consumers, but there was no other," explains the executive.
He adds that this step implied changes that went from the way of making business to thinking strategies, since from legal to programmers they had to modify their thinking to focus on mobile equipment.
Adding functionalities and tools to the app is a must. Therefore, Despegar established itself as the first Google partner in Latin America to present Google Pay for its products in the region. Since April, Android users can use the Internet giant's payment app for the company's products.
"In Takeoff every day we work with the mission of making innovation a reality for customers. That is why our effort is focused on solutions that make the entire travel experience simpler, faster and more comfortable, even at the time of payment. "says Malandrini.
For his part, Felipe Cunha, Head of Google Pay for Latin America, adds: "The goal of Google Pay is to simplify the purchase process by offering a fast and secure way to pay. With this integration, we are helping Takeoff travelers to arrive faster to your next destination. "
The financial leg of the travel platform is not limited to Google, it also closed an agreement with Falabella. This is a 10-year commercial agreement in Chile, Colombia, Peru and Argentina, which includes the transfer of 100% of the operations of Viajes Falabella to Despegar.
The purchase of this business in Chile, Colombia, Peru and Argentina, plus the license for brand use, is around US $ 27 million. During 2018, Viajes Falabella recorded revenues of US $ 50 million. About 65% of its business corresponds to tourist packages, reinforcing the Takeoff strategy of offering products with greater added value according to the profile of each person.
Thus, customers of both companies will have access to an enhanced offer of products and services in travel and tourism, through an omnichannel service model (online, call center and physical stores).
The CEO of Despegar, Damián Scokin, comments: "The agreement with Falabella will allow us to further strengthen our leadership in the Latin American travel market. Likewise, the commercial alliance will strengthen our product financing offer."
The angular stone
To prepare for the coming years, work with inhouse talent that already comes with this built-in chip.
"The only way to make progress is to have collaborators who think about the next big trend that is going to break in. We have to be attentive to what is coming, because technological overturns happen all the time," Malandrini explains.
In this sense, the manager ensures that one of the next trends that will transform the way of interacting with customers will be voice assistants. The way in which users are now searching for destinations is still very analog, even if it is digital.
As an example, graph: "Since you know me, inspire me, give me some place that meets my preferences. What offers do you have for me? That is what is coming," Malandri emphasizes.
In this way, the way of relating to devices and platforms changes radically, since it is only thought of omnichannel, but of omni-device, without the equipment in hand.
For the executive, attendees will be the cornerstone of the coming years to help both in the choice of destinations or in the aftermarket.
"The important thing is to be flexible and have the timing to find the next thing," he concludes.