The success of "e-commerce" has become increasingly evident in Brazil, with annual growth rates higher than twenty percent. Of course, even traditional retail companies started to see in e-commerce an opportunity to increase their sales. At the same time, new "dot-com companies" or virtual enterprises, are solidified in this scenario as "major players".
We at Cosin have noticed that retail entrepreneurs and executives looking to expand their operation - at the global, national and regional levels - do not spend enough time on strategic analysis, neither in a variety of elements that can compromise the success of this enterprise.
We at Cosin have observed that companies are used to make constant investments to develop the best product, create creative communications to reach their audience, and to promote activities that generate stronger sales. But what about after-sales?
What would be your reaction when faced with the estimated market values of Uber and Airbnb as US$ 51 and 26 billion respectively? Some people may say that it is another speculative bubble, as happened in the late 90's, and that these companies can' be worth more than traditional companies. Others will say that they are reflections of a new economy, capable of remodeling activity segments, completely transforming the rules of the game.
Currently, the corporate world is increasingly competitive and dynamic, and there is a constant need for companies to remain increasingly agile and organized. Different business segments seek to increase their maturity level in the management of their projects, through planning, control and intense monitoring.
One of the most discussed terms in retail today is the adoption of an omni-channel strategy, where different company channels (physical stores, websites, applications on mobile phones and tablets, social networks, etc.) are integrated to offer a better purchase experience for consumers.