The company was in a state of analysis of how to grow the business, which with the portfolio it had, had generated a reduction in the level of sales. We were asked to develop a business transformation strategy that would allow us to get out of that status to achieve growth again, for which we developed a project from which, based on a complete financial, process, product and market analysis, the following were defined:

A) A resizing of the product portfolio according to new market trends, for example, the company produced Lockers for companies and it was suggested to transform this product into smart Lockers, such as those used by Amazon for product delivery. This not only made a product more attractive and adapted to the trends of current market needs, but also opened a new spectrum of markets and customers and a new positioning of the company.

B) A renewed Go to Market, with greater arrival on the market and foray into the field of digital sales

C) A transformation of the organizational structure based on the new business requirements of the company

D) A new process model based on new needs and with a noticeable increase in efficiency.

In 2018 a group of entrepreneurs had the vision of creating a Backoffice services company based on a hybrid business model that would contemplate outsourcing such as virtualization, in order to be able to provide services with adequate prices to small- and medium size businesses. A business model based on the maximum use of technology and the availability of personnel without geographical borders was achieved. Months later, with the appearance of Covid, this service seemed tailor-made for SMEs. 

They gave me the opportunity to develop the concept of the company, its structuring and initial start-up, to later accompany it in its growth from a purely strategic role, as a member of the company’s Steering Committee. 

Currently the company is growing steadily providing Virtual Assistants, Marketing Agency and Digital Sales services, virtualized Sales services, administration services and technological support services, thus covering the entire value chain, from pre-sales to administration, which allows a small or medium-sized company to be flexible and substantially reduce its operating and labor costs.

In CM Valkiria’s Technology strategy process, the first step was the implementation of an ERP Cloud for the complete operational alignment of the organization, through a single transactional tool. 

The implementation was based on a utilization parameter under the 95% standard and only some adjustment was needed for the various simultaneous types in the form of commercialization of CM Valkiria, which were not covered by the ERP. 

The implementation only had a deviation of 10% in the economic budget and 5% in the implementation deadlines. This has also made it possible to handle structural movements due to health-related issues with high flexibility without losing rapid scalability in times of rapid business growth needs. 

On the other hand, the client is really happy with a TCO of 5%, which is a very good index for the industry and the size of the company.

The company, a leader in the textile industry for the manufacture of woolen fabrics, raised the need for a business transformation at a commercial level in order to see how to increase its level of turnover through innovation at the level of creation strategies. new products, as well as a new Go to Market strategy. 

The new strategy developed generated a new vision of which new markets to target and how to establish new bastions for a more sustainable and aggressive Go to Market, with growth in the short, medium and long term, given that the company already had clients globally and on the other hand, a reengineering in the way of reaching the local and international market through new channels and its restructuring in terms of image and commercialization.