MAKING ITS CUSTOMERS DREAMS COME TRUE
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DELIVERING A DIGITISED,
CUSTOMER-FOCUSED SERVICE WRIT TEN BY
CATHERINE S TURM AN PRODUCED BY
ANA M ACFARL AND
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Pandero is transforming the customer experience through digitisation, according to Frank Jarrin, Manager of Technology and Innovation
A
leading company in the collective funds system, Pandero SA has delivered more than 90,000 new vehicles and has more
than 33,000 active clients under its umbrella. Whilst it has retained its competitive advantage within the local Peruvian market, the company is now seeking to diversify its portfolio and adapt 04
towards a mobile-enabled sharing economy. With brands such Audi, Citoren, Hyundai, Kia and more at its disposal, Pandero has undergone a twoyear digital transformation to take forward its strategic plan, attract future business and become increasingly agile, all whilst adapting its culture and transforming the customer experience. The launch of its Pandero Fast initiative, for example, has enabled customers to obtain a new vehicle after providing 24 financial instalments. Similarly, its Pandero Inmuebles scheme has enabled clients to own their own home at a low cost of financing, aligning with the company’s sole purpose – to be ‘an accelerator of collective dreams’. By undergoing a deep analysis of the needs of its customers, Pandero’s transformation has led to the implementation of a number of new digital tools.
“ WE ARE MOVING FURTHER TOWARDS THE ONLINE EXPERIENCE” — Frank Jarrin, Manager of Technology and Innovation
“Our call base is also focused on reducing the waiting time for customers, so we are transforming our touchpoints to open up more possibilities through the use of digital assets,” notes Frank Jarrin, Manager of Technology and Innovation. “We are moving further towards the online experience, so after w w w.pa nde ro . com . p e
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these two applications, we will make sure we successfully optimise these touch points to cater towards the customer experience. We are delivering new builds and alternatives to clients, not just cars. Since 2017, we are also delivering credit plans, sold apartments and are acquiring some US-based things here in business.�
DIGITAL TRANSFORMATION Whilst processes at Pandero routinely change, its purchasing process was one particular area of focus for Jarrin as the business sought to undergo its extensive transformation programme. 06
The launch of its sales app in 2017 has been an essential part of the business’ customer drive, where it has sought to overhaul all touch points.
E X E C U T I V E P R OF IL E
Frank Jarrin I am an innovation citizen, a disruption channeler. I’ve made my career from software programming to management positions, recognizing the versatility over technology horizons. +19 yrs cross-experienced on business development and operation of Information Technologies at different industries.
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“OUR CALL BASE IS ALSO FOCUSED ON REDUCING THE WAITING TIME FOR CUSTOMERS,SO WE ARE TRANSFORMING OUR TOUCHPOINTS TO OPEN UP MORE POSSIBILITIES THROUGH THE USE OF DIGITAL ASSETS” — Frank Jarrin, Manager of Technology and Innovation w w w.pa nde ro . com . p e
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09 Understanding that the business needs to go further in providing clients with interactive mobile services,
share information,” says Jarrin. “Now, users can pay online and complete sales in four to six minutes.”
exceptional delivery of goods, as well as
The company has also sought to
competitive financial services, consum-
define critical data for complex areas
ers are wanting increased control over
where it faces growing competition
their products and services.
and acquired essential technologies
Its point of sales app now effectively captures all aspects of the process,
to accelerate its transformation. “This has allowed us to create a uni-
impacting directly on vehicle efficiency
fied data framework. We fear our real
and the consumer experience.
exclusion continues to be building over
“We have trained approximately 700
that data mark, but now we have the
people to notice any essential changes,
mobile edition of our data, so we can
as this was not just a technological
combine them. We are also integrating
change, but the way in which clients
credit penalties for our clients,” he adds. w w w.pa nde ro . com . p e
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PANDERO WORKS WITH BRANDS SUCH AS AUDI, CITROËN, HYUNDAI AND KIA
w w w.pa nde ro . com . p e
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Housing several clients which are
and new business models for 2020
close to its market, Pandero will aim to
and take full advantage of a sharing
further consolidate its position to deliver
model economy,� concludes Jarrin.
exceptional services. Through digitisa-
Becoming a strong alternative to
tion, the business will aim to expand
traditional banking providers, Pandero’s
into Ecuador, Colombia, and Bolivia, in
move towards a mobile-enabled
order to diversify its portfolio and drive
sharing economy will see its financial
business growth across a number
services and consumer preferences
of markets.
further change shape. As business
“Pandero is ready to significantly
continues to reinvent itself, it will
increase and diversify its on-demand
define its core responsibilities, systems,
mobility services. With its digital sales,
and cultural fit to further overhaul its
it is guaranteed to acquire new services
services for the future.
“WE HAVE TRAINED APPROXIMATELY 700 PEOPLE TO NOTICE ANY ESSENTIAL CHANGES, AS THIS WAS NOT JUST A TECHNOLOGICAL CHANGE, BUT THE WAY IN WHICH CLIENTS SHARE INFORMATION” — Frank Jarrin, Manager of Technology and Innovation 13
w w w.pa nde ro . com . p e
www.pandero.com.pe