• Customer loyalty

    What does it mean to retain the customer and what does it mean for a company? Why is it fundamental to consider loyalty as a strategy in our business?

    Loyalty: A verb that combines in the kitchen of business

    We are going through a very particular scenario: it is necessary to review our work based on the new challenges. That there are many.

    Crossed by a new socioeconomic and political vision, we have to decide based on the growth expectations that each company is consolidating; through investment management, training, updating tools and considering the operational integration with each of our clients.

    Within the company, it is essential to know the trends, the synergy of the different work teams and the communication, thought of integrally (inside the company, with other organisms, with the cameras, with our clients and with other organizations).

    "Taking into account the context, customer loyalty is key. It is a tool in which we are working continuously. Therefore, develop internal training, invest and update our tools, develop applications, listen to suggestions ... All these initiatives add to the moment of turning our client into a strategic ally, who chooses us and who also recommends us. It is a priority to offer a good service, generate a balanced price / service ratio and meet the expectations of those who choose us, adding added value. Clearly, loyalty is linked to trust, with constant feedback from that relationship, with participation in the improvement process and with the priorities that we set commercially, operationally and administratively, "says Mariela Menghini, Director of Cruz del Sur.

    Trust. Attention. Analysis of benefits. Loyalty to the client is part of a commercial strategy that includes the approach of several aspects and includes the commitment of the business culture.

    Challenges that are priorities

    The main challenge is to stay at the forefront of innovation: both at a technological level and in the permanent search for better, simpler processes that allow us to increase efficiency and continue to improve the relationship with our customers and suppliers. In this sense, the constant training of our human resources is crucial. Also continue to develop and expand the concept of quality in each of our processes.

    The innovation process must be constant, without it, the logistics operator is left out of the market since customers -when generally companies with a high volume, growth prospects and competitive environment- demand excellence in the processes and do not manage the link with the final customers In addition to the flexibility granted by an outsourced operation. In this way, the logistics operator must not only be efficient in costs but also be a link of loyalty with the clients of his client.

    In conclusion, innovation always modifies the reality of competition, we have to be at the forefront of the service to be efficient in costs, flexible and close to accompany customers.

    The continuous, positive and collaborative relationships between logistics service providers and their clients are fundamental for the success of logistics operations, although for this conjunction to be really productive, an investment is expected from both parties.

    Today, we compete with product quality, reliability, low costs and competitive times. Competing supply chains.

    Electronic commerce begins to generate a much more volatile and variable demand for goods and services.

    It is the permanent search for increased productivity that allows us to link with our customers beyond the economic ups and downs, establishing long-term relationships and integrating our operations to generate a relationship model where all parties benefit.

    No magic recipes

    It is necessary to consider several factors to achieve loyalty in the Logistics. Since, as we know, magic recipes do not exist. We must pay attention to the market and its public and the different influences that condition it.

    "In Logistics, a focused investment policy that strengthens the skills of our human resources is key. The commitment of the middle management and the management of the company is fundamental. In this sense, communicating the objectives is the basis to face actions and initiatives to build customer loyalty. The advantages lie in the minimization of fixed costs, flexibility and integration of activities and the use of synergies between the different work teams for the attention of different clients and the orientation towards a quality, differential service ", Mariela Menghini details.

    On the other hand, the more integrated the relationship with our clients, the greater the insertion, the link that we will have. Therefore, we can say that the loyalty is proportional to the link generated with the client.

    Therefore, managing from the new scenarios will be key. Recognizing the potential we can offer our customers will make a difference with respect to the competition. And definitely align objectives and measure scope, activating the potential of our resources.

  • We restructure the operative and commercial management of the interior o

    It divides it into 5 regions, aiming for greater federalization with the main objective of optimizing service for its customers

    Starting in January, the new regional scheme began to function, through which our operational and commercial management of the interior of the country was restructured, dividing it into 5 regions, each with its management and branches in charge. This new structure seeks to align the objectives of the regions with the company's strategy, manage operational and commercial actions more effectively and quickly and, at the same time, effectively promote both commercial and operational opportunities. .

    The 5 regions are segmented as follows: Region 1 includes the Northwest and includes Mendoza, San Juan, Tucumán, Rosario, Córdoba and Salta. Region 2 includes Bahía Blanca Comodoro Rivadavia, Trelew, Mar del Plata and Puerto Madryn, among other branches.

    They are part of Region 3, among others, the branches of Neuquén, Choele Choel, General Roca, Rincón de los Sauces and Río Colorado. Region 4 includes the west of Río Negro and Neuquén, with large centers such as Bariloche, San Martin de los Andes, Esquel, Villa La Angostura and Junín de los Andes, while Region 5 covers Santa Cruz and Tierra del Fuego, with branches in Rio Grande, Río Gallegos, Ushuaia and El Calafate among others.

    The Regional Managers were selected exhaustively, taking into account their trajectory and knowledge of each of the territories.

    "Through this restructuring we aim to optimize our presence throughout the country, through a more direct management in each of the regions and its branches, which will allow a more effective operational and commercial management provided greater and better services to our customers, "said Rafael Seoane, Commercial Director of Cruz del Sur.


    Human Resources / Recognitions to the trajectory

    To celebrate the anniversaries of our employees, the Human Resources Department of Cruz del Sur delivered the medals and the corresponding plaques to honor them and celebrate their career.

    "Anniversaries must be celebrated, because they have a strategic importance that goes beyond the conjunctural. They are great strength condensers of ideas that validate the culture of the organization, they allow to transmit a message of trajectory towards the future and help to consolidate the identity and, at the same time, to think about the values ??that we want to conserve and transmit ", says Mariela Menghini, Director of CDS.

    We continue to recognize the work and experience of the members of our company!