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Um caminho de simplificação de processos na Nespresso

Matias Mollá, CFO da Nestlé Nespresso na Argentina, conta os desafios da automação no primeiro podcast da série O Futuro do Consumo e Varejo. Acompanhe essa conversa!

24 de janeiro de 2022


Não é de hoje que o setor de consumo e varejo busca modelos de negócios cada vez mais eficazes para proporcionar as melhores experiências aos seus clientes com o apoio da tecnologia. A pandemia, no entanto, acelerou essa evolução e as empresas desenvolveram práticas de automação de processos, reconhecimento e análise de dados para fazer frente aos novos desafios. Segundo o estudo KPMG Global CEO Outlook, 84% dos entrevistados da América do Sul disseram que haviam participado de negócios disruptivos em 2021, independentemente de seus competidores, contra 72% da pesquisa realizada em 2020.

Para debater inovação e desafios na região, você acompanha a série de podcasts O Futuro do Consumo e Varejo, conduzido por Fernando Gambôa, sócio-líder de Consumo e Varejo da KPMG no Brasil e na América do Sul e convidados.  

No episódio de estreia, ele conversa con Matías Mollá, CFO da Nestlé Nespresso SA na Argentina. Matías conta sobre a implantação de um projeto de eficiência operacional que implicava, entre outros aspectos, na simplificação e automação de processos por meio de robotização (RPA, do inglês Robotic Process Automation) e inteligência artificial. “Esse foi um caminho de aprendizado tanto para identificar oportunidades como para determinar a viabilidade de automação”, conta. “Sem dúvida, esse é o trajeto correto e uma vez que se começa a conhecer os resultados, não se pode pensar em fazer as coisas de outra maneira”, diz.

Esse bate-papo ainda contou com a participação especial de Eduardo Harnan, sócio-líder de Consumo e Varejo da KPMG na Argentina e Patricia Zeisel, sócia de Auditoria da KPMG na Argentina, que trazem dados e tendências do setor na região. Ouça áudio em espanhol:

English transcription

Presenter: Welcome to the Podcast series “El Futuro del Consumo y Retail” (The Future of the Consumer and Retail Business) with Fernando Gamboa, KPMG's leading consumer and retail partner in South America, and special guests in each chapter. Follow the industry’s success stories, trends and challenges encountered in the region in this podcast.

Fernando Gamboa: According to KPMG's global CIO Outlook 2021 study, South American retail and consumer industry executives are optimistic regarding business in 2022 and many of them estimate growth for the industry. Moreover, 84% of respondents in the region said they had engaged in disruptive business deals this year, regardless of their competitors, compared to 72% in the 2020 survey.

And in order to discuss innovation and challenges in our region, we started a podcast series called “El Futuro del Consumo y Retail” (The Future of the Consumer and Retail Business) with the participation of leaders who make a difference in the South American market. I am Fernando Gamboa, KPMG's leading consumer and retail markets’ partner in Brazil and South America, and it’s an honor to introduce Matías Mollá, Nestlé Nespresso’s CFO for Argentina. Hello Matías, welcome. How are you?

Matías Mollá: Hello Fernando, good to see you. Good afternoon, thank you very much for inviting me.

Fernando Gamboa: It is us who thank you for accepting. And our team from Argentina has also joined us. I introduce you now to my partners Eduardo Harnan, KPMG's leading consumer partner in Argentina and Patricia Zeicel, KPMG's audit partner in Argentina. Hello there, Eduardo and Patricia, it is great to be here with you in this conversation. I am already here, prepared and having my Nespresso coffee for this exchange that will be amazing, welcome to all.

Patrícia Zeisel: Thank you Fernando for inviting us to join this conversation and with Eduardo also, a pleasure with whom to be here.

Eduardo Harnan: Good morning, Matías, it is a pleasure for us as KPMG to join you in this discussion, we are very grateful and happy for our customers to share their testimonials.

At KPMG over several years, we have been conducting a survey named CIO Outlook, executives from around the world. This year 1,350 global executives from 11 key markets in the world’s different or main countries attended, and we consulted on their expectations and on business development for the coming years. In the specific case of the Argentinean market, over 50 CEOs attended, several from the consumer and retail industries. This survey raised many topics that are very interesting and that concern and occupy companies in relation to their future development, including issues obviously related to people, growth of their companies, changes that take place in business models, agility, supply chain reviews, prevention of computer and cybersecurity risks and so on, and other topics that are very much in the foreground, in every company agenda. In general, everyone acknowledged that they must adapt and will continue to adapt their businesses to new trends.

Fernando Gamboa: Patricia, based on what Eduardo said, what are the challenges for industry companies in this scenario with regard to good practices?

Patrícia Zeisel: Fernando, what we have seen is that organizations were required to change their processes, right? With the dynamics that existed in the market, digitalization, all this challenge related to the internet, this led companies to realize this need, right? From detecting their processes to seeing where they needed to make changes, moving towards more areas requiring automation, right? Where can we find those improvements that enable an adaptation to this new digital challenge that is here to stay, and super-fast, is that right? So, under the circumstances, we wish to invite Matías to tell us, well, how he viewed his business and how does he perceive that these changes affected him, right? The pandemic that we talk so much about in recent times and this new dynamic in the consumer business.

Matías Mollá: Patricia, what about you? Well then, a pleasure to be here with you, thank you very much for the invitation. Well, we have worked a lot throughout this year, what I can say is that before the pandemic most of our club members were turned to face-to-face channels, either in our offices or through our trade partners, we have 8 points of sale, this and also an e-commerce channel. 

We had to take action to shift this consumer business to remote channels, so in 2 months we managed to capture 100% of face-to-face transactions by means of our website, a really very, very focused task whereby multiple teams in the organization took part by sharing a vision; we all had the same goal, I believe that was one of the fundamental changes, which is endeavoring to migrate 8 face-to-face points to a remote channel, and in addition coffee consumption has grown greatly since 2020, good, home-brewed coffee, a combination of both factors led us to re-program ourselves in order to precisely overcome the challenges produced by the circumstances.

Eduardo Harnan: Matías, we understand that as you just mentioned, all these changes had an impact on processes and forced them to create or produce improvements that were assessed when selecting a consulting or advisory partner to monitor this transformation. What did you think was important?

Matías Mollá: Yes Eduardo, the truth is that this was an important change; I believe that worldwide, a lot of things had to be rethought and I think there will be a “before” and “after.” I believe this is going to be cyclical, so the essential is to consider this as something sustainable and scalable, right? I consider that every change is an opportunity for improvement, you must step out of your comfort zone to grow, which must take place while you are comfortable. Indeed, you have some elbow-room, and with that idea in mind in late 2019, i.e. before the pandemic, we started to work in an operating deficiencies’ project that implied among other things simplifying and automating processes, taking advantage of the fact that the Argentina IT team was also leader, we decided to implement RPA and artificial intelligence here, you see?

This was obviously a learning path, both in detecting opportunities and determining the feasibility of automation, but without a doubt it is the right way and once you start to see results, you can no longer think of things differently, there is a before and after, and what we assessed when choosing a partner to enhance what we had already been doing were two things, the first is that they should have experience in agile methodologies; I am already certified in Six Sigma and I see agile methodology as a very positive step forward, as for many years it has also engaged in agile methodologies and I feel the swift outcomes that produce deeper engagement by the teams. And the second point, also very much important as the first, is that the partner who came to work with us could provide scalability by means of technology, not only RPA, but that eases automation, making everything scalable in the future.

Patrícia Zeisel: And Matías, tell us how you felt that we kept up with you in this project as a team, as a company, as an organization, did you feel that we met those expectations that you were seeking from us?

Matías Mollá: Yes, surely yes, clearly KPMG met both requirements, this was a project that lasted about 7 or 8 months of much learning and the truth is that we feel that there is a good level of partnership, on the one hand in agile methodologies based on the experience with short-term results and working with versions, which fact clearly succeeded in the teams being motivated and also committed to change, which is one of the essential factors for things to happen, and on the other hand, the part of plotting opportunities to automate not only with RPA, but with other tools, this you well know as we have discussed with you and Susana, we did not want a manual of aesthetic operations in our dynamic visions with interactions, and we wanted it to be a quick response, precisely to adapt to change.

Company processes should be as simple and automatic as possible, don’t you agree? It must be part of the organization’s DNA, to the point that it is not necessary to think of them to put them to work, but they simply occur through the natural progress of business if you will, then KPMG's work with Nespresso was of a very high level, we achieved a very positive synergy and the basis of this synergy was the integrating approach adopted from each team, we managed to work as a single team, differently from an external entity coming to tell us how things should be, and I think this was one of the success factors.

Patrícia Zeisel: And Matías, do you feel that in a specific area you achieved a differential benefit, that is, are there some areas in which currently you feel more comfortable, more satisfied with our project, or do you think that this covered all areas indistinctly?

Matías Mollá: Well, our vision was holistic at first, yes, the project was for Nespresso Argentina, and hence it impacted all areas of the organization, not only the main offices but also in branch offices and warehouse processes, don’t you agree? This implies being aware of the step by step, of course, but of everything, whether it is to set up a strategy, reconcile an account in an office or assist a club member in a branch office, or restock a storage area, whether you are in a head office or branch office for the organization to behave as a whole, the entire operation has to be viewed. Indeed, it is true that there are areas that have become more involved at the process level of what they do in day to day activities, placing in a diagram what works on a day-to-day basis simply by operating gave them much more insight, perhaps areas a little more operational, but without a doubt this was an integrated task by the organization.

Fernando Gamboa: Matías, considering that customers and consumer habits are changing, what are the coming business challenges for you? Do you think that the results of this particular project can help you to cross a new path, a new challenge?

Matías Mollá: Without a doubt, project results are very satisfactory, having clearly plotted processes provides a solid base, and hence simplification and automation will be a second stage that is certainly expected within the organization, in terms of business challenges, these are always oriented to the only reality and experience, yes, the only annuity is that club members should be able to consume our goods how and where they wish, whether in a branch office or prefer to do so by means of the e-commerce site based on their cell phone, or simply purchasing with the use of artificial intelligence by cable installed in the branch office, they should be able to do so, and in terms of experience, the channel selected must be luxurious.

Hence, placing our club members as the center of everything we do is our way of thinking of the business; while processes flow simply and automatically, the more time we will have available to concentrate on adding value for our consumers and stakeholders, isn’t that so?

Patrícia Zeisel: Well then, I think that in conclusion, what we wish is that you should tell us now in 2 or 3 words, how you feel or how you felt working with KPMG.

Matías Mollá: Very well really, it was one of my first experiences with KPMG in such an extensive project, and as for being disruptive, all of us at Nespresso feel we are in very good company, and based on KPMG we were able to absorb the essence of what we needed, which gave rise to a synergy that succeeded in complying with the project’s purpose, making us very, very happy and eager about the future.

Fernando Gamboa: Again, thank you so much for your attendance and I believe we cannot adjourn this meeting other than by asking ‘what else,’ and sensational, many thanks, Matías, Patricia and Eduardo, for such a fruitful conversation. And as for our audience, thank you for your presence, I hope you have enjoyed this and stay tuned to the following chapters of the series “The Future of the Consumer and Retail Business.”

Presenter: What you heard is a podcast of the series “El Futuro del Consumo y Retail” (The Future of the Consumer and Retail Business), stay tuned to the KPMG South America Cluster application for new chapters.

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