The journey
HMS Beagle was a brig-sloop launched in 1820. On the second of her three voyages, she took on board the young naturalist Charles Darwin, whose work made the ship one of the most famous in history, on a voyage that lasted almost five years.
The Voyage of the Beagle, the name commonly used to refer to the travel diary published by Charles Darwin in 1839, serves as inspiration for developing our methodology applied to the brand journey, a journey of discovery, research and study whose course is geared towards achieving customer experiences that enhance the relationship with the brand.
Today more than ever, brands build their image not only through their communications and proactive marketing activities but also through the experiences they provide, not only to their existing customers but also to potential customers.
Interaction of any kind generates an experience: in-store signage and its utility, the website and its navigability, the call centre and its effectiveness, an invoice and its legibility and so on. And of course, branding, omnichannel campaigns, events and the content proposed by a brand and its ability to impact, attract, stand out and convey values.
Beagle's mission is to help companies and brands to enhance their customer experience (CX) at all their points of contact, synchronising marketing and commercial levers with all other areas that interact with customers.
Customer Experience Audits
Mystery Shopper y Customer Visits
Experience Tours
GAP Analysis
Brand Fit Analysis
Enhanced Customer Experiences
Strategic &Tactical Plans
Support at Execution
Outsourcing
Training & Assessment
Customer Insights Generation
Multidimensional Segmentations
Customer Personas
Customer Value Modeling
Customer Journey Mapping
Customer Trend Spotting
ROX Measurement
ROX Modelling
Pre & Post Measurement
Tracking (NPS, CES, Dashboards)
The Crossing
Retail
Determinando el valor de la Demanda
Our client, a private equity firm in the process of acquiring a specialty retailer, needed to complete an understanding of the dynamics and expected evolution of demand as part of the Due Diligence process.
We proposed a comprehensive shopper understanding project (covering both physical stores and digital channels) for the twelve catalog categories, encompassing behaviors and attitudes, and distinguishing between current dynamics and future prospects.
Based on this, we developed a market mix model (physical/online) and prepared a set of recommendations for accelerating the business post-acquisition, with a special focus on mitigating the threat from marketplaces by
enhancing the Customer Experience.
The result? A successful acquisition with the most informed valuation of the business.
Retail
Valuating Customer Types
Our client, a nationwide retailer, sought to foster greater organizational focus –traditionally outlet-centric– on the customer and their experience.
We proposed a bespoke, quantified, multi-dimensional segmentation model, along with an estimate of the potential for each customer type, to serve as the foundation for a paradigm shift in how the company approaches customer relationships.
Using the client’s existing data and sources, we provided a detailed characterization of each segment, including their shopping behaviors and attitudes toward retail. We also developed training materials and conducted awareness sessions across their teams.
The result? A new foundation for customer relationship management.
Health
Constatando la Experiencia del Paciente
Our client sought to further enhance the experience offered at its clinics.
We proposed designing a comprehensive patient experience audit protocol, covering not only interactions between medical, customer service, and administrative staff with patients, but also those arising from the brand’s physical and digital communications—before, during, and after visits to the clinics.
Through a combination of site visits and observation, interviews with all patient-facing staff, and interviews with patients themselves, we identified areas for improvement, strengths to be leveraged, and opportunities for innovation in the patient experience.
In addition, we co-identified opportunities, helped prioritize action plans, and trained the dedicated team established to ensure the continuity of the initiative.
Health
Elevando la Experiencia del Paciente
Our client sought to revitalize demand for their surgical specialty, which had plateaued after several years of rapid growth.
We focused on redefining the experience offered throughout the patient journey, developing a multidimensional segmentation of patient types and quantifying the potential of each segment.
We mapped their decision-making process and experience before, during, and after surgery, as well as their motivations and decision criteria. From this, we identified the key steps in the brand experience and the most effective, precise influence levers.
Once the “moments of truth” were established, we proposed new, disruptive experiences and campaigns designed to drive traffic to the clinics and increase positive consideration for undergoing surgery.
Durables
Promoting Customer Centricity
Our client, a multinational B2B company and leader in the development of advanced products for application across multiple industries, sought to transition to a customer-centric model.
We proposed a comprehensive, end-to-end support process—, guiding them from the initial pilot through to optimized large-scale implementation.
We developed a deep understanding of their customers, their experiences, and their concerns. We facilitated a co-creation process for customer-centric initiatives and supported their communication and adoption across both national and international operations.
All of this was done with a commitment to fostering creative solutions that would redefine the rules in a traditionally 100% product-centric sector.
Retail
Designing Brand Experiences
Our client sought to develop a customer marketing strategy, to strengthen its position in the mass retail channel within a low-involvement category.
We proposed creating their first engagement approach with both potential and existing customers in the form of a Strategic Customer Marketing Plan.
To do this, we conducted a detailed characterization of end-customer types, their shopping experience, and their attitudes toward the category. Based on these insights, we proposed a set of disruptive initiatives as a starting point and facilitated a co-creation and prioritization process with their managers.
The result laid the foundation for a Strategic Plan aimed at rethinking the shopping experience and enabling profitable category growth—while, above all, increasing our client’s market share.
