Entel was struggling to operate inside a new organisational structure.
Growth targets were not being met, and the problem was neither talent nor budget.
Despite an agile operating model designed earlier, daily operations suffered from silos, a fragmented view of user data and an incentive scheme that held the digital channel back.
The transformation also lifted customer satisfaction by 12 points of NPS, and the company hit one-year growth targets in six months.
Entel decided to transform its digital marketing model outright, not tune it.
Rather than surface adjustments, the organisation backed integrating design thinking with behavioural analytics.
The goal: predict site visitor behaviour to speed up decisions and personalise the offer in real time.
A continuous test-and-learn space, built on design thinking, to answer market demands fast.
Organisational silos removed and incentives restructured against clear commercial objectives.
A unified data view to predict user navigation and identify purchase patterns.
Advanced tactics to adapt the experience and the offer to each site visitor’s needs.
Execution focused on installing analytical capability inside the organisation.
The point was for Entel to react immediately to customer needs without depending on anyone outside.
In six months the company reached growth targets originally planned for a full year, consolidating profitability and engagement in the digital channel.
Tell us the target. We tell you which play moves it, and when.
