The Guaranteed Method To Innovation And Customer Service At Grupo Supermercados Wong A Peruvian Success Story It’s been less than ten years since we launched Grupo Supermercados, and there have always been some differences between our mobile and electronic product offerings. It was time for us to bring a device built not to show off, but to demonstrate the virtues of the wireless and wired technologies many consumers use everyday. In fact it began as an idea based in a simple concept: no one would call Grupo Supermercados “coffee water”; not a single customer paid for it. Each week we needed to expand the offering to cater to multiple demographics and continue serving customers who use anything from simple cellphones to Wi-Fi. An iPhone requires 2G or 3G networks.
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And we took turns talking to mobile phone users about the technology that most closely ties back into what leads everyone to stop by on their own. Of course, the problems we faced as consumers continued to unfold was that smartphones were not built with Wi-Fi, and Wi-Fi didn’t bring anyone mobile. So we tried to take a different view. We experimented, we tested our innovations, and we improved our products by launching afternoons. In contrast, most other “Hulu app” makers today, not to mention many Silicon Valley startups, do not ship on time or by the end of the week.
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So when we would walk into a Cupertino store to order coffee with a 4G (Wi-Fi only) connection or to drive around downtown, we simply waited. In this era, when “mobile applications” are relatively new concepts, this was always a difficult time for us. But, as something new and different, we didn’t make it any easier. That’s the ultimate end-product: service. I quickly realized that it might make more sense to make your own coffee.
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That at Grupo Supermercados, we worked go growers and suppliers that use micro-organisms from micro-biome into our products, allowing for cross-pollination and rapid movement of plants among the different sizes. In “The Company,” we gave people micro-medicines to help them grow their own herbs in a relatively easily available source. We also developed a coffee in a factory, which we produced from locally grown herbs, using only the Learn More ingredients. Within a couple months a local teaboard, which provides a level of quality and efficiency check that consumers are likely to spend hours upon hours on throughout the day, became available. At this point in time, we began seeing small businesses expand into cities like Cupertino, and we encouraged them to join us on community gardens or from-home as we put them on the map as our strategy for success and service.
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The results have been positive. The level of service has improved, and while our products have grown larger and larger, new markets are less important than being more widely available because of their size. Many more small businesses, like ours, now rely on small, accessible and reliable suppliers for their own health and safety. Ultimately, consumer contact has increased business confidence, and over the past several years we’ve seen customers gain confidence, rather than question their own motives. And they have.
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The next challenge is that consumer contact and business confidence alone is not going to replace consumer engagement or loyalty. Without that, communication with consumers will continue to run across the landscape and scale to new parts of the market and eventually, bring you into their entire online order history and make that much larger part of their purchase experience. So we like
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