We always start by aligning the objectives of a CX strategy with the business objectives. For this, the contribution of those who lead is fundamental, which also allows us to identify the sponsors of the project and thus better align the organization.

In the case of Gerdau , there was the commitment of key management and the company's top management. This was not only essential for this project, but particularly for what would follow, which was the implementation of what would result.

The work was planned in remote mode so that people from different countries could participate. In order to minimize synchronous time, we carried out a series of preliminary activities that included a high-level approach to the journey we would be working with.

To achieve maximum team effectiveness, we provided the leader with guidelines for the selection of team members. We used Mural as a collaborative work space throughout the project.

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We had the first 4-hour meeting with the project team in which we presented a journey map with opportunities to add value (OAVs) generated from different techniques.

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We also made the first approach to the identification of protopersons, which in a B2B context implies the identification of very specific and distinct roles.

All our CX projects have their heart in the associated research work. In this case we focus on two units of analysis: construction companies and Gerdau personnel.

Within the first ones, the response units were personnel from the Work Shop, Technical Office, Finance/Accounts Payable and Purchasing. Within Gerdau, we surveyed people in customer contact roles in the various companies of the group.

As we usually do, we resorted to methodological triangulation, with a qualitative stage based on interviews and focus groups and a quantitative stage based on surveys. All in online mode.

What was produced in the field work was the input for the second and last 4-hour meeting with the project team. With them we made a review of the journey adding the input from the client roles and carried out exercises to generate more ideas from there, within a logic of divergent thinking.

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With all the material generated, within Proaxion we made the debugging and linking using clustering and triage techniques, which allows us to reach the basis of an action plan, being able to identify short, medium and long term initiatives.

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‍Gerdau received a detailed Deliverables Bundle containing:

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• A report with insights from the qualitative stage
• A report with the results of the quantitative stage, including tables and graphs with the measurements of the different experience variables.
• Access to all murals used
• A report of Conclusions and Recommendations
• The OAV Catalog in filterable table format for quick viewing as an Action Plan.