Regiane Herrero, manager of visual merchandising and training at Samsung Brasil, also talks about the challenges of winning customers in the information age
With so many options on the market, one of the main challenges for brands today is to gain and maintain public interest. This is the mission of Regiane Herrero, visual merchandising and training manager at Samsung Brazil’s Consumer Electronics division.
The executive is responsible for implementing projects at points of sale, focusing on customer experience. Having been at the company for two years, Regiane continues with the challenge of resuming the brand’s activities in post-pandemic retail, considering the nuances of location and a competitive market in Brazil.
In an exclusive interview, Regiane deals with the sector’s challenges and the trends that the market should follow in 2023. Read it in full:
What is your main challenge as a leader in the area?
The big challenge as a leader is managing the extensive pipeline of demands, as we serve all categories of the Consumer Electronics division, which includes products such as TVs and white goods. I am very detail-oriented and I am very proud to see our projects implemented at the points of sale and well-prepared promoters who are experts in our products. On the other hand, maintaining the well-being of my team is my highest priority, as the day-to-day work in our area is very intense.
How to innovate within trade marketing and stand out from competitors?
More and more customers arrive at the point of sale after doing a lot of research on the product on the internet. When we receive a customer at the store, he is likely to seek closure for his purchase or learn more about a product. It is at this moment that we start with all the exposure of our products, supported by assertive communication material, product knowledge and a level of service from the promoter that brings a differentiated experience to the customer. This set of factors makes Samsung stand out from its competitors.
Is regionalization also an impact factor when thinking about a triad strategy?
The huge Brazil and cultural aspects directly reflect on the point of sale. We use a whole range of data intelligence to customize the appropriate communication and sales strategy for each region. We have a very robust training program that works on consumer behavioral aspects, as customers prefer to be approached and negotiate differently depending on the region. However, we also have global product and brand guides that need to be followed, since our objective as an area is to deploy all Samsung communication determined by the headquarters in our country.
What impact did the pandemic have in terms of challenging trade marketing to build promotion actions?
We went through a very difficult period during the pandemic, as the stores closed their doors for a while and until a certain period we could not send our promoters to the field. All of this greatly accelerated the entry of new technological experiences, provided, among other solutions, through Interactive QR Codes on TVs, where the consumer can access some product functions via smartphone, in addition to the display with buttons and the SmartThings app itself in Homes Connected. We greatly improved product communication and a good part of our training became online, with different dynamics and interactions with the target audience. We realize that it is possible to innovate even in difficult times.
How do you see using data to build targeted strategies and actions?
Today we can say that all our decision making is based on our data intelligence. We have a control room where we can see in real time everything that is happening with all the stores under our responsibility. We have a specific Retail Management (RM) area, which has indicators for all our initiatives and field operations. This allows us to be agile in actions aimed at communication, campaigns and incentives or even a quick reaction against the competition.
How to make the customer experience even more amazing?
The technological resources of connectivity allow the customer to control all the products in his home, whether by TV, fridge or smartphone. In addition, the consumer is increasingly aware and concerned about sustainability issues and, at this point, we have a lot to show, such as the SolarCell remote control, the boxes that pack the products and transform them into creative objects, in addition to several items with low power consumption and high efficiency. All this enchants the customer while he is carrying out the experience and handling the products, which possibly culminates in the desire to purchase our products.
In your view, what is the importance and how to encourage female leadership in companies?
Female leadership is essential to establish gender equality within a company and thus contribute to equality in society. We face many obstacles in our careers to reach a leadership position, although we have the technical and behavioral capacity to deal well with the demands of a higher position. For me, it will always be about building a more egalitarian, diverse and inclusive professional environment that generates not only financial results, but also talent development and retention. To encourage female leadership in the company, it is necessary to promote diversity, include effective gender equity policies, develop a strategic career plan, offer mentoring and training, as well as create safe spaces and, finally, measure, document and publish the progress of women in the company. company in promoting gender equality.