We began this journey with a deep understanding of the automotive business, the industry, the brands, the customers, the company and its business challenges, as well as the trends shaping the automotive world. With this information, we built a diagnosis that identified the main opportunities for the organization and, from there, co-created with the Chile and Peru team, in a 3-day offsite, the new strategic purpose definitions and the strategy to mobilize the business, the brand, the culture and the organization. But defining it was not enough, so we supported…
We began this journey with a deep understanding of the automotive business, the industry, the brands, the customers, the company and its business challenges, as well as the trends shaping the automotive world.
With this information, we built a diagnosis that identified the main opportunities for the organization and, from there, co-created with the Chile and Peru team, in a 3-day offsite, the new strategic purpose definitions and the strategy to mobilize the business, the brand, the culture and the organization.
But defining it was not enough, so we supported Gildemeister and its teams in bringing this new purpose to life through implementation, taking it to the teams and activating it through a series of projects spanning different areas of the company, including internal work sessions and workshops, as well as new customer-facing studies and research.
A purpose and strategy that were reviewed, updated and finally made tangible in the brand and branding, customer experience, culture, values and the employee value proposition.
