Transforming AT&T Stores for Market Entry
Customer experience | Project Management
Context
As part of their market entry strategy AT&T acquired NEXTEL and IUSACELL who had filed for bankruptcy in Mexico. However, due to local regulation all legacy stores had to be rebranded in a short period of time, which became the objective of this project:
500+
Stores
6
Months
Nation wide
Rebrand
Meet the stores
Customer experience goes beyond a call, we also need to deliver a better service and a establish a good relationship with the client and we want to reflect that in our stores
Carlos Blanco, COO AT&T Mexico
My role
Successfully developed a store segmentation proposal that was used to plan the nationwide rebranding efforts. This entailed processing data from stores locations and sales to make a recommendation of which stores to keep and prioritize.
01.
STORE PRIORITIZATION
02.
VENDOR MANAGEMENT
Managed the vendor screening and onboarding for furniture design, execution partner and paint vendors.
03.
FURNITURE DESIGN
Led the redesign for service booth to increase customer interactions and fit smaller stores. Led the design of a new accessories and phone display to fit smaller stores.
04.
REBRAND EXECUTION
Responsible for managing rebrand execution partner, focusing on painting, sign installation and furniture delivery. To execute store rebranding for flagship, premium and normal segment stores
Learnings
Come up with a solution, not a problem
Because of our short timelines we had to make decisions fast, being able to propose solutions every time a new problem arises, allowed me to gain my client’s trust and given them confidence that I would get the job done.
Progress over perfection
I had to come up with temporary solutions for problems that we did not have enough time to solve to avoid fines. This allowed us to buy more work time and complete all the critical parts of the
rebranding on time.