Babygreen

Making a new venture in the AgroTech industry more sustainable.

Service Line: We devised a plan to refine a company’s client touchpoints and pave the way for sustainable growth.

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Babygreen

Refining customer service and all contact points.

Service Line: We devised a plan to professionalize the way a new venture communicates and registers new orders.
The challenge

Overview.

Babygreen, a venture owned by Fronda, is an edible plants and flowers provider for the gastronomic environment that serves the highest quality restaurants and that, nowadays, is growing its volume of clients. They champion values like proximity, care and and personalized service.

In these times of rapid growth, its own internal operative process and overall data management strategies have started halting the agile work flow that the company needs to become operationally sustainable, which is why they need to find solutions to optimize procedures and communications.

Our starting point:

The complete sales ecosystem is based on Whatsapp mobile app as the main and only communication with their clients: from simple queries and questions to placing orders.
Clients (haute cuisine restaurants) have intense work routines and require that every order they place is handy to send, directly with their mobile phone.
Babygreen’s Data Base (clients, orders and products) is, at this point, not generating internal intelligence or benefits as an insight and metrics provider of the business. Data is stored and kept but not analyzed to improve the service.

Our end goal:

To design and implement a plan that professionalizes Babygreen’s interactions with clients and boosts growth and scalability.

Together with Fronda, we took on the challenge of modernizing customer service and making a venture operationally sustainable in an industry whose nature demands quick and easy-to-implement solutions.

OUR process

Deep dive - Insights - Solution Discovery - Labs.

In order to understand the reality of our client, we needed to stablish a research plan from the beginning, which is why we started by studying the ecosystem and developing a map of the business’s stakeholders.

This first step was followed by a process of Solution Discovery centered on understanding digital functionalities we may require and how they could be easily implemented in the current data management system of Babygreen to make place for sustainable growth.

home-bkrnd-2 (1)
Deep dive

We understood our client as a service, and learned about the complete selling process from the crop of the products to the restaurant service.

babygreen_2
Insights

We organized all the information acquired and tried to cross-check it in order to find opportunity gaps in which improvement could make a difference bi-directionally.

babygreen2
Solution discovery
As the learning about the problem grew, we set the essential pillars and fields in which the solution needed to perform and sinthesyzed the best solution.
babygreen3
Loop 1 - validation
We got back to our client and restaurants to learn about the solution just implemented and extract insights while developing new options.
babygreen_11.png
Solution follow-up

As part of the solution is already implemented and getting positive results, internal process enhancement is the final step toward Babygreen’s new digital ecosystem.

+100 Michelin Guide chefs surveyed
3 fieldwork visits to restaurants
6 action areas selected
As functionalities required by the solution
15 digital tools tested
To fit established solution’s design pillars
33% of clients adopted solution on week 1
Sales increase parallel to adaptation
Digital data management ecosystem
Automated orders keeping familiarity with clients
home-bkrnd-2 (1)
Deep dive

We understood our client as a service, and learned about the complete selling process from the crop of the products to the restaurant service.

+100 Michelin Guide chefs surveyed
3 fieldwork visits to restaurants
babygreen_2
Insights

We organized all the information acquired and tried to cross-check it in order to find opportunity gaps in which improvement could make a difference bi-directionally.

6 action areas selected
As functionalities required by the solution
babygreen2
Solution discovery
As the learning about the problem grew, we set the essential pillars and fields in which the solution needed to perform and sinthesyzed the best solution.
15 digital tools tested
To fit established solution’s design pillars
babygreen3
Loop 1 - validation
We got back to our client and restaurants to learn about the solution just implemented and extract insights while developing new options.
33% of clients adopted solution on week 1
Sales increase parallel to adaptation
babygreen_11.png
Solution follow-up

As part of the solution is already implemented and getting positive results, internal process enhancement is the final step toward Babygreen’s new digital ecosystem.

Digital data management ecosystem
Automated orders keeping familiarity with clients
The result

Order processing automation and communication channels improvement.

In order to decide what we needed to focus on, we identified two main verticals. After the complete indoors and outdoors Discovery process, we opted to design a solution for order management and messaging agility.

In this way, we are paving the way for smoother day-to-day operations and making Babygreen operationally sustainable.

Solution discovery
We revealed a catalog of software solutions that solved communication issues but left aside orders between their functionalities. Meanwhile Whatsapp Business offered additional features that could be used by Babygreen (product catalog, tags) to improve their service on the front-end to clients, but could not be integrated as part of a data base. As a result we finally reached to find the best tool (Walichat) that could let us connect Whatsapp Business to a Data Base and so start introducing client orders automatically and directly from Whatsapp.
Improvement day by day
An ambitious but strategic roadmap can lead small-medium scale business to build and strengthen its value to clients as solid competitors of a market, opening additional roads to develop innovation indoors and so impact outdoors. Acquiring a bigger volume of clients in half of the time is just a proof of how digital transformation can lead this road forward.

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