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These are the keys to building the new unicorn

May 7, 2020

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The opinions of the employees of s You are personal.


These are the keys to building the new unicornThese are the keys to building the new unicorn

Was a key player in the growth and expansion of the mobility unicorn Cabify He learned a lot in Latin America Ricardo Neder – Who was the company’s global president – but most of all, the certainty that Mexico has the talent to create startups that solve real problems, change market paradigms, and generate business models that compete with some of the largest companies in the world.

This passionate and promoter of the technology and innovation ecosystem in Latin America is a mentor Make an effort and part of the network of experts at World Economic Forum (WEF). He left his position at the top of Cabify’s corporate structure and pursued his dream of a solution that, with highly effective technology, should solve one of the great challenges that humanity will face in the future: how to feed the 8,500 million people we have will be in 2030 and produce and distribute the food where and when it is needed?

With this conviction and armed with a team of young entrepreneurs who have the appetite to change the world, like Ricardo Martínez, who led the growth of B2W, Groupon and NetShoes; The platform neither started in 2019 Jüsto, the first 100% online supermarket where customers can order (from more than 2,000 products) via a website or mobile application and receive it at home on the same day, with the promise of getting “freshest fresh” products. and of quality.

Interview for s in Spanish, This entrepreneur tells us how to lay the foundation for building a unicorn in Latin America.

Revolutionize an industry

Jüsto’s bet is to enter an industry where there are very large and suspicious players from the competition. But that is precisely why they have many options. “While technology has helped supermarkets make processes more efficient and understand users better, the supply chain has not changed in decades. It is an industry with very high volumes, but very low margins and high fixed assets.”

On the other hand, the Deliveries or in-house delivery services, whose business model focuses on the upper class and delivery speed and leaves the quality and freshness of the products in the background.

Restructure the game

The name of the supermarket without stores refers to its philosophy. “We believe in fair trade and want prices to be fair for everyone, not just for company shareholders, but also for producers, users and the margins that allow it.”

What is the strategy? “Improve the value chain by mass selling local manufacturers and reduce the drop from 35% found today in traditional supermarkets to 3% by automating processes to deliver 100% of the order to the end user and not 80 %, as is the case with some deliveries. “

The platform is also looking for a fair offer for local producers who find it very difficult to get into a large retail chain due to the volume of production needed and the 180-day payments that can kill them.

Data is everything

Ricardo’s vision is to use technology in retail. “Our core is data, how we enlarge and use data to optimize the experience of Customer trip (all phases that the customer goes through, from the determination of a requirement to the purchase of a product) and our operational processes, ”he explains.

Although there is currently a lot of talk about artificial intelligence and machine learning, “the great revolution we are experiencing is the problem of data because it is able to make everything more efficient and automate every process. In fact, the true competitive advantage of a company in the future will be the quality of its data: the better it is, the more efficient it is output Of your AI system. “

One problem after another

Ricardo spent more than a decade in the corporate world and climbed into positions. You’ve had enough failures and successes to know how important it is to stay focused today. “I know a lot of people who want to stop being ‘godín’, but I tell them that statistically the best starting age is 45,” because you can learn a lot in traditional companies. Knowledge, learning and experience are invaluable to reduce the number of mistakes and increase the chances of success when you finally start yourself.

Ricardo Weder said goodbye to the frenzy of young people that leads you to make early decisions, be more patient, and more analytical. Remember how the change happened: “I’m pretty chic, hyperactive, I had dyslexia, and if you’re in a large company with scaling potential, the idea of ​​growing and expanding is super sexy. It appeals to you because you think that’s what success is about, but I’ve learned to be more careful, go step by step, and solve problem by problem. “

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