BAC Credomatic, a leading bank in Central America, was faced with the challenge of providing a consistent and empathetic digital experience to its customers across six different countries. The bank aimed to build loyal and long-lasting relationships with its customers through its digital products and services. However, the challenge was to innovate and strengthen its digital presence without compromising on empathy and approachability. The bank was in search of an automated solution that could help them achieve this goal. The solution needed to be capable of handling customer queries efficiently and effectively, while maintaining a human touch.

BBVA, a leading bank in Europe and the Americas, recognized the need to adapt to the changing demands and needs of new generations. With the emergence of digital customers, the bank understood the importance of leveraging technology to meet these new demands and strengthen their market presence. The bank aimed to improve the customer contact experience, provide 24/7 support, allow for self-management, and optimize service channels. However, achieving these goals required a solution that could automate customer service and provide quick and efficient responses to customer inquiries.

CEMEX, a global construction materials company, was faced with the challenge of providing superior customer service across different countries and languages. The company has always prioritized customer experience and, in the wake of the pandemic, sought to strengthen its digital communication strategy. The goal was to provide alternatives to traditional channels and transform the way they interact with their customers. The challenge was to implement a solution that could serve all customer segments, especially those located in different countries or speaking other languages. The company also aimed to automate frequently asked questions (FAQs) and provide 24/7 customer service.

Banco Comafi, a leading Argentine bank, was facing the challenge of providing first-class support to its customers in a rapidly evolving technological landscape. The bank recognized the need for a new communication channel that could provide immediate, personalized, and decisive responses to customer queries 24/7. The goal was to complement their existing internet banking services with a new, disruptive service model that could meet the changing expectations of their customers, who were increasingly demanding instant solutions and personalized responses.

TOTVS, a leading management systems development company in Brazil, was facing the challenge of improving its customer service by adding new channels. The company had been providing support only over the phone and by email, which was not efficient enough to meet the growing demands of their customers. The challenge was to replace the existing structure with a new one that could provide an efficient, empathetic, and innovative customer experience. The introduction of a new channel also required the company to encourage adoption, perform necessary integrations and validations.

The Argentine Red Cross, a non-profit and humanitarian volunteer organization, has been working for over 140 years to improve the lives of vulnerable people across the country. Their work involves equipping the health system and conducting health operations throughout the country, with 66 branches and 36 institutes of higher learning. However, the organization faced a significant challenge in handling the numerous queries they received daily. The four-person team in charge of communication found it increasingly difficult to provide timely responses to everyone in need, which was crucial for their mission. The COVID-19 pandemic further exacerbated this issue, as the need for communication and support increased significantly.

Banco Bolivariano, a leading bank in Ecuador, faced the challenge of keeping up with the digital revolution that has swept across all industries, including the banking sector. The bank was used to rigid and bureaucratic processes, and adapting to the rapid changes was a significant challenge. The bank set ambitious goals in 2017 to lead the Ecuador banking sector, provide an innovative customer experience, maintain service effectiveness above 80% in high traffic without using additional resources, and grow the implementation of products for new customers while diversifying the product portfolio for existing customers. The challenge was to meet these goals while providing fast and simple answers to customers at any time and through any channel.

Banco Solidario, a leading microfinance bank in Ecuador, was facing challenges in keeping up with the evolving demands of its customers. Until 2019, the bank's call center relied on in-house technology, which was increasingly difficult to maintain and upgrade to meet new customer service expectations. The bank's focus on serving microenterprises, a segment often overlooked by traditional banking, required innovative solutions to enhance customer service. The bank needed a solution that could provide an omnichannel experience and modernize their customer service operations.

Disal, one of the largest distributors of books and teaching materials in Brazil, was grappling with the challenges of modern technology and changing customer behavior. The company was receiving 4,000 daily calls, a number that increased during the school year, slowing down purchasing and distribution processes. The challenge was to leverage technology to enhance the site’s service throughout the year, not just during periods of high demand. The company needed a solution that could handle the high volume of inquiries and improve customer service efficiency.

Grupo Petersen, one of Argentina's most significant economic groups, faced the challenge of adapting to the digital age and meeting the evolving needs of its over 2 million customers. The modern consumer's behavior, characterized by curiosity, comparison, and decision-making, made the process of purchasing a product or hiring a service increasingly complex. The company's goal was to become regional leaders in digital banking, which required a comprehensive digital transformation. The arrival of the pandemic further accelerated this need, emphasizing the importance of effective, empathetic, and efficient digital experiences. The company's previous chatbot was limited in resolving customer intents, leading to incorrect answers, negative feedback, and avoidance of the channel by customers.

Jeitto Crédito, a financial services company, was facing a significant challenge in managing the high volume of customer queries. The company was spending an increasing amount of time and resources on human support to handle these queries. Their goal was to reduce this demand by retaining 70% of the service demand through a bot. They aimed to implement a bot with Conversational Artificial Intelligence to optimize time and costs, channeling most of the frequent queries through the virtual assistant, thus freeing human agents for more complex cases.

Nimbi, a Brazilian supply chain technology platform, was facing a challenge in automating their customer service processes to adapt to the evolving needs of the modern consumer. Operating in over 50 countries and serving more than 200 customers, they needed a single technology that could handle a high volume of inquiries in multiple languages across their Latin American and North American markets. The goal was to improve the overall customer experience and reduce costs. The main challenge was to develop a language across their digital channels that could cater to the needs of different consumers without losing the human touch in customer service.

Sipssa Medicina Privada, a renowned prepaid health insurance company in Argentina, was grappling with the challenge of reducing response times for its members. The company was experiencing delays of up to 48 hours in responding to queries through phone and email channels. The need for 24/7 availability and immediate responses was paramount to enhance their relationship with members. The company aimed to reduce pending messages, provide round-the-clock customer service, receive online referrals from potential members, rate representative service in customer experience, improve customer service by providing adequate information, optimize and measure response times in each process, and systematize processes without needing representative assistance.

TAG Livros, a Brazilian book allocation club, is known for its high-quality service and customer-centric approach. The company wanted to further enhance its customer service strategy by covering all stages of the customer journey for both existing and potential customers. The main objectives were to consistently improve customer satisfaction, provide agility, and make information readily available. The challenge was to implement a solution that could support these goals, especially during key sales dates when customer service demand is high.

Teclab, a Higher Technical Institute in Argentina, was facing a significant challenge in bridging the gap between the current education system and the professional world's needs. The institute, known for its innovative approach to education, was struggling to provide a 360°, innovative customer service while improving the student experience and communication. The traditional structures of education were proving to be inflexible and unable to adapt to the changing needs of students and society. The institute was looking for a solution that could offer immediate responses to student inquiries, adapt to their preferred communication channels, and evolve according to societal requirements.

Teleperformance, a global leader in customer service, faced a significant challenge in managing communication and recruitment processes for its over 23,000 employees and numerous job applicants worldwide. The company aimed to provide easy and quick access to information for all, but struggled with growing closer to its collaborators, ensuring their satisfaction, and preventing overload in the support areas. Prior to implementing Aivo’s platform, Teleperformance had a small staff and an overburdened recruitment service channel. This resulted in an excessive demand on the Human Resources team and left many applicants without a response, negatively impacting the company’s image.