The digital advantage begins with understanding people
When we think about digital transformation, we often imagine companies migrating completely to the internet. However, our results show a different reality.
While in Colombia 38% of people conduct their activities exclusively through digital channels, in Chile the figure is practically the same: 39%.
The significant difference isn't there. It lies elsewhere.
In Chile, 33% of people naturally combine digital and in-person channels, while in Colombia that proportion reaches only 27%. That's a six-percentage-point difference.
It may seem like a small gap, but it represents thousands of customers who have learned to move fluidly between both worlds: they research online, buy in-store, receive in-person service, and continue the process through an app; they begin an interaction on one channel and finish it on another.
In other words, Chile has managed to develop a true omnichannel experience.
Digital transformation isn't about replacing the physical world. It's about integrating it. And that integration doesn't happen by accident.
It requires understanding how people use technology, what their expectations are, what they value in each channel, and how they make decisions throughout their relationship with an organization.
The Digital Frontier as a Competitive Advantage
At the National Consulting Center, we have spent years studying precisely this relationship between people, technology, and services.
Our Digital Adoption Study allows us to understand how customers, users, and citizens interact with different channels, identify an organization's digital frontier, and design truly omnichannel strategies.
But today, this knowledge has added value.
Artificial intelligence is transforming how organizations serve, advise, and make decisions. However, AI will only be as good as its understanding of the people it serves.
Our data allows us to feed artificial intelligence models with evidence about real customer behavior: how they interact with channels, what they expect from each interaction, when they prefer human attention, and when they value automation.
In this way, the digital frontier ceases to be merely an indicator and becomes a tool for implementing artificial intelligence responsibly, effectively, and with a human-centered approach.
Beyond Measuring Satisfaction
In our Loyalty Unit, we evaluate five fundamental capabilities that strengthen the customer experience and transform every interaction into a learning opportunity for the organization.
Experiences that Differentiate
We identify the moments that create the "wow" effect and build lasting relationships with customers.
Frequency and Management of Failures
We start from a fundamental reality: in an environment where artificial intelligence is increasingly automating processes, errors will be inevitable. The competitive advantage will lie with the organizations that learn to recover better and faster.
The Service Iceberg
Not all incidents become formal complaints, claims, requests, and suggestions (PQRS). We measure the gap between the problems customers experience and those that are ultimately reported, revealing opportunities for improvement that typically remain hidden.
The True Cost of Every Failure
We quantify the economic impact of a negative experience, incorporating variables such as customer churn, legal risk, and reputational damage resulting from comments and conversations on social media.
Resilience
We assess how prepared your organization is to rebuild trust after an incident, understanding that recovery occurs when the customer perceives they received fair treatment and an appropriate solution.
As a complement, we use artificial intelligence models to analyze the emotion generated by each interaction or incident and estimate the likelihood of subsequent customer behaviors, such as recommending the brand, abandoning the service, filing a complaint, or sharing a negative experience.
How can we help your organization?
Identify the digital footprint of your customers and employees.
Design evidence-based omnichannel strategies.
Measure customer experience (CX) and user experience (UX).
Identify opportunities to incorporate artificial intelligence where it truly generates value.
Quantify the economic impact of service failures.
Strengthen resilience and customer loyalty.
Transform data on behavior and experience into strategic decisions.
Because digital transformation doesn't begin with technology. It begins with understanding people. And artificial intelligence only creates value when it learns from them.
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