Por Rodolfo Pollini

Without being able to ignore this pandemic that impacted us all, and surely also brands and companies, how does an executive of a leading company see this moment in business and markets?
It is a time of uncertainty, but also to be very alert, to take advantage of opportunities. Looking ahead, we see a dynamic market, and I am not referring to unit adjustments or something in particular, but to changes and there, in those changes, is the key to seeing who is best prepared for those changes that are coming.

You talked about opportunities, being alert and changes. Can you imagine some examples for each of these concepts also talking about the changes that will remain or not after the pandemic?
There are changes that have to do with general market regulations. For some categories, new regulations are emerging and the one who is best prepared in that sense will have a chance, without a doubt. On the other hand, among the changes that are here to stay, one is undoubtedly online commerce. BGH has always been a player in technology and innovation and we are moving forward in that sense, not to play alone but with our business partners and our main clients and to venture, effectively and in the long term, into that channel.

Last year, the explosion of online commerce was largely a product of necessity, as physical stores were closed. I want to ask you if you agree that this year that result is going to go down a little, but I also find it interesting to observe that there is beginning to be talk, in terms of management, of B2B online commerce, of bringing more technology to the direct relationship between suppliers with their own suppliers and with distribution channels. How do you see this?
Regarding the online channel, I think that last year many barriers were broken. A significant number of consumers who thought they would never buy online ended up doing so and experienced its many benefits for the first time, plus a number of players who were only in traditional channels started playing this way satisfactorily, so I believe there are opportunities for growth, both on the consumer side and on the company or sector side. The growth will be continuous, although there will not be a closure of physical sales bridges, like last year. Without a doubt, this growth will be accompanied by the B2B online channel. Everything that is technology for online is going to begin to be used in all channels, be it B2B, B2C and even in more professional channels, because it has multiple benefits.

One sees that the technological contribution is deepening not only because of the value of technology itself, changes in behavior are also occurring, from SMEs or smaller retailers to large companies. You discover, for example, how to best distribute your time when using Zoom or similar applications and technology is renewed very quickly. Do you see a post-pandemic that will surprise us a lot in business management or a first stage of tranquility and a world that will be reconverted and reordered little by little?
It is a complex question, but there are things that are here to stay. Managing with tools like Zoom, linked to teleworking, is something that is here to stay, but I think there will be a mix between a more efficient amount of online management and another in which more personalized face-to-face treatment will continue to be necessary.

I go back to what you said about opportunities and those who are best placed to face them. It occurs to me to think that outside of health issues, the pandemic could redefine some markets or businesses. There was a time when the Argentine market had about 40 microwave brands, too many for the size of the local business. Situations like that can distort a business to the detriment of those who are most strongly positioned in it. Do you see in the post-pandemic the possibility that some markets or businesses will reorient or change?
Most likely, the post-pandemic world will be different from the one we knew before it, the markets or the way of doing business is not immune to this change, as I mentioned before, the medium and long-term horizons are those that will generate the best conditions for those who truly prepare in a solid way and with robust growth objectives, prioritizing the focus of the business and the satisfaction of the needs of its consumers and of course its value chain.

I was referring to the possibility that younger players, who enter and leave a business, may have more difficulties in maintaining themselves from now on, unlike those who are consolidated in that business and have their work mechanism much more oiled. I take for example someone who already had their online store up and running last year and surely managed it more competitively than someone who had to set it up due to the emergency.
The market in Argentina has a lot of complexities that must be managed. The difficult thing to manage is the short term versus the long term. I think we have the gymnastics of managing difficulties, but we are moving towards a consolidation of players, in general.

Also speaking generally, when the pandemic broke out there was a quick reaction from brands speaking to their consumers and those consumers found them accompanying them at least from the messages. How did you see that accompaniment?
I think it changed the way the consumer buys the product but there was also a change in how companies communicate with that consumer. Some did very well, others less so, but in general there were very positive things. The change is good. It's good to say that now we have to come from another side.

Last year, due to the pandemic and closures, the supply of products was very complicated and that caused problems with prices and financing. Do you think that this year those problems will weigh less?
Even in the face of a new closure, which we hope is not necessary, there are a number of issues that we have already learned. The market is going to be different, even the conditions are different from the consumer, from the suppliers, from the supply and from the retail. So it is difficult to predict what will happen in the future. As I said when we started, I see changes, opportunities, a little uncertainty and also the need to be very attentive and firm in the wheel of the business.

In any case, opportunities rise to those who are prepared to rise.
Undoubtedly. Opportunities are not for everyone and I think BGH is in a great place in that regard. For a few years now it has been preparing, investing and working on new things in pursuit of a plan that has to do with consolidation over the years, looking at a long-term growth horizon.