While E-commerce is positioned as the omnipresent solution to sell everythingat any time and place, there are companies that continue to bet on the face -to -face, but not for resistance to change, but for Strategic conviction: In times of algorithms and clicks, when the product needs to be lived, tested or explained thoroughly, human contact continues to make a difference.
Beatriz MacayaCEO de Thaha Sa, official distributor of Thermomix y Kobold -Marcas of the German Vorwerk group- In Argentina, he argues that the face-to-face channel is not only a commercial choice, but a central part of the business model. The sales strategy is based on three pillars: direct contact, personalized advice and product test in real context. “To be an agent, you have to be a user first: those who sell know the device thoroughly, which enhances the trust between seller and buyer,” he says.
He Canal online is not ruled out, but limited to spare parts, accessories and complementary products. The reason is statistical: conversion and satisfaction levels are significantly higher when the client lives the complete experience. “Seeing Thermomix or testing the Kobold aspirator completely changes the perception of the product,” says Macaya. Therefore, more than 90% of sales are made offline.
In Essenthe legendary mark of utensils and kitchen battery, the sale is much more than a transaction. Mauro Labusta AlarcónMarketing Manager of the Company, defines it as an “meeting act”, a commercial model that prioritizes direct sale and human bond over digital channels. The brand’s strategy is focused on personalized accompaniment, product demonstration and GENERATION OF TRUST RELATIONSHIPS. “Therefore, the face -to -face experience remains the heart of the business, with independent entrepreneurs who become true referents of each product,” he says.
Labusta Alarcón argues that direct contact with the client not only It allows to show in depth the attributes of each piece, but also to understand the specific needs of each home. “From how a pot is heated in different fires until its cleaning or the benefits of its coating, the product needs to be lived,” he says.
With presence in more than 100 countries and a global community of entrepreneurs, Qnet He has built his business model on a clear premise: combining technology with authentic human relationships. “We don’t talk about offline, but Humanize digital”, resume Adriana SarmientoRegional manager of QNET Latin America. Although all its operation is 100% online in the logistics, the direct sale remains the central pillar. There is no open e-commerce to the final consumer because the value is not only in the product, but in the personalized accompaniment and in the Development opportunity offered by each transaction.
QNET markets well -being products, personal care, home and luxury, and does so through independent entrepreneurs that not only recommend what they use, but also They share a philosophy of life. “In our proposal, each sale also implies an emotional connection and a purpose,” says Sarmiento.
To reinforce that experience, the company is betting on physical experience centers in different countries – with Argentina as the first step in the region – where people can try, feel and live the lifestyle promoted by the brand. From water filters to supplements, the idea is that each product is understood as part of a path to balance.
-The pandemic and context of isolation and social distance was a challenge for these companies. Macaya explains that the company quickly adapted to virtual attention. With demonstrations by video call and contactless deliveriesThey achieved sales records, especially driven by the kitchen boom at home. “Even so, face -to -face proved to be irreplaceable: when the circulation reopened, many clients waited to have the live experience to decide to buy,” he says.
during the confinements, Essen quickly migrated to virtual demonstrations. Far from resenting, the business found In virtuality an opportunity for entrepreneurs to maintain contact with their clientsshared recipes and reinforce their community. Although it worked as a bridge, the company did not incorporate direct online sale or after or after isolation. “The conviction is clear: the close model cannot be replaced,” they say from the firm.
QNET’s digital ecosystem was key to sustaining and even growing the business even during COVID-19. The robust e-commerce platform, virtual training and online global events allowed the community to remain active and connected. However, the focus was always -and still -in the human factor. “We do not sell products, we offer tools to improve the quality of life and generate real opportunities,” Sarmiento emphasizes.
Without an accent in digital sale, the digital leg of these companies seeks other purposes. Today, Thermomix and Kobold’s digital presence relies on Instagram, YouTube, Facebook and LinkedIn, focus on the community link and the recruitment of new agents. The contents created by users and professionals exceed the officers in volume and virality, something that the brand sees as a strength: “It is a dream viral,” says the CEO. In addition, the networks fulfill a key function in showing training opportunities, growth and awards for those who add to the sales team.
In social networks, Essen has an active and strategic presence. It uses its official channels to inspire cooking, to undertake and live the Essen experience, with content that combines recipes, launches and real testimonies. “However, they are The entrepreneurs themselves who amplify that message in their personal profilesespecially on Instagram and WhatsApp Business. From there, they generate closeness, trust and personalized attention, ”explains Labusta Alarcón.
QNET also has a strategic presence in social networks, both globally and regionally. Through content that inspire, educate and connect, QNET promotes real transformation and leadership stories. “In Latin America, the digital strategy points to strengthen values such as self -assumption, community and purpose. We are a brand with purpose, and we also demonstrate it from digital, ”says Sarmiento.
Macaya believes that direct contact -based businesses will remain in force, even in an increasingly digital environment. Proof of this was the opening of seven own places after the pandemic, which enhanced sales and brought the product closer to new audiences. “Online sale is not ruled out for the future, but only in categories that do not require a direct experience to be valued. For the business core, the formula remains clear: demonstrate, advise and connect,” he says.
Faced with a hyperconnected context, Essen believes that relevance is played precisely in what cannot be digitized: human contact. “People value the authentic, the shared, the real”, Says Labusta Alarcón. And therefore, although technology accompanies, online sale is not in immediate plans.
The QNET model does not expect to incorporate a direct channel to the consumer, because that – Sarmiento explains – would be to go against their essence: empower people, not replace them. Under philosophy Rhythm (Raise Yourself to Help Mankind), the brand defends an approach that combines entrepreneurship with a positive human impact on the lives of others.
While trade is digitized at full speed, these companies show that the face -to -face is not a lock, but a competitive advantage. In a world of screens, algorithms and automation, human contact not only survives, but in many cases becomes a Premium experience.
