FundsPeople is one of the reference communities for collective investment and asset management professionals located in southern Europe and is aimed primarily at fund management and distribution professionals, institutional investors and private banking professionals.
In its digital transformation process, the company placed itself in the hands of Nuvix, with the declared objective of making use of all those digital tools that would allow it to develop exponential growth both in Spain and in Italy and Portugal. For this, a new strategic plan was carried out based on 3 pillars: new brand positioning, technology, digital marketing and talent. We have had the opportunity to talk about this process with Gonzalo Fernández Guadaño, director of Funds People.
[MCPRO] What technological situation was FundsPeople in before coming into contact with Nuvix? What were your needs?
[Gonzalo Fernández Guadaño] We had some important elements in terms of technology, but we lacked an overview of this topic and how to make the most of digitization in our company in the future.
Our tools were also not integrated, as were the databases, so we had a lot of manual processes and a lack of coordination between departments and countries. We also had frequent loading problems with our website.
[MCPRO] What kind of messages did you want to push when developing a rebranding strategy? What kind of positioning did you want to achieve?
[Gonzalo Fernández Guadaño] FundsPeople wanted to highlight its service capacity on an international level, highlighting both its quality and its magnitude. Regarding the way of interacting with its clients, in addition to making its value proposition clear, FundsPeople wanted to be closer and more accessible to them.
It was also a clear objective that FundsPeople, in its new brand structure, reflect its six business areas. And of course, the change in strategy was aimed at denoting modernity, making content available to the FundsPeople community digitally and always prioritizing the client, since it is the main engine of our activity.
[MCPRO] How is the technological solution that is implemented in the organization and how does it help you in your digital transformation process?
[Gonzalo Fernández Guadaño] We needed an internal digital process that would allow us to increase functionality, that would help analyze the business in all its dimensions, and with which we could obtain data of interest and thus refocus the strategy based on the needs and behavior of our community.
The technological solution suggested by Nuvix was gradual, something that was very attractive to us. Through phases, they were able to update and optimize FundsPeople’s resources. As far as operability is concerned, we can highlight the CRM integrated with the web, customer segmentation or the automation of processes via the Salesforce marketing cloud. All this positively conditioned the production process of FundsPeople.
And of course, the business intelligence tools that Nuvix implemented helped us to generate an optimized commercial portfolio, based on data and in accordance with market demands.
[MCPRO] What are its main advantages and how has your way of working and positioning yourself as a brand changed?
[Gonzalo Fernández Guadaño] Among the main advantages we could highlight the operability, the optimization of resources, the data to be able to strengthen not only commercial decisions.
But above all, having a roadmap that would help us channel sales and marketing, as well as the tools to make the most of our CRM. I think FundsPeople has gotten better at quality content, performance, responsiveness, and knowing what our most important asset, our clients, wants.
[MCPRO] What other things would you like to highlight about this process?
[Gonzalo Fernández Guadaño] The professionalism with which the work was done, and that the entire process is based on a thorough prior analysis in order to make an accurate diagnosis of the situation and the best solutions.
I can also highlight the empathy of the Nuvix team, having FundsPeople as the only priority and seeking the best for the brand. And of course the service both during the implementation and the change and later in the accompaniment. It was a process that could have brought pitfalls and rough edges, but it turned out to be something agile, rolled and agreed with us at all times.
