Boost your international activity: branding and digitalization in the post-COVID-19 era

During the panel led by the Forum of Leading Spanish Brands, both Dora Casal, General Manager of Roberto Verino, and Emi Boix, CEO of EMAC Group, discussed digitalization as a key factor in brand management and company internationalization.

We will start with a general question about how you assess the current situation overall and how it has affected/is affecting your industry and your company specifically.

This sudden halt in activity has had many consequences for the economy, particularly in construction and the sale of building materials. In our sector, many small companies have been inactive for nearly three months, making it difficult to endure and recover now that we find ourselves in this scenario, with companies economically weakened. We are gradually recovering activity, but the market faces serious difficulties in purchasing beyond essential needs or planning in the medium term. The return to activity is very slow.

There has been much discussion about technology and digitalization in recent weeks. What opportunities have you taken advantage of?

We work in the construction sector, a very traditional and not very digital industry. However, for us, this has been a great opportunity to transition to remote work and the use of technology. Although we had considered it before, there was never a good moment. In any case, we had already made significant progress in recent years by investing in IT infrastructure, equipping the company and its subsidiaries with a solid, stable, secure, and agile system.

What challenges have you encountered?

Our main challenge and concern has been keeping the team united and motivated at all times. Additionally, remote work assumes certain conditions, such as a good internet connection and full dedication to work, which in these critical circumstances have put us all to the test—especially regarding work-life balance, unusual stress, and uncertainty.

Has this allowed you to connect better with clients and/or consumers?

Yes. From the beginning, we have held video conferences with clients and partners around the world. This has allowed us to strengthen relationships, offer support, and stay close despite the distance and complexity of the situation.

We decided to position ourselves alongside our clients—helping them remotely through training and promoting the sale of our products. We conduct open webinars and many others that are more like private roundtables with each client and their team, helping them deepen their understanding of our products and choose optimal technical solutions for each project.

The challenge is to provide added value without being able to visit them. Previously, site or store visits were essential and must now be complemented by virtual management.

In what aspects? What do you think will change in the coming years?

We operate in a very traditional and analog sector where everyone has been forced to digitalize, and this is here to stay. Personalized online training, support video calls, online quotations, etc., have opened the door to virtual commercial relationships, which were not common in this sector. These advances will remain, evolve, and improve, bringing greater flexibility, productivity, and intelligence to our companies.

We ask ourselves: how will customers experience our brand from now on? We are constantly required to respond to new market needs.

How has internationalization been in a world that has been/is still confined?

Interestingly, I believe we have emerged stronger internationally because we were already working remotely. Our way of connecting, acquiring clients, meeting, and negotiating is now necessarily online.

Internationalization was key to recovering from the previous crisis—will it be again? What role does e-commerce play?

E-commerce has allowed crossing borders without leaving home, even for customers who were not used to online shopping.

Regarding brand management, do you think this crisis has affected/will affect the relationship between customers and brands?

At a time when relational and personal sales are declining, customers seek trustworthy brands. We have maintained excellent service, prioritizing the health of our team and their families. These values reach our customers and strengthen our market positioning.

In what aspects? Do you think solidarity and social commitment will be more valued?

Yes, intangible values increasingly define brand value—solidarity, environmental responsibility, circular economy, etc.

How do you see employee engagement with the brand?

A high level of commitment has been essential to move forward. I am truly grateful. Our team is deeply connected to the brand and does everything possible to keep the company moving.

What opportunities has technological transformation brought to brand management?

Brand values can now be communicated through more channels, reaching further and faster. However, values and reputation must remain central to any brand strategy.

What priorities would you highlight for SMEs in branding, internationalization, and digital transformation?

It is essential to ensure that brand values are internalized by your team and reflected in your communication.

Remote work and digital events are key tools to continue internationalization and growth strategies. It is important to find simple tools that allow progress without major complications. This year is not about exploring excessively but about maintaining and protecting your core business. Make the most of what you already have.

In such a critical and uncertain environment, decisions must be made quickly and require minimal investment.

You need tools that are:

• quick to implement
• easy for the team
• low cost
• and enhance brand image and prestige