The retail sector is undergoing a profound transformation driven by a more demanding, informed consumer with greater control over their shopping experience, as revealed by Zebra Technologies ‘ 18th annual Global Consumer Study , The Pulse of the Consumer: The New Reality of the Retail Sector , which warned that today not only a sale is at stake, but also long-term loyalty.

The analysis indicated that modern consumers expect seamless experiences across the physical and digital worlds , where competitive pricing, speed , and ease of use have become essential . When service deteriorates, customers immediately notice and respond by leaving the store or switching brands.

In a context of economic pressure, saving has become a priority. 78% of consumers stated that using coupons and seeking discounts is more important now due to inflation, while 71% expressed concern about having to switch products or brands due to price increases linked to tariffs.

However, value is no longer defined solely by the lowest price. 81% said they are more likely to buy if they receive a discount , but the impact is greater when the offer is personalized and relevant , delivered at the right time.

Personalization is driving the growth of retail media networks (RMNs) , which combine consumer data with in-store advertising and digital channels. Nearly three out of four consumers want more personalized ads when shopping in physical stores, and 73% said they would likely use these types of networks.

On the retail side , 83% of executives considered NMR a technological priority for the next five years. This market is estimated to exceed $300 billion by 2030 , becoming one of the main drivers of in-store profitability.

Although improvements are being seen, operational failures continue to take their toll. 52% of consumers reported leaving a store in the last three months without completing their purchase due to empty shelves, lack of products, or long lines. While this figure represents an improvement over the previous year, stockouts continue to erode consumer confidence.

According to the study, 82% of executives acknowledged being under pressure to minimize stockouts, while 69% of the information technology (IT) budget is already allocated to devices, software , and workflow automation.

Frictionless omnichannel

On the other hand, the integration between physical stores and e-commerce is no longer a differentiator , but a minimum expectation. 79% of consumers considered a seamless experience between both channels key, and 75% expect retailers to use the latest technology.

However, a gap persists between what retailers believe they offer and what customers actually perceive , especially in processes such as returns, product availability, and checkout speed. These small frictions, the study warned, accumulate and weaken the relationship with the brand.

Globally, consumer satisfaction is declining. In-store experience fell from 85% in 2023 to 79% in 2025 , while online shopping satisfaction dropped from 85% to 73% over the same period. Consumers notice when service deteriorates and don’t easily forget it.

Despite technological advancements, human connection remains central. 73% of consumers want to interact with in-store staff, although almost half of them reported feeling frustrated by having little time to serve customers due to routine tasks.

Here, technology emerges as an ally. According to Oxford Economics , modernizing workflows can increase customer satisfaction by 21% , while automation boosts employee productivity by an average of 20% .

In this sense, speed has become an essential part of the service. 76% of consumers want to enter and leave the store quickly, and 74% perceived self-checkout lanes as faster than traditional ones. Self-service, self-scanning, and mobile devices are no longer optional .

Artificial intelligence (AI) is also moving from a promise to a common practice. 69% of consumers believe AI will improve their experience, while executives anticipate its impact on personalized recommendations, inventory management, dynamic pricing, and augmented reality.

Zebra’s study indicated that the future of retail will depend not solely on technology nor solely on people, but on the intelligent combination of both . Retailers who manage to eliminate operational friction, empower their employees with digital tools, and offer seamless , personalized experiences will be the ones who define the next era of the sector .

In an environment where consumers have more options than ever before, every interaction counts and loyalty is no longer taken for granted.

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LAS VEGAS, NV.- The digital transformation of companies must focus on an essential principle: offering a personalized, consistent and innovative experience , regardless of the channel of contact with the consumer, as commented during SAP Connect 2025 , Sarha Tuta , Head of Customer Experience (CX) for SAP Latin America North .

“ The customer experience has to be identical, no matter the purchasing method . A person can go to a physical store or shop online, but what they expect is for the brand to recognize them, to know who they are and what they like. That’s the foundation of loyalty,” he emphasized.

The company strengthened its CX solutions portfolio with the launch of SAP Loyalty and SAP Engagement , tools designed to help organizations connect with their customers through omnichannel strategies, advanced analytics, and Artificial Intelligence (AI) .

“The goal is simple: for the customer to feel like the brand is speaking directly to them, even if there’s a machine behind them. That emotional connection is what truly builds loyalty,” Tuta said.

Purposeful Innovation: Data, Empathy, and AI

The directive emphasized that AI should be understood as a tool to support human talent, not as a replacement.

“AI could offer recommendations and analyze behavior, but it always needs human input —someone to interpret the emotion or context behind the data,” he explained.

SAP promoted a vision of innovation centered on the human experience : technology at the service of empathy. To this end, it fostered the development of digital capabilities among its customers, enabling their teams to work strategically with intelligent solutions.

“It wasn’t about a machine serving the customer, but rather helping them identify what they really needed. Empathy remained irreplaceable,” he added.

Tuta acknowledged that technological adoption was progressing at different rates in Latin America.

“ Mexico used to set the pace due to its proximity to the United States , while other markets, such as Colombia or some southern countries, were more cautious and took the plunge when they were fully convinced,” he commented.

However, he agreed that digitalization is an irreversible path . “By the end of 2027, 80% of companies in the region will have migrated to the cloud. Not doing so would be falling behind,” he said.

To accelerate this process, SAP created specialized support teams for technology adoption, focused on reducing resistance to change.

“In Latin America, we’re stubborn,” he said with a laugh, “but when we understand the value of an innovation, we embrace it wholeheartedly. The important thing is to teach, support, and demonstrate the real impact,” he emphasized.

Regarding Mexico , he indicated that the country represents one of the most solid innovation ecosystems in the region, however , he warned that the main challenge remains in small and medium-sized enterprises ( SMEs) .

“Many businesses seek to develop their own solutions to save money, but end up creating disconnected systems, veritable ‘Frankensteins.’ SAP works with flexible adoption models to demonstrate that investing in CX isn’t an expense, but a strategy for growth,” he noted.

The specialist summarized SAP’s philosophy in a single sentence that encapsulates its vision of innovation and experience.

“Companies can have the best financial or logistics systems, but if they don’t create a memorable experience, they have no future. True digital transformation begins when the customer feels unique,” he asserted.

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In a challenging environment in the world of logistics, technology plays a key role in optimizing processes and providing customer service.

Eduardo Haros, CEO of Racing Cargo , shared at the conference Digital Evolution in Logistics: Keys to Competitiveness within the framework of The Logistics World Summit & Expo , how the company decided to develop its own internal software .

Haros explained that this decision was not easy and the company evaluated different options , including solutions from major providers such as Microsoft , SAP and Oracle .

However, the investment and lack of flexibility of these systems led Racing Cargo to opt for its own development.

“The main challenge wasn’t just the initial investment, but also demonstrating that this system would bring us a clear return on investment,” Haros said.

To achieve this, they formed a team of 12 programmers dedicated exclusively to software development, which represented a risky bet for the company.

One of the main objectives of the new system was to improve internal management , starting with the human resources area.

Racing Cargo implemented modules for managing electronic records , tracking performance, and even reminding employees of their birthdays.

Beyond internal administration, the system also allowed for personalized customer experience.

One example was the integration of automated reports that include detailed information on ocean, land, and air shipments, as well as carbon footprint metrics, a key aspect for clients with sustainability strategies.

“If we had purchased commercial software, each change requested by a client would have cost us thousands of dollars. With our own technology, we can quickly adapt to their needs,” Haros emphasized.

The software development process wasn’t without its challenges. Haros recalled a previous experience in which Racing Cargo invested in an online quoting platform that didn’t have the expected impact because they didn’t consider the user experience.

“We realized that the client didn’t want to do the work of comparing options, but rather expected us to present the best alternative,” he admitted.

Racing Cargo’s in-house software currently operates in Mexico, Germany, Italy, Hong Kong, and the United States , adapting to the fiscal and operational requirements of each country.

“It’s a system 100% made in Mexico, by Mexican engineers, and it has allowed us to compete with large companies in the sector,” Haros said.

Racing Cargo’s commitment to developing its own software has allowed it to improve operational efficiency and strengthen its relationships with customers.

Despite the significant investment and implementation challenges, Haros emphasized that the key to success has been the system’s flexibility and the company-wide commitment to digital transformation.

“Implementing technology isn’t just about changing processes, it’s about engaging the entire team and leading by example. If managers don’t use the system, why would our employees?” he said.

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In 2025, the use of chatbots in the logistics sector will focus on customer service and after-sales, said Adriana Sánchez , Sales Manager for Sinch Latin America, who said that previously the use of this tool was only to send notifications.

“2025 is definitely a year in which this issue of customer service for logistics will pick up, because previously these channels were mostly used for notifications; today we see more of a customer service issue, an after-sales issue,” he explained.

In an interview with T21 , the specialist indicated that when talking about the logistics sector, it is necessary to consider omnichannel to communicate with customers , since nowadays it is important to reach consumers through the channel they prefer, whether it be a message via WhatsApp, SMS or RCS (enriched message).

Sánchez said that conversational chatbots are becoming more important for this industry because users are looking for immediacy and want to know the status of their products or orders.

“It is not the same thing that I have to go to the website and enter my order, as now that I am used to using a WhatsApp channel every day and writing to check the status, give the order number and receive an immediate response,” she stressed.

He indicated that this information can be automated through chatbots , and a query can be made that meets the consumer’s needs and that the bot is able to understand, even if a person is required to resolve a certain issue.

“When I have tools that integrate with each other, I have the communication channel, the chatbot and the customer service platform, I can complete that complete customer cycle and serve them instantly,” explained the manager.

Adriana Sánchez highlighted the omnichannel approach that must prevail in the logistics sector, because in this way customer expectations will be met by answering a question through the medium of their choice.

“It is very important for logistics companies to have omnichannels, that is, to have all channels available and for users to be able to choose where they want to contact them,” he added.

The increased use of disruptive technologies, such as Artificial Intelligence (AI) , has generated an increase in the implementation of cloud communication in channels such as chatbots that e-commerce and marketplace companies , and other industries, have developed to provide better service to their customers, an issue that logistics is targeting for this year.

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Navistar Mexico announced new additions to its work team with the aim of strengthening its penetration in the national market and enhancing customer service .

The shipbuilder welcomed Laura Romero, who joins the team as Chief Finance Officer, for commercial operations in Latin America, the first woman to hold the position.

In his new role, he will support the company’s sustainable growth strategy in all markets in which it operates , and will also be responsible for integrating innovations into operations in the finance area. His experience spans nearly three decades in companies in the automotive, construction and mining machinery industries, as well as electrical solutions for fleets.

For nearly 20 years he has served as CFO and in his most recent position was Vice President of Operations at an electric vehicle startup in the United States.

“Joining Navistar is not just a career change for me, it is an opportunity to contribute to an organization with the vision of accelerating the impact of sustainable mobility and transforming transportation as a service solution,” Romero said on social media.

Adriana Moreno joins the company as Director of Digital Transformation. Her experience includes marketing, digitalization and operations activities in companies in the airline industry, auditing services, taxes, technology, consulting and automotive industry.

In his most recent position, he was responsible for the digital transformation of an automotive company and its dealer network, with an emphasis on customer satisfaction and operational efficiency.

In his new role, Moreno will lead the digital transformation of the business in Latin America, aligning global developments with local needs and opportunities. He will also seek to deliver greater value to the customer, while strengthening the efficiency of the organization.

Karina Olvera will take on the role of Public Relations, Communications, Events and Sponsorships Manager. She has more than 15 years of experience in the trucking industry in the areas of customer service, marketing and new product development.

For the past five years, she has served as Marketing Coordinator for the brand’s spare parts division. From now on, she will contribute to generating brand positioning through communication, public relations and key events in the sector.

In turn, Rafael Alvarenga, president of Commercial Operations in Latin America for Navistar, said that the talent of Mexican employees will support the company’s growth plans . He reported that for more than a year he has been working on getting to know the business in depth in order to outline a brand strategy that will make the business sustainable.

“It is important that we can get to know who we do business with on a daily basis, with customers and distributors, and listen to the needs of each one throughout the country. This helps to adjust the brand’s path towards the future,” he said.

Alvarenga commented that International has invested in the cultural transformation of the company, supporting the development of the team’s skills and aligning them with future plans. “We are increasingly taking advantage of the union of the talent we already have with that provided to us from other sources, creating a diversified mix within the company,” he explained.

He also said that the brand is seeking to get closer to its customers and share the company’s strategies for the country. ” It is important for us that they see us as their partners every day, supporting them in the growth that the Mexican market is experiencing . We have done the work of adjusting, preparing and being ready to take a good position in the Mexican market and continue writing the history of International,” said the president of Commercial Operations in Latin America for Navistar.

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Estafeta, the Mexican logistics integrator, announced the expansion of the capabilities of its artificial intelligence voicebot Beatriz , a technology it launched for its clients last February.

According to what was reported by the company, the integration of this technology has made it possible to increase the volume of telephone service by 120% and significantly reduce online waiting times .

During April and May, Beatriz answered more than 420 thousand calls , solving issues for clients such as tracking shipments and pickup orders.

“ At Estafeta, we are committed to innovation and the integration of new technologies that make our clients’ lives easier . These improvements in Beatriz are one more step in our mission to offer cutting-edge and high-quality logistics services ,” stated María Griselda Hernández Fábregas, Commercial and Marketing Director.

In February, Estafeta indicated that Beatriz has the possibility of scheduling, editing, canceling or knowing the status of a collection , with interactive and personalized attention.

Now, Beatriz’s new functions are :

Branch Locations : Customers can quickly find the nearest branch, dealership or PUDO by dictating a postal code to Beatriz, in response and if the customer accepts it, Bety will send via SMS, the location map or simply dictate the closest location.

Service Report Generation : Beatriz can generate service reports when a problem is detected when tracking a shipment. Bety will also send a confirmation SMS to the client.

With Beatriz, Estafeta continues to drive the adoption of advanced technologies, promoting an inclusive and efficient user experience.

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