Coca-Cola FEMSA has adopted omnichannel as an enabler that empowers both its employees and its customers, without replacing the human factor ; and seeks the integration of data and digital tools to enhance the capabilities of its sales force and ensure that the value proposition is realized at the physical point of sale.

In an interview with Grupo T21, Juan Pablo Velasco, the company’s Marketing and Commercial Capabilities Director, pointed out that omnichannel seeks to integrate technology with traditional physical execution to enhance the value delivered to the customer .

“By omnichannel, we mean definitely using all the data, technology, artificial intelligence, and digital tools we’ve been developing, but to empower the physical side, that is, our true strength (…) Our value proposition is fulfilled when the product physically reaches the customer. That’s where we’re delivering on our promise,” he said.

Velasco shared that digitization only makes sense when it solves real customer needs and facilitates the work of those operating in the market . He also noted that the company’s approach moves away from cold automation to focus on a service platform that supports the growth of small businesses.

“The platform vision becomes a success when we put the customer at the center. As we continue to understand our customers, truly putting them at the center to address pain points and opportunities, we believe this platform can continue to deliver many successes and much growth. We believe it can also become a service platform,” he said.

Vision for the Future: To enhance the platform

The main challenge for the organization lies in communicating in the best way that technology is meant to empower people , such as shopkeepers and pre-salespeople, and not to replace them.

Looking ahead, Coca-Cola FEMSA projects that its digital platform will evolve beyond basic transactions to become a comprehensive service ecosystem. Regarding the path forward, Velasco concluded that the platform is constantly being improved and that efforts will be made to refine its value propositions .

“We believe the platform has the potential to continue growing, to further refine our value propositions, and to expand our service level beyond transactions to include value-added services and additional services for our clients. For example, more detailed order tracking, asset tracking, and things like that. We believe it can also become a service platform,” he concluded.

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El cargo Omnichannel with purpose: Coca-Cola FEMSA’s technology that empowers the human factor apareció primero en T21.

In a move to optimize sales and transform the operational reality of millions of small retailers, Coca-Cola FEMSA shared its omnichannel strategy during the presentation of the 2025 Integrated Report.

Through tools like Juntos+ and Juntos+ Advisor , the company aims to position itself as one of the few global companies to successfully integrate a deep digital platform with large-scale physical execution . The former, an omnichannel physical and digital platform, reported 1.3 million users; the latter is ” the digital tool used by pre-sales agents to complete the omnichannel strategy” using tools such as Artificial Intelligence (AI).

“Our customers have the opportunity to place their orders at their own pace, using that application at their own pace, but when our sales representatives arrive to make their sales visit, they arrive with a tool called Juntos+ Advisor, which gives them very precise instructions, personalized for that customer,” said Gerardo Cruz, CFO of Coca-Cola FEMSA.

Likewise, Juan Pablo de Velasco, the company’s Marketing and Commercial Capacity Director, pointed out that the success of this transformation also lies in the fact that digitalization is not an end in itself, but the means to empower its sales force , and reiterated putting the customer at the center of the process.

“This platform vision leverages the belief that growth starts earlier. Growth begins, as one of our principles dictates, when we put the customer at the center. What are our customers’ pain points? What do they need? How can we help them grow more rapidly? And based on those pain points, we begin developing a digital vision from there,” he stated.

For his part, Rodrigo Espinosa, director of Digital Platforms, pointed out that the company is undergoing a technological transformation and is becoming “platformized ,” and stressed that its success is closely linked to the success of these micro-entrepreneurs.

“This business transformation we’re discussing has two very simple but very powerful concepts: one, empowering people. We want to empower various figures, but primarily the key players; and two, seeking the success of the shopkeeper, the small store owner, the kiosk owner, or the corner store owner. It’s about seeking the success of that small business owner because it’s a very logical concept: if the shopkeepers are successful, we will consequently be successful as well,” he stated.

During the last year, FEMSA’s digital sales represented three billion 500 million dollars (USD) in 2025 , a growth of 13.6% compared to 2024, and is approximately 40% of its total customers in the traditional channel. 

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El cargo Omnichannel and digital vision: Coca-Cola FEMSA’s commitment to transforming operations apareció primero en T21.

CANCÚN, Q. ROO.- Artificial Intelligence (AI) only makes sense when it is used to solve real customer problems and not when it is applied automatically. This was the premise with which Andrés Arias, Senior Manager Customer Solutions at Amazon Web Services (AWS) , explained that the company’s strategy is built “from back to front”, placing the customer at the center and not the technology .

This vision shaped various mechanisms that allow for rapid experimentation, correction, and progress. During his participation in the 4th DCT Conference – Quálitas Infinite Possibilities , Arias explained that many decisions are considered reversible, known within the company as “two-way doors.”

Under this model, 100% information isn’t required to act; a reasonable level of certainty is sufficient to allow for cost-effective testing and adjustments.

In practice, this approach empowers teams to move with agility, which is essential in an environment like transportation, where fleet management requires immediate response to risks and operational changes .

Organizational culture was also a central focus of his presentation. Arias noted that at Amazon, small, autonomous teams, known as two pizza teams , are formed, which concentrate the ability to decide, execute, and measure results.

This scheme avoids bureaucracy and encourages speed of response , factors that are critical to transferring innovation into daily operations.

Regarding the relationship between innovation and failure, he acknowledged that invention cannot be separated from mistakes and cited the example of the Fire Phone, a failed project that generated millions in losses for the company in recent years, but whose lessons learned were leveraged in subsequent developments.

Beyond culture and processes, Arias explained that technological architecture also plays a decisive role. Amazon has transitioned over time toward a microservices model , which allows for the creation of fast, scalable, and low-cost solutions.

This structure makes it easier for teams to work in parallel, developing services that can connect to each other through interfaces, without relying on complex integrations.

For the transportation sector , this type of architecture opens the door to AI solutions that adapt to the needs of each fleet and can be turned on or off based on demand, reducing failure costs and accelerating adoption.

Artificial intelligence, viewed from this perspective, ceases to be an abstract promise and becomes a practical tool for simplifying processes , improving decision-making, and strengthening carriers’ responsiveness.

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El cargo Amazon and its commitment to Artificial Intelligence in fleets apareció primero en T21.