This type of project enhances the sense of belonging, unifies brand projection and usage in both digital and physical environments.
Identifies digital mentors and facilitates the first step toward true digital transformation within organizations by connecting present and future through their employees.
Overcoming resistance to change is achieved through information and training.
Our system is highly appealing to CEOs and directors within the executive committee as it helps them identify fears in a closed setting and reduce both their own and their team's resistance.
Encouraging the necessary adaptations that they can later lead in the digitalization of their respective departments provides senior management with the additional criteria needed to accelerate change within their organizations.
If there is a genuine intent to transform the company, inclusive digitalization from the top is the best way to ensure a fast implementation process.
In these projects, training is reinforced through in-person and remote sessions that help identify and unify knowledge while reducing resistance to digital learning.
We collaborate with Brand Managers to evolve and control the company's digital corporate image through its employees. We also help organize the evolution of corporate content, regulating the use of media and materials in a centralized manner.
We help organize, control, and distribute the entire process and access to information, as well as its evolution in any implementation project, launch, merger, re-branding, or image change; as well as activating an umbrella brand policy.
We guarantee high adoption rates and a quick and efficient implementation, with guaranteed usage of the new image by employees in record time.
The step-by-step methodology makes it possible to do it in a simple, fast, and cost-effective way thanks to a digitalization model that guarantees the positioning and visibility of your digitalization, whether your brand is 30 years old or a new corporate brand.
This type of project starts with the evolution of personal devices and can be leveraged to optimize all printed and digital materials in an organized manner.
If a comprehensive collaborative digitalization project is activated department by department, it enables structuring, cataloging, and organizing that evolution thanks to the system that includes the technological platform, which allows approving each material in an orderly and organized manner. You will be able to coordinate both printed and digital materials, giving new applications to them, and optionally enable usage metrics and controlled update and distribution plans.
Our system includes personalized advice on applying corporate digital identity, adding new pages to your Brand Book if desired, by proposing new platforms, and enables turnkey planning at the local, regional, and international levels across one or multiple companies, countries, and languages.
Through our methodology and the use of our platforms, we achieve the coordination of responsibility distribution and the identification of local leaders in each project. These tools help integrate and continue delegating certain tasks to traditional collaborators if the client desires, reinforcing and unifying the organization's branding and controlling the entire process.
We collaborate with different departments to unify and organize the QR codes of organizations, as currently, free providers, URL shorteners, and in most cases, this creates an organizational chaos without control.
This type of project is a perfect excuse to tackle a digitalization project and create a true hybridization policy between physical and digital content, which we help unify and successfully connect.
In any company, institution, or agency, a large number of QR codes accumulate, sometimes generated without being organized, controlled, or referenced. Using free systems does not guarantee the required durability of the medium they complement, whether printed on paper, used digitally, or in security, legal, or functional signage.
Helping to optimize the information you manage by simply unifying your QR code provider—thanks to our methodology and a powerful QR Manager (built based on content)—allows you to start organizing your digitalization with strategy and scalability, saving you many headaches.
Collaborative departmental digitalization should involve at least two company departments at the same time. Typically, a sequential digitalization process is completed to first identify the benefits and synergies that benefit each department individually and then both together, recognizing key areas for improvement through collaboration.
The ideal approach, and what we recommend, is to carry out digitalization with three departments, either simultaneously or sequentially, but within the same project and within a maximum period of three months to achieve the greatest impact at the lowest cost.
If we have to start with one department, this is undoubtedly our choice. We collaborate with marketing teams in the evolution and efficient management of their digital and traditional printed materials so that, once the brand and its strategy are established, the evolution and updating of their materials can be automated and optimized.
Marketing department digitalization projects make it possible to visualize metrics that are currently unavailable, allowing materials to be managed based on objectives that can be continuously reviewed and validated.
The system we offer includes the review and evolution of media, along with their subsequent centralized management, enabling redistribution and control. By the end of the project, your content will be mapped, organized with a clear structure, and segmented and classified for multiple purposes. We guarantee that all beneficiaries will be able to make use of them if a collaborative model is activated, ensuring awareness of their existence and accessibility.
Ideally, a marketing digitalization project with the ONHOFF system delivers much higher performance when implemented sequentially and collaboratively with the commercial or international department, especially if it focuses on a specific market or business unit initially. This is because they, along with the end customers, are the primary beneficiaries and the reason these materials exist. In our projects, we help make these materials more visible and efficiently distributed.
If there is one department that benefits the most from the proper digitalization of the marketing department, it is the commercial department.
In our digitalization projects, the primary objective is to optimize the commercial time required to handle a lead, considering our clients' starting point and real interaction scenarios.
3 benefits that are achieved almost immediately are the ability to provide immediacy in access to contact data and digital materials, guaranteeing that they are always up to date, and activating delivery criteria and active listening for the utilization and efficient use of materials.
Being able to provide networking strategies through new motivational metrics and training in digital skills are the two most valued aspects by Commercial Directors and sales representatives themselves, who learn to leverage the new tools and make the most of them immediately.
If we are allowed to implement our system in phases using our methodology, we can activate a symbiosis of interests and a win-win action plan between executives and teams. In most cases, we can guarantee an average minimum savings of 100 man-hours per year for each member of a commercial team. The more we help, the more time is freed up.
We help facilitate proactive tracking systems for sales teams to achieve both collective and individual KPIs that we assist in defining. Thanks to the new metrics and ranking system provided by our platforms, we can assess the level of compliance and complement other sales KPIs. The more collaborative and motivating the KPI, the faster a sale will be closed.
Thanks to these metrics and active listening at 3 and 6 months into each project, it becomes possible to identify misalignments and implement reinforcement plans in training and strategic adjustments to further optimize results in an infinite Deming cycle.
The depth of our solutions in subsequent phases can enhance tracking and create individual and portfolio alerts, helping each commercial role save seconds, minutes, and hours in daily or specific actions at trade shows, events, or campaigns, complementing and enriching their existing CRMs.
If there is a department that benefits as much as or even more than the commercial department, it is Human Resources, which can choose to provide a digital identity to all its employees or only to its relevant collaborators.
Activating a digitalization project in an HR department allows for optimizing access to various systems that provide solutions to existing challenges. It can be used to streamline the onboarding process, validate a candidate’s skills during recruitment, enhance motivation, facilitate access to manuals, and support training initiatives.
For the proper digitalization of the Human Resources department, all its functions must be considered, and the digitalization project should be distinguished between an internal-focused approach and a collective-focused one. The internal approach optimizes internal communication, while the collective approach fosters a sense of belonging among all employees.
Whether we want to keep the originals secure in centralized custody while managing restricted access or share them with family members, clients, and collaborators, we can help regulate internal communication and track reach and interest metrics.
In many cases, format constraints and remote work create new challenges in accessing information, which we also help resolve by ensuring controlled access to materials, manuals, and regulations—preventing them from circulating freely or being stored on employees' personal computers at home.
Providing immediacy in access to materials based on roles or functions, ensuring they are always up to date, and activating active listening criteria for the efficient use of materials are essential for any organization and can be achieved immediately.
Another department that benefits from our services is Purchasing and Procurement, which can use our system to optimize supplier identification management and access to relevant information it generates.
Activating a digitalization project with ONHOFF in a purchasing department allows for organizing materials, classifying suppliers, and optimizing access for end users. This results in significant time savings in accessing information and even enables integrated ordering systems and other projects that reduce costs in procurement, formalization, and finalization of offers, reservations, or internal purchases.
This department can benefit from our system by optimizing the management of information currently handled in paginated or HTML formats, as well as through digitalization and training for its executives.
Activating a digitalization project with ONHOFF in a communication department allows for identifying key areas for improvement, which can then be leveraged through our technological platforms in a short time and at cost-effective rates. The demonstrated profitability of this evolution adds value in terms of intangible knowledge as well as direct and indirect cost savings.
Among the immediate benefits, we can highlight the ability to gain greater knowledge and control over the reach of communicated information, as well as the ability to manage certain materials that, in many cases, the law requires to be made public or accesible - but not necessarily delivered in physical form.
The ability to identify who reads our communications, when, and from where—combined with the possibility of updating information, managing versions, correcting errors, and utilizing grouped visualization and archive organization—enables better internal and external distribution monitoring. This allows us to track who received the information, whether they read it attentively, merely consulted it, or did not access it at all.
Having controlled accessibility can help this department save resources, become more sustainable and structured, and achieve operational and cost synergies.
In the legal area, the ability to classify contracts, prove that a document has been read, and utilize other functionalities made possible by advanced technological systems designed to optimize processes also provide significant value, saving both time and money.