Company profile: Push for carbon neutrality…

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Following the enormous challenges that COVID-19 has posed to travel and tech companies, there are a number of key metrics to watch to get things into full recovery mode.

Obviously, for any software vendor, winning new business and retaining existing customers is absolutely vital, and then there’s the resumption of recruiting and marketing activities to drive growth.

Customer communications software developer d-flo says it ticks all of those boxes after hiring a new marketing manager five months ago, kicking off recruiting and starting planning for the resumption of its developer graduate program.

But the tech specialist also underlined its confidence in the future with a new branding unveiled last month that is not just superficial but which founder and chief executive Colin Brimson says has given the company renewed meaning.

Brimson hosted Travolution at the d-flo base tucked away on a street corner amongst a row of terraced Victorian properties on the outskirts of Windsor to tell us about the bold new corporate identity the company is bringing to market as trips are rebuilt.

On the exterior wall, the new d-flo logo is proudly displayed against an eye-catching black background. A small square is a visual link to the old logo which was made up of many blocks symbolizing dynamic flows of documents and data, hence the company name.

But it’s the color of the square that’s key to understanding the rebranding and renewed purpose that d-flo has discovered during COVID, nearly 12 years after its inception.

“The bottom line for us was that we had invested in our technology and products for many years, but were somewhat complacent about our brand and our business purpose.

“We wanted to reinvigorate both and strengthen our proposition in the market. We think there’s a greater need and demand for what we do, but we think we need to explain this better to help people understand.

“Good customer communications have become increasingly essential in recent years as businesses have had to rely on remote communication to retain customers.

“It’s more on people’s minds and it gives us a very good springboard to move forward. And hence the company’s new pedigree “Making Every Communication Count”.

D-flo’s flagship product, TravelComms, personalizes post-booking communications and offers “immersive travel” for its customers to enhance customer experience and help them capitalize on additional revenue streams.

But at the heart of “refining the company’s story” is a focus on making these communications more sustainable and better for the environment, with green becoming the central color of the company. corporate identity.

D-flo is on a mission to not only tout the value of shifting to digital communications, but to educate the travel industry that even this form of customer communication has an environmental footprint.

Each e-mail or SMS sent has an equivalent carbon cost, especially if the attachments are large or the content sent is rich.

“The green block is a nod to our past, but being green is now our main focus. It’s now a spotlight on us,” Brimson says.

D-flo launched the tree[3] during COVID late last year, a three-pronged initiative that sees it calculate and offset CO2 emissions for all communications sent through its platform, mitigate the impact of travel by planting trees on behalf of customers and works with them to educate the trade and the public.

Each of d-flo’s customers has been issued with a certificate confirming this commitment for the duration of their contract.

According to Brimson, d-flo’s recommendation is that all customer information and documents be securely accessible online, so that the email or text message acts as a trigger to instruct the recipient to view and to download, rather than sending him attachments with a lot of data.

In addition to good environmental practices, Brimson said it was much better for data security. “When sending messages, there is a security aspect, but there is also a carbon consideration. The more emails you send with attachments, the greater the risk and the greater the carbon footprint.

“Companies need to make their communications more immersive, add value to the customer journey, not only be a way to send great documentation, but also great communications in a carbon-conscious way.”

For the sake of transparency and information for its customers, d-flo works with an organization called ecologi which is anchored at the heart of its activity.

This allows him to send his clients annual reports on their communications footprint and share details of the carbon offset and reforestation projects he helps support.

So far this year, d-flo has offset 316 tonnes of carbon and planted over 40,000 trees and expects to achieve up to 500 tonnes of carbon and 60,000 trees by the end of the year.

He hopes to be on the world’s top 100 environmental rankings for offsetting by Christmas and is aiming to achieve certified net zero status as recognition of his green credentials.

“We also analyze every aspect of our business,” Brimson says. “Ecologi would soon allow us to perform a full carbon footprint to calculate the full carbon footprint of the company that we have been working internally to minimize for 18 months.

“We do not outsource any of our product development or customer services and we compensate all our travel and the professional and personal carbon footprint of each member of the team every year.

“The heart of our technology is in the cloud and through our new tree[3] initiative, we offset its carbon impact. And we ensure – where possible – that any excess office equipment is donated to be reused for the benefit of others.

“Tree[3] has been greatly appreciated by our customers with much feedback on how we are leading the way in providing sustainable technology and the hope that others will follow.

“But we are fully aware of the enormous challenge of making it financially feasible without there being a direct cost for your products and services. This was the most critical goal – to be able to implement it without a net increase in cost to our customers.

“Naturally this has an impact on our bottom line, but it makes us a more environmentally conscious company, aware of our impact and it gives us a bigger purpose. It is meaningful for everyone.

“There has to be a purpose to what we do. Historically, it was about creating great technology that delivered great value and going above and beyond to maximize that for our customers. But that is not enough today.

“Our mission statement is now very clear and deeply embedded in our business. We now have a larger purpose that echoes that of our customers and their customers. »

Brimson said he was very confident about the future. “We have navigated Brexit and COVID and now, with a strengthened mission, purpose and proposition, we await with renewed energy.

“We have just launched a new campaign on ‘solutions that power travel’ and how we can help overcome the latest challenges facing the industry.

“It’s about helping customers drive new bookings by helping them differentiate their brand to turn intent into bookings and maximize revenue throughout the booking flow.

“We are very aware of the rising cost of living and its likely impact on disposable income and therefore on travel.

“But we also believe it will further accelerate digital transformation, brand differentiation and customer experience. All the things we help our customers achieve.

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