Social listening and social care for Molinos Río de la Plata: 52 channels in one console

Molinos Río de la Plata is one of Argentina's largest mass consumption food companies, with nearly fifty brands across pasta, rice, frozen food, yerba mate, flour, oils, preserves, coffee and wine. Each one has its own social accounts.

Everything consumers write there arrives scattered by brand with no shared criteria to classify, prioritize or route it, and in a company like this a quality complaint mishandled on one brand can escalate into a group reputation crisis.

And what arrives is not one single thing.

• Messages of different natures: complaints, stockouts, nutrition questions, donation requests, CVs, press and price grievances, all in the same inbox.
• No internal route: an allergen question and a distributor request belong in different departments, and nobody defined which.
• No listening outside: what is said about the brands on channels the company does not own was not being watched.

With fifty brands, that is not sorted brand by brand: it is sorted with a model.

A listening and care model was designed that classifies any message by crossing brand with situation, and defines who answers based on criticality.

It was implemented on a social media management platform with five users across more than fifty profiles.

The whole portfolio in one console

• 52 owned channels: 20 Facebook pages, 15 Instagram accounts, 2 Twitter profiles and 15 YouTube channels.
• 10 external pages monitored, to hear what is said outside owned channels.
• Search dictionary with brands, products, web addresses, profiles and hashtags, with a separate query for the wine unit.

A taxonomy crossing brand with situation

• Complaints, stockouts, discontinued products, distributor requests, business opportunities, campaigns, suggestions, thanks and price or quality grievances.
• Direct routing to eight internal areas: Quality, Legal, Logistics, Procurement, Agro, International Business and Human Resources.

When a template answers and when a person does

• Four criticality levels, from low to crisis, with explicit escalation rules.
• Assignment flow between community managers, the Consumer Care Center and project management.
• Library of around 30 planned responses, covering donations through the Food Bank, allergens, celiac and diabetic queries, press and winery visits.

Architecture and technology

• Social management platform with five users across more than fifty profiles.
• Auditable care indicators and team training on the tool.

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The conversation of nearly fifty brands went from fragmented to an ordered, measurable care flow.

Starting point

• Messages arriving scattered by brand, with no shared classification or routing criteria.
• No listening to what was said outside owned channels.

Results

• 52 owned channels and 10 external ones under a single management console.
• Nearly 50 brands classified in one tagging model.
• 4 criticality levels with escalation rules up to crisis.
• Library of around 30 planned responses and direct routing to 8 internal areas.
• Response standard defined for over 95% of incoming messages, with measurement of initiated and closed responses and response times.

Strategic impact

• The four criticality levels keep a quality complaint from escalating for lack of prioritization.
• Tag based routing connects the public channel with the areas that actually resolve.