GManage recycling when no one has access to the recycling bins

The coronavirus crisis has had major repercussions on a global scale. From the economic shock resulting from a major financial crisis to social disruption and citizen unrest in this “new normal”. However, there are consequences of the pandemic that have not enjoyed the same media repercussion despite sharing their degree of importance, as is the case of sustainability and recycling.

An adverse effect throughout this prolonged pandemic year has been the strong demand for single-use products (mostly plastic), such as gloves, masks or protective screens, among others. The increase in this type of waste has skyrocketed and even today they pose a difficult problem of environmental unsustainability.

The decomposition of such waste in a sustainable manner has become an arduous task, since energy expenditure is high in addition to producing high polluting emissions in the incineration process. This, added to the already prevalent problem of “climate unsustainability”, could easily have led us to think of a real environmental disaster on a global scale. However, according to sources such as Eldiario.es, state that an adverse effect of the pandemic has been increased environmental awareness and an increase in domestic recycling.

According to this medium, more quantity is currently being recycled compared to previous “pre-pandemic” years, in addition to other types of hitherto invisible waste, such as those mentioned above, are also recycled. In this way, everything suggests that commitment to the environment, despite suffering such a dramatic situation as COVID-19, has occurred in an increasingly firm custom in homes, thus becoming a practice of irrepressible promotion.

And why the other heroes of the pandemic? Because despite the exponential growth in terms of environmental awareness, dealing with the pandemic situation has not been easy for recycling companies. There have been exceptional situations, as has occurred in some homes and surroundings in Chile, where it has not been possible to have suitable points to be able to recycle properly (the appropriate recycling containers were not available), which made it difficult to carry out this practice. This, together with the inconvenience of the strictest home confinement stages, posed a great challenge. Taking into account this problem, companies such as Chile Rembre have been able to find a solution. Thanks to your proposal S.O.S. Rembre, managed to overcome the obstacles of the pandemic by facilitating the practice of recycling thanks to their home waste collection service. The sole responsibility of the users who participated in this initiative was, solely, to collect all those containers or waste that could be recycled, such as cardboard, plastics, metals and glass.

Given the significant growth in operations, as each family had to visit practically door-to-door, Rembre was forced to look for a tool that would help them plan their waste collection routes more efficiently. Smartmonkey.io Planner it has allowed them to efficiently, quickly and safely manage all routes, reducing routes, fuel consumption and emissions by more than 30%, helping to have even more efficient and environmentally friendly operations. Without a doubt, a solidarity project committed to the environment that has made this crisis a more livable world.

This health crisis has shown us the importance of being able to count on a more sustainable world that must be preserved. Therefore, simple gestures such as the practice of recycling or improving the efficiency of last-mile operations can represent the necessary change towards a better planet.

We encourage you to recycle a little more and to improve the efficiency of your last mile operations in a simple way and completely free of charge with Routal Planner.

Today we bring an article that fills us with pride, we are very grateful to have met the team of Savinco and to be able to do our bit to the incredible social impact project that they are carrying out in Peru and Ecuador.

The case of Savinco Social Finance and how they create better futures in Latin America:

Most residents of rural areas of these countries face 3 problems when managing their income, the first is that There is no habit of saving which translates into a constant vulnerability because it does not generate a fund that they can access in the face of any need. The second problem is that, due to their low incomes and poor economic stability, banks and other financial institutions They deny the delivery of credits, but even when they do, we come to the third problem, which is the lack of financial education so this credit can cause more difficulties than solutions.

The mission of Savinco is to improve the quality of life of families through financial inclusion, they achieve this by providing a comprehensive solution that directly attacks the 3 problems mentioned, the first thing they do is form groups of between 15 and 40 people that function as a support network that meets once a month. These groups receive training on how to manage their finances by qualified coaches, at each monthly meeting of the group Savinco receives savings from each of the members and provides them with access to credit with better conditions than the market.

To manage all this, they use their technology. Qmobile a software that allows users to track their progress, their money movements and, above all, to make the entire process transparent.

The project of Savinco It bears the name of “Save to learn” and it opens the door for these people to achieve financial independence, but how big is this project?

These are currently the numbers:

The most surprising thing about these numbers is that they weren't enough for Savinco, they were still determined to provide more tools to their groups and decided to create Savinco Rural, a platform that operates in Ecuador to sell products between its groups. They carry tomatoes, lemons, passion fruit, corn and even honey that they buy in some groups to resell in others, creating their own market and boosting income capacity among their members.

This is when it comes in Routal, with hundreds of different locations for each group and more than 19,000 members, it became very difficult to manage product shipments and movements. Our software allowed you to Savinco optimize their daily routes in order to reach more people and bring smiles where there were none before.

We invite you to follow this beautiful project on:

https://savinco.org/
https://savincorural.com/
https://www.facebook.com/SavincoEcuador‍

If you too have a social project that you think we can contribute to, don't hesitate to contact us!

Managing deliveries is a jungle, but there are cases where there is light at the end of dense and dense nature. Today we will talk about one of them and how they managed to solve the problems they faced when launching a new division focusing on last-mile offices.

Alfil Logistics Success Story:

Alfil Logistics is a company with 20 years of experience in the market, manages more than 300,000 shipments annually and has more than 400 employees. They had the objective of growing through a new service that would offer a comprehensive logistics solution for e-commerce and decided to do so through a new division that they called Alfilxpress.

El 95% of Alfilxpress deliveries were to private homes, this was the first problem since the systems they had been using were not optimal for last-mile transportation. Another weak point they had was that they did not have real-time information about their offices and what they did have was in different systems.

In addition to these problems, they had a high staff turnover as they handled high peaks in demand and had little time to plan their routes every day. This is how their exhaustive search for a solution began to help them optimize their service, enrich information and improve decision-making.

When they started using Routal they saw an improvement of a 15% of productivity in their delivery companies, they managed to reduce the number of vehicles they used in Barcelona, improved the quality of information and thus reduced multiple errors (such as constant problems they had with delivery addresses).

15% improvement in productivity

One of the big headaches of shipping management is failed deliveries, Alfilxpress I managed to reduce them considerably thanks to the fact that our platform offers a system to notify consumers that their package is close to arriving and also allows us to link addresses with the delivery time windows selected by customers.

Another great advantage is that now Alfilxpress you can track your vehicles live, see the comments of each incident and be able to react quickly to any unforeseen event, all thanks to the visibility we provide on our platform.

Just like Alfilxpress, hundreds of customers are discovering the benefits and tools it offers Routal to be able to cross the jungle of deliveries.

We hope this article was useful to you and if you have any questions don't hesitate to contact us!

Pollution in cities is a problem that governments are beginning to attack based on regulations and sanctions. We have several examples such as Madrid (Central Madrid) or Barcelona with the new ZBE Low Emission Zone.

Specifically, the latter is about to come into force for a very important part of our users, the carriers who operate vans within the city of Barcelona. Specifically those who operate with category N1 vans without environmental label They are those who, starting from April 1, 2021 are banned from entering in the city during peak hours (7:00 — 20:00). Basically work schedules.

For more information, we recommend visiting the City council website dedicated to mobility in the ZBE since allow the circulation of this type of vehicle with a special permit for a maximum of 10 days. Totally insufficient for industrial use, but it allows us to have a “wild card” for days when there is no other solution.

How do we organize delivery with a hybrid fleet and services inside and outside the ZBE?

This regulation is forcing all companies operating in this area to update their fleet, but these vehicles have not yet reached the end of their useful life. With the difficulties of the pandemic, it is normal for companies to want to extend their investment in these vehicles for a few months, which generates extra planning and organization work.

The easiest way to organize routes is through a route optimizer such as SmartMonkey.io, which allows you to identify those services that require a vehicle with a special feature. In this case, low-emission vehicles. In this way, it will be the system itself that will automatically assign us those services within the ZBE to the vehicles that can perform them without us having to dedicate a second to them.

What happens to those services that are found just before entering the ZBE?

This is the common problem of not having graphic tools for planning. The optimizer itself will detect that those customers who are on their way to these low-emission vehicles are the ideal candidates for their realization, and will be assigned efficiently. The solution of distributing and dividing into low emissions and not often generates solutions that are not as efficient as possible and therefore tools such as Routal.com are able to offer savings of more than 30% in time and travel.

Do I need a route planner for my operation?

The advantages of a route planner are not limited to the organization of low-emission zones. An optimizer allows you to calculate the order and routes of all your vehicles in a matter of seconds. That means saving planning time, reducing errors, being able to standardize your operations and allowing anyone in your company to be able to manage a process as complex as distribution. Don't you believe me? Watch this video and you'll see how simple it can be 😉

In this article, we'll talk about what roundabouts and organizations have in common.. Let me start with the obvious differences:

• Un roundabout is a road construction designed to facilitate traffic flow at intersections that cross roads.
• Una organization is an administrative structure and administrative systems created to achieve goals or objectives with the support of people themselves, or with the support of human talent or other similar characteristics.

The question is:

What do a roundabout and an organization share?

Before we can answer that question, we need to understand its use. In Europe, the use of roundabouts is widespread (25,000 in the United Kingdom, 50,000 in France, etc.). In recent decades, its implementation has grown a lot. The reasons are obvious: They reduce the number of accidents, improve the speed of passage, reduce pollution and are cheaper to maintain.

Different scientific studies have demonstrated the benefits and benefits of Roundabouts front traffic lights (traffic lights go...). The question that one can ask is why a country like the United States has barely 7,000 roundabouts, when in terms of surface area and inhabitants it far exceeds all European countries?

The answer lies in the fear of change. Everyone knows how a traffic light works (even my 4-year-old daughter knows when it can pass). Our decisions behind the wheel in front of a traffic light are automatic, requiring no mental effort. On the other hand, venturing into a roundabout requires maximum concentration to avoid a collision. I still remember learning to drive and having to go through the big and dreaded Plaça Espanya Barcelona, it was almost like going into hell... and I think it still is for many drivers.

Fear of change usually causes an opinion contrary to a new proposal (no matter how many studies say that the change will improve some aspect). This reasoning sometimes reminds me of our sector, logistics. Not infrequently do we encounter people within organizations who, because of this fear of change, are unable to see the potential for improvement of a new tool or process.

Oddly enough, the opinion of the population regarding the construction of a roundabout and the use of route optimization tools are very similar. The percentage of people against building a roundabout ranges from 60%-80%. A number similar to the number of companies that decide that they are not interested in saving logistics costs by 30% through a route optimization solution such as Routal.

Imagine getting through the first call, convincing the management team and the head of operations. Queda the difficult task of convincing the end user. The one who may view your solution with suspicion and disbelief. The question that person usually asks is the following: “A tool that will make my life easier, make my work 30% more efficient than me and save me an hour a day on something as complicated as route planning? I know who will be the next to go to the strike lists...

The fear of change, combined with a fear of losing a job, generates a very high aversion to change. I don't blame them, it's natural and it perfectly fulfills the saying of “Little Virgin, little virgin, let me stay as I am”, or what is usually said in the world Tech,”If it works, don't touch it”.

In any case, I think that in a world as changing as the current one, with competition always on our heels, doing things the same way, because it has always been that way, is much more dangerous than starting to improve processes and use new tools and technologies. With clear common sense, but in the Long Run, I think or do organizations evolve and adapt or die out.

I think that is one of the main risks for organizations: The lack of talent in their teams that leads companies to not know how to adapt to new changes and condemns them to extinction. Xavier Marcet explains very well in just a minute.

In conclusion, companies able to adapt to changes, manage the talent of their teams and know how to manage change are much more likely to survive in an environment as changing and uncertain as the current one.

Xavier Ruiz — CEO

Post inspired by Freakonomics Ep 454 Roundabouts

The creation process is a very complex process that always Part of a idea. But an idea in itself is nothing more than a seed that needs to be watered and cared for patiently. Not all ideas end up blossoming, and it's important to know why.

There are generally three reasons why an idea fails; 1) It wasn't a good idea 2) It wasn't executed properly 3) The context wasn't right.

At Routal, over the years, we have had failures of all three types. We have had crazy ideas that have ended up turning into failed projects. Good ideas that have gone down the drain because of not knowing how to put them into practice. And finally, great ideas for which we didn't have a suitable market context.

In this article we are going to work on a framework for how to move from idea to implementation to ensure that our idea grows and develops correctly.

1. Problem definition

TL; DR: If the idea I have is: “Buy me a hammer”, should be able to express as the solution to a problem: “I have nails to nail and for that I'm going to buy a hammer”.

An idea, in order to be evaluated from a market perspective, and to measure performance in the way we execute it, must be able to express itself as the solution to one or more problems.

In R&D environments, the idea usually comes first, and yet in a productive environment it is more common that the first thing that appears is the problem or the need.

• Idea first: It occurs to me to buy a hammer, I look around the house and find nails to nail. I'll buy the hammer and nail them.
• Problem first: I see that the house is full of nails, it occurs to me that I can buy a hammer. I'll buy the hammer.

What is essential is that they appear as an inseparable duo.

• Just the idea: It occurs to me to buy a hammer. I'll buy the hammer. I'm looking around the house to see if there are nails. Since I can't find them, I use the hammer to eat my soup.
• Just the problem: I find unhammered nails. I'm going to sleep crying because I don't know what to do with them.

In the case of the scenario”Just the idea” it is important to clarify that no, because there are no nails in my house, the hammer is a bad tool. We simply don't have the right context for that tool to be useful and to extract its value.

The output of this phase is a paragraph of text in which both the idea and the problem are identified in a clear and understandable way.

2. Conceptualization

Once the need or problem has been identified, the An idea becomes a solution. The objective of this phase is to detail the solution and to make the team agree on its scope and value.

Scope of the solution

Evaluating the scope of the solution consists mainly of placing the proposed solution in the current context of the company.

Let's imagine that a company is making hammers, and it occurs to someone that they should also manufacture screwdrivers. Determining the scope of the solution means defining whether they are going to manufacture flat or star screwdrivers, or both. Decide if they will use the existing production process to manufacture the new tools. Define if it is necessary to buy new machinery, etc.

Another of the key points to be defined at this point are the limits, where the proposal begins and where it ends; If a solution can work for everything, then it's good for nothing. It's very important to know when to stop. It is very tempting when you are defining a process, a feature or a product to say that “well, since we are...”.

To illustrate this, in the same hammer company they have decided to continue with their business and now they are going to produce a new hammer that has to be more ergonomic and lighter because they are having complaints from users about it. But an enthusiastic manager says “hey, users who drive nails usually screw in as well. Why don't we add to the hammer, while we are, a screwdriver tip and a level? That way, they'll have three tools in one.” This manager is joined by the manager of the support team and says “Besides, there are users who don't have the strength, why don't we add a second handle?” The marketing director also has his opinion on the matter and joins the brainstorming “And besides, it would be nice if it were friendly to girls and young boys who are our potential customers of tomorrow”.

It is likely that if we don't have a good definition of what the limits of the solution are, the initial value proposition will be blurred.

This doesn't mean that ideas are immutable, quite the contrary. But to carry out a value analysis we need to know What is and What is it not what we are proposing.

Valor

In the conceptualization section, we must also consider the potential value of the solution based on our experience. This calculation is speculative, but certainly, as the company's maturity in the area grows and the user base grows, it is easier to estimate it more realistically.

The points to be taken into account when calculating the value may vary depending on the environment in which the proposal is developed. In our case and for the product part we use the following elements:

1. Target audience: Who is the proposal aimed at? What percentage of users does it affect? What processes does it affect?
2. Technical Assessment: What infrastructure is needed to develop the proposal? Do you need to add new elements? What is the estimated development time?
3. Return on investment: What is the cost of implementation (Time/Headcounts/Marketing/€)? What benefits are expected (upsales/new customers/landing visits)?

This time our hammer-maker friends, guided by their support team, have decided that it is necessary to design a hammer for left-handed people. Let's evaluate the value proposition:

1. Target audience: All the left-handed masons in Spain (the country where we are currently selling) who are 10% of the existing 3M masons, or 300,000 potential users. It's a new product so it doesn't affect users who already have a hammer at home.
2. Technical Assessment: New handles would have to be manufactured. All the necessary machinery is available and the implementation time would be two to four weeks since only a new mold would have to be manufactured.
3. Return on investment: 4 operators and a project manager to make the new mold for 2 weeks 15000€, marketing campaign to promote the hammer 15000€. If you sell the hammer with a 10€ profit margin, you would need to sell 3000 hammers to cover costs.

The output of the conceptualization phase is a document containing the development of the Scope of the solution And the worth estimated.

We know how hard your day to day is. Planning routes is a tedious job that requires a lot of concentration and experience. From Routal.com we want to help you. For this reason, we launched a series of training pills that will help you improve every day. Our goal is for you to plan better, faster and more successfully.

Shall we start?

In this pill we are going to show you how they work dynamic forms 💎

and all its potential.

Our Mission is to improve the last mile experience, for this we must achieve an ultra flexible solution capable of adapting to all types of areas. We have customers who use it for the ecommerce delivery, traditional B2B logistics, technical maintenance services, we even have several hospitals that use it for organize the visits of your medical teams at home.

Information is power.
Power comes with great responsibility

Stan Lee

Information, we always want more. We found that more and more delivery/technicians/doctors need more details of services, every second counts. In turn, each time, being able to capture more information from each of the services allows us to improve the service, to be more agile and proactive. But we only had one free text field, hitherto.

Dynamic forms allow us to have absolute flexibility when it comes to managing our data model for both customers, vehicles/routes and services. What does this mean? Well, now you can create as many custom fields as you want in these three elements.

This development will allow you to characterize with your own data what a route means, what parameters are important for your operations. In the same way, you can dynamically manage the Proof of Delivery form, to capture any important information for your business, as well as important information about the service that the delivery person may need.

Below we'll show you how it works. In the end, we will talk about some projects that we are working on based on this development that allow us to further exploit the potential of the tool.

How does it work?

This functionality can be found in the configuration panel of our project. To do this, we are going to click on the project name (Square upper left corner) > Manage projects > Configure (on the desired project) > Fields (side menu)

In this menu we find a selector that allows us to select which element we want to manage (Vehicles/Routes — Customers/Services — Webapp — Service Report/Accepted/ Not Accepted)

Right now we can go to the bottom of the page and in the custom fields section we can create our field and select between different types: Text, Selector, Numeric or Multiple Selector.

Now we simply need to define a name for the field, a unique identifier and a description. This data is what the application will use to identify the headers, internally to store the data as well as for uploading/exporting data using XLSX.

Case Study

Let's work on a practical example. Our objective will be to identify the picking location in the warehouse, define a customized type of delivery error and control the number of packages delivered to each customer.

To do this, the first thing we will do is create a custom field. We select in the drop-down menu of Customers/Services and we added a field called:

• Text type field and we're going to call it: Warehouse position

Then we will select in the drop-down menu at Accepted service:

• Numerical type field and we will call you: Packages delivered

Then in the drop-down menu at Service not accepted:

• Options type field and we're going to call it: Reasons for rejection
  • We will define different options: No one at home, wrong address, Rejected by the customer and damaged shipment.

With this we will ensure that when making the delivery, you ask us how many packages we have delivered and if we cannot make the delivery, define the reason why they have not been delivered.

Now we only have to upload an XLSX file with a specific column with the positions of the services to carry out the preparation that we are going to assign to the Warehouse Position column.

Let's see the full example on video in just 4 minutes!

This advanced functionality is only available to licensed users Gorilla

or higher. This update brings many performance improvements to the application as well as usability improvements. It is no longer necessary to scroll when we reopen a route on the mobile phone 😉 among many more details.

We hope it was useful and we look forward to seeing you next week with more pills to improve your daily efficiency!

In this series of articles we will talk about how the equipment of Routal.com internally at the level of the team, product, customers, processes, etc. What do we hope to achieve? Transparency, trust, growth, support, ideas, recruitment, and so on. Sharing will help others, and I am convinced that it will help us to improve.

Shall we start?

In this article, we'll talk about product development. For a company like Routal, the product is a very important part of the company. The product is the tool we developed and that helps our customers to improve their processes and achieve a shared mission:”Improve the delivery experience”. For this reason, we have defined some pillars on which all development must be maintained and the entire team must work to ensure that they are respected: (the temptations that await us will be great...)

1. The team decides, the customers suggest
2. If it is urgent, it is created. Outside.
3. Feedback, feedback, feedback
4. The user makes decisions, the machines solve problems

1. The team decides, the customers suggest

This point is key to having a coherent, consistent product that maintains a long-term vision. As much as we are a startup and each client brings you closer to the dream Break Even, if you are not very clear about your long-term product vision, you will end up filling the product with “mandatory” customized features to be able to close “the contract of the year” that could possibly affect the future of your product and company.

In my opinion, it's usually a really bad idea to do this kind of thing if what you want is to be a product company. If you're a consultant, you make a living from it. Being clear about it is important. We have made this mistake in the past, and surprise, it doesn't work 😅

. There's nothing worse than being a product company that does “consulting stuff”. (You can learn from everything...) With this I don't want to despise the business of consulting firms, on the contrary, it's their business, a different business, and we rely on it, but we don't try to compete against it. On the contrary, together we can do better things for our customers. That's the goal!

What value does it give us to be clear that we are a product company? Sometimes it's better to say, no to a customer. You are going to consume less commercial resources (tons) of technical resources in something that may not provide value to other customers. Our point of view, is that you will value suggestions to enter the roadmap if you really detect a clear alignment with your long-term vision and mission (”Improve the delivery experience“). What do we achieve with this? Really assess if that “key” functionality is really essential for the customer to make decisions (AKA). Buy/Don't Buy). This information will allow us to assess the importance of that requirement. Above all, letting ideas rest allows us to evaluate the repetitiveness of that request. That's the key to identifying the importance in many other customers.

Hint: A lot of times customers want things, which they don't really need. The best way to know if they really need it, is to put a price on it, (oh surprise!) In many cases it's not usually that important... It's like buying a car, everyone wants a Maseratti, but to go to work with a more modest one you can get there, (and it even has air conditioning! 😉)

The people at 37Signals wrote a great book ReWork from which we have learned and applied several things, although it boils down to saying no to a customer can bring a lot of value.

In future articles we will talk about Lead Tech Map a methodology (which I helped create 😄) for the formation of high-performance teams and you'll see why it's so important and how it affected the company without being aware of it... (stay tuned)

2. If it is urgent, it is created. outta

Sometimes, there are certain features that are essential for customers. This type of moment is when you need to have a couple of consultants you can trust to create those features that your client needs. The thing is that you don't believe them, they are created outside. Look for a team dedicated to satisfying the smallest detail of your customer. Adapting the solution specifically to your business and processes. The benefits are many, you work on a standard product with its own customization. The customer has exactly what they need in that specific part they are asking for, which perhaps your product is not able to offer a solution. Another important benefit is the velocity. A product team always has an endless list of things to do. Getting to climb something on that list is difficult. Someone from outside will be more willing to start earlier and achieve results in less time. El opportunity cost, is not despicable in any sector...

At the product level, very intensive work has been done to facilitate this type of integrations through a Very complete and easy to integrate API. This architecture facilitates the integration of third parties and allows our team to scale horizontally and in an orderly manner tomorrow. What is being said so often, having good foundations helps you to have a good house.

3. Feedback, Feedback, Feedback

In other words, ask your customers what they think of the new features. There are several ways, the most effective one is to ask directly 😯. In some strategic clients, we even have recurring meetings that allow us to evaluate different aspects:

1. Satisfac: To know firsthand if something isn't right. It is critical to be able to provide a solution and above all not to lose that customer.
2. Functionality: A strategic customer is usually one who uses your product very intensively. Who better than him to make new suggestions? (Remember the First point)
3. Vision of the future: Sharing your future new features allows you to evaluate them even before you start working on them. This allows us to validate if that great idea will bring value to customers or not.

Another way to evaluate if something is working or not is to monitor its use. We have tracking systems in place (Thank you Mixpanel!) of the use of certain system actions that allow us to identify what each user does. If he completes certain steps and manages to follow the ideal path that we have designed for him, we measure how many are left on the way. This helps us identify those users with the greatest potential and direct our customer success team to them to further improve their experience.

Hint: If you want to get more support, just use the tool a lot, I'm sure they'll contact you to help 😉

The feedback comes not only from strategic customers, but also from users who have just entered the tool. Talking to the more users the better allows us to improve our User Persona, improve our internal feedback (in future episodes we will talk about our roadmap meetings) and especially the perception that users have about our product. You're not alone in front of the screen! 😇

It is key that they see that there is a team of people behind them to help them improve their knowledge of the tool and to get the most out of it. It all comes back to your experience and the return from using it. ¡Or is it that someone is considering abandoning WhatsApp?! It's so embedded in our lives that we don't consider getting out of there.

Experience is everything. If our mission is to improve your delivery experience, we must make the user experience of our tool as easy, friendly and simple as possible that you will see in a few minutes how we are going to help you in The mission we share. “Improve the delivery experience” (Overcommunicated...)

4. User makes decisions, the machine solves problems

Something simple and basic to understand. The product has to solve problems, the decisions are made by the user. This means that by understanding the process in which the tool helps, we cannot generate more problems than we come to solve. For this reason, the ease of use of the tool is one of the most important pillars of Routal. The time of our users is precious, every second we can save them is time that they will be able to dedicate to other tasks and thus improve their productivity.

Another reason that led us to this principle is that in logistics processes there are no two people who make the same decision. Especially in the area of route planning. The flexibility of the tool should allow that, after our suggestion, the user can decide at all times to make changes, to be “master, owner and lord” of your process, that you get paid for something, right? Having the power to decide creates great responsibility. Having no decision-making power makes you a slave to the product. This generates tension, rejection and distrust about the tool and in the face of any case not foreseen by the tool... everything becomes hell 😤

(A little humor is always welcome with machines... Computer says no)

We hope it was useful, entertaining and if you were able to learn something from us 🐒

will make leaps of joy! Any feedback, comments that make us better will be welcome!

PS: This article wants to make our organization more transparent, to help us understand our decisions, even if sometimes we can make mistakes...

We know how hard your day to day is. Planning routes is a tedious job that requires a lot of concentration and experience. From Routal.com we want to help you. For this reason, we launched a series of training pills that will help you improve every day. Our goal is for you to plan better, faster and more successfully.

Shall we start?

In this pill we are going to teach you how to manage different PROJECTS 💎

or separate workspaces within a single account. This functionality is very useful when in your company you want to differentiate work environments, users and roles.

For example, if your company operates in different cities and you don't want to mix plans from one region to another. Another example, users who work with subcontracted/outsourced fleets and they give contractors access so they can track only their fleet. Even, a test environment, one of simulation and another one from production.

Order is a virtue, and it's proven to help you be more efficient, so we're convinced you'll like it.

A good teacher

How does it work?

By clicking on the top left you can access all the projects, the menu to manage them and a direct access to create new ones.

When you create a new project, you can manage how many licenses you assign to each one so that you can optimize with more or fewer vehicles.

USERS 👥

At the user level, you can manage different types of profiles:

• Administrator: He is the user with visibility to work on all projects, in addition, the only one with the capacity to manage billing.
• Manager: User able to manage one or more projects, add vehicles, customers, plan and manage the entire project.
• User: This role allows you to do everything related to the product, create, edit routes, except for the project management, licensing and billing parts.

This advanced functionality is only available to licensed users Gorilla 🦍

or higher. Monkeys always run loose, but gorillas like order better 😄

I'll leave you a video explaining how it works in just 3 minutes. Enjoy it!

AND MUCH MORE... 🎉

This update brings many performance improvements to the application as well as usability improvements. We've reordered all the configuration options to make it much easier to find.

We hope it was useful and we look forward to seeing you next week with more pills to improve your daily efficiency!