MasCerca - E-commerce
Client
MasCerca (own venture)
Industry
E-commerce / Digital Ads / Growth Marketing
Year
2021-2022
Role
Founder, Product Lead & Marketing Lead
Context
In Peru, only around 5% of businesses sold online, with adoption even lower outside major cities. Small businesses in provinces like Trujillo relied heavily on physical foot traffic and informal digital channels such as WhatsApp and Facebook. While some sellers experimented with digital tools, they faced major barriers including limited time, operational complexity, logistics constraints, and lack of structured e-commerce systems. Buyers, in turn, were hesitant to complete online transactions and preferred conversational, trust-based purchasing behaviors.
Objective
Enable small businesses to access e-commerce opportunities. Reduce operational and technological barriers for sellers. Build trust in online purchasing for buyers. Design and launch a scalable digital commerce platform adapted to local behavior.
My Contribution
Identified market gap and opportunity through research. Defined product concept and value proposition. Conducted user research with buyers and sellers. Developed personas and Jobs-to-be-Done frameworks. Mapped user journeys and service flows. Designed full-service e-commerce model (including logistics and payments). Defined product scope and operational model. Led marketing and growth strategy. Managed experimentation and product iteration. Coordinated contractors and freelancers.
Process
Market analysis of e-commerce adoption in Peru. Interviews with 16 stakeholders (8 buyers, 8 sellers). Identification of behavioral and operational barriers. Definition of personas and user needs. Service design of end-to-end commerce experience. Integration of payment solutions (Yape, Plin, card payments). Development of logistics workflow (storage, picking, packing, shipping). Continuous testing of acquisition and conversion strategies. Iteration based on early user feedback.
Key Insights
Sellers were aware of digital channels but lacked time and operational capacity to manage them. WhatsApp and Facebook were commonly used but not scalable for structured commerce. Logistics (not just digital presence) was a core barrier to e-commerce adoption. Buyers preferred conversational purchasing over traditional checkout flows. Trust was a major barrier, especially regarding product quality and online payments. Flexible payment options (mobile wallets like Yape and Plin) increased willingness to purchase. Reducing operational load for sellers was more important than building advanced digital tools.
Outcomes
59% increase in sales (2022 vs 2021). 22% increase in number of sellers on the platform. NPS between 50-65 across users. Selected as finalist in Startup Peru 8G+ incubation program. Validated demand for managed e-commerce model in underserved regions.
Key Learnings
In emerging digital markets, operational barriers are often more critical than digital access. Trust-building mechanisms (payments, product visibility) are essential for adoption. Simplifying execution for sellers can be more valuable than offering more features. Marketplace success depends on reducing friction for both sides of the ecosystem. Early-stage experimentation is critical to validate behavioral assumptions.
Strategic Approach
I identified and validated the opportunity through user research with buyers and sellers, combined with market analysis and behavioral observation. Based on interviews and field insights, I developed personas, Jobs-to-be-Done, and end-to-end user journeys. This informed the design of a full-service commerce model that integrated sales, communication, payments, and logistics. The product was continuously tested and refined through real user feedback, alongside marketing experiments focused on trust-building and adoption in a low-e-commerce environment.
Strategy
MasCerca was designed as a full-service e-commerce platform that reduced operational complexity for small businesses while adapting to local buying behaviors. Instead of requiring sellers to manage digital storefronts, communication, payments, and logistics independently, the platform centralized these functions. The service model prioritized trust-building, simplicity, and accessibility for both buyers and sellers, particularly in underserved regional markets. The strategy focused on enabling participation in e-commerce rather than simply digitizing storefronts.