Interview with Ismael Villalobos, CEO of La Casa de las Carcasas


This month, we interview Ismael Villalobos, founder and CEO of La Casa de las Carcasas, an amazing company with over 100 stores already opened in Spain.

  • Good morning Ismael, could you talk about your company and about how the idea born?

La Casa de las Carcasas is a project born and conceived 100% to be marketed online, which, later, has been added to the reality of the physical store. The idea of selling accessories for smartphones and mobile devices arose from a mathematical calculation: my goal was to create a store in which, out of every 100 customers that came in, more than half would have bought something.

In addition, the use of mobile phones and all other mobile devices has increased dramatically compared to six years ago, expanding our target, especially among older people.

  • Last year you exceeded 100 physical stores nationwide. What are the most important requirements for you to consider when selecting a new location to open a store?

Our goal is to make our customers’ life as easy as possible, choosing a profitable location, and always positioning ourselves on the busiest commercial streets and most visited shopping centers.

  • How important is e-commerce in sales results compared to the physical store?

Ours is a business in full growth: it is not just the umpteenth store, but a showcase designed for all those who own a physical store nearby and want to know more about us, about our product, our locations, etc…

  • In your opinion, how important is data analysis in the retail sector?

Basic. In a few words: it’s important to know where you come from, where you are now, and where you want to go. Measuring and analyzing data in the retail world gives you the opportunity to improve your business in areas where good results are not achieved, identify problems and mathematically calculate how these affect the company’s results.

For example, it has become easier to create specific shifts for store staff by analyzing customer revenue; we increased our conversion rate and reduced the excesses of staff in the hours when there is less affluence. We realized that there were points of sale, only 300 meters apart, with an abysmal difference in the income on the same time slot, in which we used, wrongly, the same staff hours.

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