Services / Human Resources

Human Resources

We make sure the new culture becomes a reality by applying it directly to real business challenges.

We align culture and business simultaneously, ensuring that changes are both effective and scalable.

By transforming culture through concrete challenges, we make it tangible—a tool for driving measurable results.

It’s a process where people actively engage, experiencing the benefits of the new culture in real time.

“If you had your ideal culture, what business results would you achieve?”

Casos de éxito relacionados:
Revolution Fnac

FNAC sought to increase the sale of value-added services, in a highly competitive environment, with the aim of improving margins.

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Vegalsa – The will of many

Design and implement a unique management model that enables management’s strategy to be translated quickly and effectively to the customer touch point, creating a competitive advantage that is difficult to imitate.

Key metrics focused on customer experience, loyalty, sales, share and margin.

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Eroski – Customer Experience

The challenge was to become the best chain in customer satisfaction. We rephrased it as ‘to be the best chain in customer and employee experience’, as the former is impossible without the latter.

In just six months, customer satisfaction in the pilot shops (300 employees) went from 68% to 83%. These metrics led to the project being scaled up to 28,000 employees.

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Suntory Schweppes

Suntory Schweppes Spain wanted to revolutionize its B2B Contact Center, increase performance and innovation, which serves 220,000 bars and cafes.

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Gen TROPS

Promote a cultural change that allows the cooperative to be taken to another level, a highly attractive culture both for current farmers and to attract new producers. A culture that consolidates Trops as a market leader.

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You may be interested in

Success stories of Madavi

Find out how our solutions have generated extraordinary results.

Eroski – Fresh section

Eroski – Fresh section

The client’s objective was clear: increase market share, improve margin and reduce shrinkage in the fresh product sections, since they are the areas that most attract customers and benefit the rest of the sections.

Eroski – Customer Experience

Eroski – Customer Experience

The challenge was to become the best chain in customer satisfaction. We rephrased it as ‘to be the best chain in customer and employee experience’, as the former is impossible without the latter.

In just six months, customer satisfaction in the pilot shops (300 employees) went from 68% to 83%. These metrics led to the project being scaled up to 28,000 employees.

Pepsico

Pepsico

The objective was to fully optimize the new channel strategy, structured around the five “Must Win Battles” (MWBs) defined by Pepsico’s headquarters in the U.S. The goal was to effectively and quickly engage everyone directly or indirectly involved with the channel. Pepsico achieved a 4-point increase in DTS market share.

This success was achieved because of the hundreds of people who influence channel management with very diverse and closely interconnected roles: from the CEO to the delivery drivers.

Welleda

Welleda

Weleda sought to design strategies to increase sellout as a way to increase sales.

As a natural cosmetics company committed to responsible, ethical and ecological production, it wanted to better understand its customers and optimize internal ways of working to maximize the impact at the point of sale, reinforcing its value proposition.

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