Eroski – Grateful Sale
The challenge
Improve the sales capacity of customer service people. Enhance their commercial skills and attitudes to achieve greater results, while increasing customer satisfaction.
How we did it
We define Grateful Selling as a situation where:
- Thanks to an employee, the customer buys something he did not plan to buy.
- The shop sells more and/or sells something at a higher margin.
- The customer is grateful for having been advised to make the purchase.
It’s not just about selling, it’s about making the customer feel grateful, taking customer satisfaction and customer experience further.
We started with collective intelligence sessions with the participation of 100 of the best salespeople. We designed a sales model based on real practice, not theories. A model that was simple and applicable to everyone. We were ready to scale to the whole company.
We implemented our own sales model using our ‘Positive Deviation’ methodology. Each shop conducted weekly or bi-weekly sales sprints, focused on a specific set of products or categories. Information was shared in real time, creating a gamification dynamic that drove engagement and results.
The impact
A sales culture and attitude was created in all shops.
In the categories that were focused on, sales increased by 15 to 22% compared to shops where this action had not yet been taken.
Customer share also increased.
At the same time, it improved the customer experience by getting them to make a smarter and more appropriate purchase.
Success stories of Madavi
Find out how our solutions have generated extraordinary results.
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.
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.
Zamora Company
Understand what makes Zamora Company unique for those who work there, communicate it inside and outside the company, and thus strengthen the sense of belonging and attract new talent.
SONAE
To bring an innovative approach that is scalable for the group’s 361 shops and 25,000 employees. SONAE MC wanted to transform its culture and customer relations, with the aim of increasing sales, improving employee and customer satisfaction.
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