Artiem - Employee experience
The challenge
Define and implement an employee experience that enhances Artiem’s ”Fresh” culture, making it tangible in every interaction, both among its collaborators and with customers, and aligned with its vision of Fresh People, Fresh Profit, Fresh Planet.
How we did it
To connect all collaborators with Artiem’s ambitious vision, we conduct intelligence and collective action sessions. In these sessions, the best stories were shared that reflect the “Fresh” culture in action, recognizing the admirable behaviors that embody its values.
Taking advantage of Artiem’s strong culture and spirit of innovation and collaboration, we designed participatory sessions to identify strengths and define concrete actions aligned with his 6 fundamental values: trust, joy, leadership, innovation, improvement and integration. These dynamics allowed the teams to co-create projects that reinforced the culture on a daily basis.
The impact
Thanks to this project, each person at Artiem is more aware of the positive impact they generate around them: on their clients, colleagues and society. Artiem is the benchmark for sustainable and people-centered hospitality, strengthening his leadership in this new era of the industry. Additionally, it is the first hotel chain in the world to obtain B Corp certification. If you are looking for inspiration on how far you can go, follow Artiem.
Success stories of Madavi
Find out how our solutions have generated extraordinary results.
Friselva
Friselva sought to engage its 1,000 workers in a reflection process to optimize operational processes, while fostering a deeper connection between people and an authentic understanding of their motivations.
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.
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.
Vegalsa – Loyalty plan
Increase the average ticket using the company’s Loyalty Plan, both physically, with the Member and Gold Member cards, and digitally.
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