Eroski – Customer Experience
The challenge
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.
How we did it
From the outset, we proposed going beyond traditional methods (Customer Journey, service guides, continuous training, audits…). The idea was to build on employees’ best interactions with customers. The employees themselves, in each and every one of their shops, analysed the best of their interactions with customers to do more and better.
After the initial Summits, weekly 15-minute meetings were implemented in the shops focusing on the Expanding Circle: Best, Even Better and Collective Action.
From employees’ best stories with customers, key learnings and admirable behaviours were identified. Conversations then turned to how to do even better. Finally, each person freely decided what they wanted to put into practice until the following week.
The same method was applied to the employee experience. Connection and collaboration reached an exceptional level because people gave their best in an atmosphere of trust and mutual support. This led to a sustainable increase in employee satisfaction.
The impact
According to customer surveys, each and every shop is number one in customer satisfaction in its area.
A culture of exceptional treatment was generated, applying what is known as Social Constructionism: a system moves in the same direction as the conversations it has on a repetitive basis. It’s simple, and simple, if it’s good, is what works best.
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