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.
Red Eléctrica
Red Eléctrica de España needed to accelerate the development of its strategic infrastructure plan at three times the usual pace to support the energy transition.
The result was exactly what Red Eléctrica was looking for: the strategy is being successfully implemented and the infrastructure plan is progressing as planned.
Danonino
Design and deploy Danonino’s global marketing strategy in a way that integrates the global vision with local realities. Include for the first time the Danone Manifesto.
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.
Fast Track Asia
Accelerate the expansion of Botify in Asia, one of the companies in which Fast Track had invested.
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