Revolution Fnac
The challenge
FNAC sought to increase the sale of value-added services, in a highly competitive environment, with the aim of improving margins.
How we did it
To achieve this, FNAC set out to transform its point of contact with customers, focusing on improving the shopping experience and integrating services as a fundamental pillar of its offer.
We focused on the region with the highest sales volume, the northeast, involving all the people in the shops in the process, who were the real protagonists.
In person, we designed the necessary strategies to implement them on a day-to-day basis with the team.
We implemented these strategies through regular sessions, both online and face-to-face, using the Expansion Circle method: we analysed the best practices in the sale of services in order to extract lessons learned and replicate their success. An approach based on trial and error.
Throughout the process, we highlight FNAC’s unique DNA, reinforcing the values that already set them apart and enhancing their team spirit.
The impact
A more cohesive team aligned with the objectives of selling value-added services, generating more value for customers compared to online shopping. The project ended up being called the ‘FNAC Revolution’: a service offering that adds differential value to the shopping experience and substantially increases margins.
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.
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.
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.
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.
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