SONAE - Scaling up change
The challenge
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.
How we did it
SONAE MC, after observing in situ the results obtained with our project in Vegalsa, decided to launch a project with 1,500 people and 9 shops involved, strategically selected for their different performance, location and specific characteristics.
The process was developed in several key phases: involving all participants through face-to-face and online sessions, defining and implementing actions to increase sales and customer experience in the shops, aligning central functions with shops and generating a higher level of self-management in the different sections and shops.
We developed initiatives by involving all 1,500 employees in the process and in a way that was very close to the reality of each shop. Change happened in a practical way: people took ownership of the process, making it sustainable.
The impact
The method was approved because it generated a significant increase in sales and customer and employee satisfaction in all project shops: average increases in customer satisfaction from 79% to 91%. All this in less than six months.
The success of the project has created the necessary conditions for its expansion to all the group’s shops, consolidating a competitive advantage based on collaboration and commitment at all levels of the organisation.
Success stories of Madavi
Find out how our solutions have generated extraordinary results.
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.
Vegalsa – Loyalty plan
Increase the average ticket using the company’s Loyalty Plan, both physically, with the Member and Gold Member cards, and digitally.
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 – 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.
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