Suntory Schweppes - Contact Center
The challenge
Suntory Schweppes Spain wanted to revolutionize its B2B Contact Center, increase performance and innovation, which serves 220,000 bars and cafes.
How we did it
The first thing we did was define the team: all the customer service people and also all the people in the organization who had interaction with the Contact Center, sales, logistics, finance or technology, among others.
This team did something radically new, each interviewing customers to find out what was exceptional for them, what was the best that Suntory Schweppes could do for them. Those interviews generated the highest level of ambition possible.
From there, through intelligence and collective action sessions, the transformative projects were identified and executed with the starting team available, which had all the necessary strengths.
At Madavi we align strengths with aspirations, hence the importance of having all the necessary strengths from minute zero.
The impact
The team had raised its quality of customer service at every point of contact, positively influencing the day-to-day operations of the offices, and generating a significant change in collaboration between departments, especially with Technology and Sales.
After the project, people saw so much value in acting interdependently that they created a collaboration network similar to an internal “erasmus” between key areas, even physically changing locations in the offices to be closer to those with whom they interacted. to provide more value.
Thanks to the impact of the project, they received the internal award for the best and most innovative Contact Center in Europe.
As a result of this success, it hired us to define and promote its strategic plan, “Growing for Good”. From that plan, address a change in the sales force: From Volume to Value.
Success stories of Madavi
Find out how our solutions have generated extraordinary results.
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.
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.
Zamora Company
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