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.
SONAE
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.
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.
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.
Revolution Fnac
FNAC sought to increase the sale of value-added services, in a highly competitive environment, with the aim of improving margins.
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