Vegalsa – The will of many
The challenge
Design and implement a unique management model that enables management’s strategy to be translated quickly and effectively to the customer touch point, creating a competitive advantage that is difficult to imitate.
Key metrics focused on customer experience, loyalty, sales, share and margin.
How we did it
To achieve this, instead of setting up a small project team, we decided that, from minute one, the project team would be made up of the extended management team: the steering committee, area managers, technical-sales teams and personnel managers. In short, each and every one of the people responsible for leading and managing.
From the start of the project, we promoted the transfer of Know How, a key step to ensure, on the one hand, that change management is sustainable in the long term and, on the other, that the entire team of managers and leaders learn by doing, integrating change management in a natural and sustainable way as they progressed. The new way of managing became structural.
It included all 3,550 people who are part of the brand. We transformed the culture and the business at the same time: growing business challenges drove a culture of greater initiative, collaboration and ambition.
We fully transfer to the client:
- Our Know How in Change Management, what we at Madavi call Changing the way we Change.
- Our model of intelligence and collective online action, The Yes Planet.
To this end, a technological infrastructure was created with two main sets and a mini-set in each of the shops, allowing hundreds of people to participate simultaneously, quickly and effectively.
The main projects of this 36-month change process are as follows and are detailed in other documents:
- Customer and Employee Experience.
- Grateful Selling.
- Quota increase by section.
- Customer loyalty plan.
- Purpose in action.
The impact
Complete change in the form and above all in the speed and effectiveness of management. From the time a decision is made by the management team until it is implemented by the 3,500 people in the 100 shops, and effectively impacts on customers and results, it takes one week, at most two.
Increased sales and market share, while simultaneously increasing customer satisfaction. Improved employee satisfaction and containment of absenteeism.
Sales in 2023 grew by 15% compared to 2022 – compared to 9.7% in the sector – giving Vegalsa-Eroski a market share of 21%, according to Nielsen.
Success stories of Madavi
Find out how our solutions have generated extraordinary results.
GRIDSPERTISE
Gridspertise is a global technology company specializing in digital solutions for power distribution. At the end of 2024, it acquired AIDON, a leading company in Northern Europe, with a very different culture, size, and offering.
The challenge was clear: to prepare the real fusion of two such different companies, using the market as the main driver of change. Although the legal integration was scheduled for December 2025, the mandate was clear: start in January of that year.
It was not just about adding products or teams. It was about initiating a deep integration through action—building, from day one, a shared vision of what Gridspertise and AIDON can offer together to the global energy market.
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.
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.
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