Vegalsa – The will of many - 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.
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Eroski – Differential treatment
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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