Welleda - Sellout
The challenge
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.
How we did it
We held a two-day online Summit that brought together sales, marketing and trade marketing teams. During the sessions, we focus on identifying and enhancing the team’s strengths, designing concrete actions to improve sellout at points of sale. The entire plan was aligned not only with Weleda’s business strategy, but also with its core values of sustainability and responsibility.
The process included the analysis of best practices to connect with end customers and ensure that Weleda products were chosen at the point of sale. Collaboration between teams was key to integrating the actions into daily operations, maintaining coherence with the brand identity.
The impact
The summit resulted in a clear and executable action plan that allowed for a direct focus on increasing sellout.
The team became more aligned and committed to the goal of driving sales from a collaborative and customer-focused perspective.
Success stories of Madavi
Find out how our solutions have generated extraordinary results.
Massimo Dutti
Massimo Dutti wanted to boost its growth in the face-to-face channel through Style Advisors. To achieve this, they sought to revolutionise this new figure, which is key to the customer experience.
ACCIÓ
ACCIÓ needed to transform itself to consolidate its leadership in business services and create an environment where talent could flourish and change could be implemented quickly and effectively.
A key aspect of this challenge was to actively engage all levels of the organisation in the transformation.
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.
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.
CONTACT US
What goals do you want to achieve?
Tell us about it, and you'll get it.