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.

Improve the sales capacity of customer service people. Enhance their commercial skills and attitudes to achieve greater results, while increasing customer satisfaction.

The client’s objective was clear: increase market share, improve margin and reduce shrinkage in the fresh product sections, since they are the areas that most attract customers and benefit the rest of the sections.

Increase the average ticket using the company’s Loyalty Plan, both physically, with the Member and Gold Member cards, and digitally.

The TSK Group’s mining business unit, PHB Weserhütte, sought to improve the trinomial in its projects: profitability, deadlines and customer satisfaction.

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.

Suntory Schweppes Spain wanted to revolutionize its B2B Contact Center, increase performance and innovation, which serves 220,000 bars and cafes.

Promote a cultural change that allows the cooperative to be taken to another level, a highly attractive culture both for current farmers and to attract new producers. A culture that consolidates Trops as a market leader.

Define and implement an employee experience that enhances Artiem’s ​​”Fresh” culture, making it tangible in every interaction, both among its collaborators and with customers, and aligned with its vision of Fresh People, Fresh Profit, Fresh Planet.