Human Resources
We emphasize the unique value each individual brings to the organization—what we call microdiversity.
Those who can recognize microdiversity are better equipped to embrace all forms of diversity.
We often categorize people into broad groups—male-female, Baby Boomers-Generation Z, and more. But when we shift our focus to recognizing each person’s strengths and appreciating who they truly are, those labels fade, and we begin to see complementarity rather than division.
Who wouldn’t want to be valued for their talents, without other factors getting in the way?
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Success stories of Madavi
Find out how our solutions have generated extraordinary results.
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.
Eroski – Grateful Sale
Improve the sales capacity of customer service people. Enhance their commercial skills and attitudes to achieve greater results, while increasing customer satisfaction.
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.
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.
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