Eroski – Grateful Sale
The challenge
Improve the sales capacity of customer service people. Enhance their commercial skills and attitudes to achieve greater results, while increasing customer satisfaction.
How we did it
We define Grateful Selling as a situation where:
- Thanks to an employee, the customer buys something he did not plan to buy.
- The shop sells more and/or sells something at a higher margin.
- The customer is grateful for having been advised to make the purchase.
It’s not just about selling, it’s about making the customer feel grateful, taking customer satisfaction and customer experience further.
We started with collective intelligence sessions with the participation of 100 of the best salespeople. We designed a sales model based on real practice, not theories. A model that was simple and applicable to everyone. We were ready to scale to the whole company.
We implemented our own sales model using our ‘Positive Deviation’ methodology. Each shop conducted weekly or bi-weekly sales sprints, focused on a specific set of products or categories. Information was shared in real time, creating a gamification dynamic that drove engagement and results.
The impact
A sales culture and attitude was created in all shops.
In the categories that were focused on, sales increased by 15 to 22% compared to shops where this action had not yet been taken.
Customer share also increased.
At the same time, it improved the customer experience by getting them to make a smarter and more appropriate purchase.
Success stories of Madavi
Find out how our solutions have generated extraordinary results.
Zamora Company
Understand what makes Zamora Company unique for those who work there, communicate it inside and outside the company, and thus strengthen the sense of belonging and attract new talent.
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.
Gen TROPS
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.
Artiem
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.
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