Eroski – Fresh section
The challenge
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.
How we did it
By starting this project, we had already significantly increased the sales capacity of people in these sections.
The challenge was not only to improve a few categories, but to boost the entire section. To reduce shrinkage, we opted for a strategy that prioritized increasing sales. In addition, we promoted self-managed collaboration between nearby stores, so that each store could sell all the product while always keeping it fresh.
For the first time, the sections of the 100 stores, led by the ATC (Technical-Commercial Assistants, responsible for sales of each section in 5 or 10 areas), met online, something never before done on this scale. On a monthly basis, the ATCs, the purchasing team, and one or two representatives from each store participated in unprecedented collaboration dynamics between all participants.
During these sessions we apply our “Expansive Circle” methodology based on intelligence and collective action, which follows these three key steps:
1.Share Positive Deviations
In small groups, each store shared successful practices that had helped increase sales, improve margins and reduce shrink. This dynamic allowed knowledge to move from one store to another and helped raise goals.
2.Powerful Offers and Campaigns
The purchasing team presented a special offer or campaign. In small groups, the most effective practices were discussed and new ideas were generated to try. The most innovative ones were shared in plenary, promoting creativity and ambition.
3.Proposals to Generate Positive Deviation
Finally, each person chose what actions to propose to their section team, focused on achieving a significant improvement. Each store decided what to implement to approach the challenge, and thus be able to share successes in the next session to inspire everyone.
The impact
We managed to design a management system that aligned the strategies from the Purchasing Department to the final consumer. A self-managed model that does not require Madavi’s intervention.
With this approach, we achieved a significant improvement in sales and reduced shrinkage, while strengthening collaboration and continuous learning between all stores. In the three main fresh sections the increase in share was between 0.5 and 1.3 points in 6 months.
A way was created to bring commercial offers and strategies to the point of contact with the customer.
Success stories of Madavi
Find out how our solutions have generated extraordinary results.
Friselva
Friselva sought to engage its 1,000 workers in a reflection process to optimize operational processes, while fostering a deeper connection between people and an authentic understanding of their motivations.
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.
GRIDSPERTISE
Gridspertise is a global technology company specializing in digital solutions for power distribution. At the end of 2024, it acquired AIDON, a leading company in Northern Europe, with a very different culture, size, and offering.
The challenge was clear: to prepare the real fusion of two such different companies, using the market as the main driver of change. Although the legal integration was scheduled for December 2025, the mandate was clear: start in January of that year.
It was not just about adding products or teams. It was about initiating a deep integration through action—building, from day one, a shared vision of what Gridspertise and AIDON can offer together to the global energy market.
Vegalsa – Loyalty plan
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