SONAE - Scaling up change

The challenge

To bring an innovative approach that is scalable for the group’s 361 shops and 25,000 employees. SONAE MC wanted to transform its culture and customer relations, with the aim of increasing sales, improving employee and customer satisfaction.

How we did it

SONAE MC, after observing in situ the results obtained with our project in Vegalsa, decided to launch a project with 1,500 people and 9 shops involved, strategically selected for their different performance, location and specific characteristics.

The process was developed in several key phases: involving all participants through face-to-face and online sessions, defining and implementing actions to increase sales and customer experience in the shops, aligning central functions with shops and generating a higher level of self-management in the different sections and shops.

We developed initiatives by involving all 1,500 employees in the process and in a way that was very close to the reality of each shop. Change happened in a practical way: people took ownership of the process, making it sustainable.

"I think the whole approach to the project has been a success. From the very first moment we visited the shops to understand what the starting point was, so that the transformation could start from reality"

Miguel Andrade

Director of Operations North Model Continent | SONAE

"With simplicity, with authenticity, they have won us over. And it's not easy... they have made a difference, completely"

Antonio Leite

Operations Director North Continent | SONAE

"Madavi showed us this innovation, this way of working in a different way... I am very grateful for everything they have given us. Indeed, they have left us much more prepared and eager to take on this challenge"

Ana Gonçalves

Senior People Manager Continente Norte | SONAE

The impact

The method was approved because it generated a significant increase in sales and customer and employee satisfaction in all project shops: average increases in customer satisfaction from 79% to 91%. All this in less than six months.

The success of the project has created the necessary conditions for its expansion to all the group’s shops, consolidating a competitive advantage based on collaboration and commitment at all levels of the organisation.

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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.

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