– Moving us faster

“We had expected that Maze would bring us closer to each store and that it would be valuable for the store to receive direct feedback from customers who had been in that store,” she says.

Nille has almost 300 stores across Norway.

“Maintaining a close dialogue and following up on each store without having a system like Maze in place is demanding,” says Hobøl.

She explains that rolling out the feedback tool was a pioneering step for Nille, and they were looking forward to seeing what it could do.

Now the system has been up and running for a year, and Hobøl is happy with the results.

“You get results for what you focus on. Following up on Maze properly every day, every week and every month has had a great impact. I was surprised at how quickly we achieved positive results. If Maze is used in the right way, you feel the impact and help it provides in day-to-day operations,” she says.

Nille assessed Maze for a period before choosing to use the platform.

“We wanted to wait until we had an organisation in place that could follow up on the feedback. We had to build up our internal routines first,” explains Hobøl.

“We use the tool across the organisation – from the stores where the store manager communicates with store employees to the regional level that looks at how the stores perform and follow up on that,” says Hobøl.

Employees want to be seen

The CEO of Nille emphasises how important it is in general for people to be seen. She remembers that when she was a young Coop employee, she became invisible as soon as she put on her uniform.

“It gives me an insight into what’s happening”

Andrea Eidesmo is the store manager at Nille Kolbotn. She explains that Maze is a motivator and builds up a sense of community in her store.

“Employees feel better and are all smiles when they receive praise. I praise my employees when we get positive feedback, and colleagues comment in the app.”

As store manager, she gains more insight into what is happening at different times during opening hours.

“You don’t need to be in the store yourself to be able to monitor what’s happening,” says Eidesmo.

Recently, they focused on offering additional products. Based on the feedback, she saw that this was being followed up.

The results from the app have consequences on a day-to-day basis. Andrea mentions several examples of how feedback in Maze has resulted in specific changes.

“Our store here in Kolbotn has recently been renovated, and customers have commented that they think it’s become very attractive. But during the renovation, we also received some negative feedback. The score for ‘offering help to the customer’ fell by 28% to 50%,” says Eidesmo.

They discussed this in store and concluded that there had been too much focus on renovation and product turnover and too little on the customers.

“We decided that we needed to forget about the products and focus more on our customers again. Receiving reminders like that is useful,” says the store manager.

“When you work in a store, it’s important to be seen and appreciated. This involves not just receiving praise, but also receiving constructive feedback that allows us to improve.

Employees feel appreciated when they are told that they are doing a good job.

“Whether or not you’re cheerful and have a good day at work plays a role. And the feedback goes back to what the individual has done, not just what the store has done as a whole,” explains Hobøl.

Fast and direct feedback

The CEO of Nille points out that the way you use the app affects the results you get.

“What we focus on in Maze and follow up on brings us results,” she states.

You cannot focus on everything. You have to choose what you want to focus on at any given time.

Kjersti Hobøl says that every time a customer enters the store is a moment of truth.

“The fact that feedback arrives quickly after the customer visits the store and comes directly from the customer increases credibility. That feedback is specific and not just opinion. The store employee relates to the feedback and remembers the customer encounter and the way the situation was resolved. This means that you’re equipped to do better next time,” says Hobøl.

That customers take the time to give feedback shows that the customer encounter has meant something.

Hobøl believes that, of course, receiving positive feedback is best, but that it is just as useful when customers provide constructive input on what they think could have been done differently.

The feedback sometimes also has direct consequences for store operations, such as marketing materials not being clear enough, or too much product supply during a certain period.

Supporting the value base

Maze aligns with the cultural values that Nille stands for, including specific and direct feedback.

A large reorganisation began in Nille when DNB took ownership in 2018.

“One of the first things we did was to establish a cultural value base. This was designed to give us a purpose beyond going to work every day. To be inspiring, committed and proud and have a dedication to our jobs. This is what Maze helps to build,” says Kjersti Hobøl.

“To get better, you have to practise”

Hege Marie Stø joined Nille as retail director in August.

“We use Maze on a daily basis. Feedback shows us where we need to evolve.

To become better, you have to practise,” she says.

All employees in Nille have a personal login. Stø explains that this generates additional engagement. You get direct feedback on what you are good at and what you can work to improve.

“Store managers believe that receiving specific feedback from customers about how they experienced their visit to the store is great,” says the retail director.

Maze is also used by the chain’s management. The Nille district managers follow up with their store managers weekly, and Maze is a permanent item on the agenda.

Nille store managers log onto Maze every morning to gain an overview and share feedback with their employees.

“They’re able to praise employees who have done an excellent job and highlight excellent experiences. And they make plans for how employees should work to improve in certain areas,” says Stø.

Each Nille store decides what they want to focus on. For example, offering help or offering more products

In recent years, Nille has upgraded its stores and optimised its look.

“Now we want to improve the personal customer experience,” says Stø.

Stores compare themselves with other stores within the same district.

“Most of our store managers are competitive people,” says Stø.

Data from Maze are among the factors determining annual awards in Nille.