Книга Позитивные изменения. Том 4, №1 (2024). Positive changes. Volume 4, Issue 1 (2024) - Редакция журнала «Позитивные изменения»

budgetary share would be beneficial.

The impact of the CC project on business, as per the B4SI model, is assessed across the “employees” and “business as a whole” dimensions:

Assessing the broader business impact of the CC project entailed a thorough examination of data acquired from focus groups and interviews. Noteworthy positive transformations include:

• Human Resources Development: An increase in employee loyalty among those engaged in the CC project, rendering stores more appealing as workplaces;

• Enhanced Stakeholder Relations/

Perception: Insights from store directors and staff during focus groups indicate increased loyalty and favorable sentiments among store guests. They now perceive Pyaterochka not merely as a seller of essential goods but also as a socially conscientious entity invested in community welfare;

• Business Advancement: Focus group participants report an uptick in NPS (Net Promoter Score) and foot traffic in stores attributable to the CC initiative.

As the CC model proliferates, it is possible that additional favorable business outcomes will emerge over time.

INVOLVEMENT OF DIRECTORS AND STAFF IN CC INITIATIVES

It’s crucial to also look into the evolving dynamics experienced by store directors and staff in connection with the CC project.

The level of motivation exhibited by directors and staff to participate in the project serves as a pivotal factor shaping the initiative’s success and efficacy at individual stores.

Director involvement in CC events varies from minimal to maximal engagement. Minimal engagement means authorizing project activities without active participation, whereas maximal engagement involves directors managing project initiatives, actively organizing events during and outside regular hours (often on weekends and evenings), and rallying store employees.

In isolated cases, focus group participants highlighted instances where store directors not only failed to support project implementation but also impeded the CM’s work. This is due to the fact that sometimes store directors were not motivated to participate in the project, since they did not have full information about the project in general, its goals and objectives, features and benefits of implementation, and most importantly about the project now being an integral part of the Pyaterochka operations, and not just some kind of an outside initiative. Consequently, a strategic decision was made to enlist stores in the project only at the behest of their staff, accompanied by comprehensive training for directors and staff, facilitating knowledge exchange and the dissemination of best practices from the CC.

At its core, the project is based on voluntary participation, driven by individuals’ independent desire to partake. Our objective lies in identifying key project stakeholders — individuals poised not only to participate actively but also to champion and instigate events among employees, partners, and store guests.

Employee involvement in the project can range from the oversight of a dedicated project administrator responsible for event coordination to the full engagement of the entire staff. The latter actively contributes ideas, assists in event preparation and execution, aids in CC promotion and guest outreach, contributes to store aesthetics, and participates in employee competitions, sometimes bringing their children to events.

This diversity of project activities empowers employees to explore avenues beyond their usual duties, showcasing their talents, creativity, compassion, and altruism. It is an opportunity for personal fulfillment, enabling some to make long-held aspirations a reality. In numerous instances, store directors noted that heightened employee engagement in events provided for better team cohesion.

With the project’s evolution within stores — engaging CMs, equipment installation, and event hosting — employee interest, motivation, good emotions and satisfaction from the ability to do good have surged. It was the most prominent at moments when teams began to witness the tangible impact of their participation — be it positive feedback, interested and supportive clients, increased footfall, or heightened retail revenue and NPS.

In the future, if the project is integrated into stores operating under the “partner director” model, the surge in footfall and NPS could directly impact the income levels of both directors and employees through annual payouts and bonuses. This, in turn, could serve as a significant motivational factor, encouraging store teams to actively engage in the project. Two years ago, the company embarked on instilling a partnership culture into its management framework — a paradigm where each employee is directly interested in the company’s outcomes, as if it were their own enterprise. Under the Partner Store Director program, participants are afforded greater autonomy, equipped with additional tools and on-ground authority, essentially motivating store directors to develop the business as if they were partners. Consequently, directors operating under this model now have the capacity to directly influence business outcomes, enhancing their professional skills and increasing both personal and employee earnings through year-end bonuses tied to store revenue.

Furthermore, focus group research underscored the project’s capacity to inject variety into mundane routines, elevate employee morale, and facilitate creativity, thereby nurturing loyalty not only among store patrons but also among employees and prospective applicants.

Figure 4. “Store Directors and Employees” Stakeholder Map

Thus, the project’s primary outcomes for directors and staff are:

• Improved morale and positive emotions stemming from involvement in CC events;

• Increased footfall, revenue growth, and store’s NPS;

• Enhanced team cohesion;

• Opportunities for talent and idea realization;

• Better loyalty towards the store and pride in the brand.

Based on the key outcomes for directors and employees, a stakeholder map “Store Directors and Employees” was formulated (see Figure 4).

CONCLUSION

The study presents a generalized B4SI model for the CC project. Based on the data collected, the model’s main components — inputs, products,