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SKF

Industry: Engineering.

Department: Customer Service.

Project type: Nanohabits for customer service.

Result:

• A radical change in daily behaviour for all participants.

Testimonial: "The word “habit” is now part of our everyday vocabulary and we understand the importance of habits and how big of an impact they have on our outcomes and results. The whole project was also a great enabler for us to better understand the way we work, our goals and priorities. It also improved the communication within the team and increased the trust level because the discussions around our habits were done very openly."
— Olle Lillemägi, Customer Service Manager, SKF

S-Pankki

Industry: Finance and investment

Department: B2C Sales

Project type: Nanohabits for sales

Result:

• Closed the performance gaps between salespersons by bringing new habits into the structure of sales interactions.

Objective: To increase the quality of over-the-phone, B2C sales interactions in the investments team. Through the introduction of new habits into the existing call structure, it was hoped that the sales results would see less variation between person to person.

Method: Phase one was auditing the sales calls by the Nanohabits team, and sales call self-observation by the salespersons, followed by the design and introduction of new habits in phase two.

Testimonial: "We witnessed an overall level upgrade in sales throughout the ranks and a couple of team members really ramped up their performance as they were able to spot and polish a few key points in their sales processes, with the help of Nanohabits."
— Antti Saarenmaa, Service Manager, S-Pankki

Suomalainen Kirjakauppa

Industry: Bookstore chain.

Department: Stores, B2C sales.

Project type: Improving the sales process and customer service of sales management and customer service personnel.

Result:

• We identified 91 effective habits and best practices among staff. The most impactful of these were chosen and anchored as an everyday habit for staff.

• The results of anchoring new habits were as follows: 100% of salespersons use new, well-crafted habits on a daily or almost daily basis. 89% of store managers use new habits every day or almost every day.

• Participants' satisfaction with the project was as follows: NPS, salespersons: 86. NPS, store managers: 100.

Objective: The goal was to drive customer experience which exceeds expectations, in each and every interaction. In doing so, it was also hoped that new, effective sales tools and ideas would surface. For management and salespersons, the target was permanent change, i.e. to anchor new habits and customs which would remain in place even after the end of the project.

Method: The daily activities and habits of the project participants were reviewed through self- observation by participants and through Mystery Shopping. Nanohabits uncovered a huge amount of subconscious best practices hidden within the staff’s own routines. Using existing habits as reference, good habits were upscaled to others and bad habits were replaced with more effective and proven ones. They were then repeated and anchored in everyday sales and leadership work. Nanohabits provided an engaging, yet easy way to start boosting sales, which stuck into everyday use.

Testimonial: "We needed something other than traditional sales coaching and day-long courses to manage sales. While many of them have been really inspiring and interestingly executed, after the initial enthusiasm, the doing part fails, and people return to their old habits. Nanohabits provided a really easy way to start implementing new sales habits, which remain in everyday use. This was easy for our team to get inspired and engage with. The goal was to share our own best practices with the whole organisation. In the workshops, the Nanohabits team was able to uncover an enormous amount of subconscious best practices, and they have been eagerly received across the entire sales field. Suomalainen Kirjakauppa wants to offer its customers the best shopping experience and exceed the customer's expectations with every visit. Through Nanohabits, we found natural ways to respond to this need, without forgetting the personality of the seller, but on the contrary, supporting it."
— Heidi Reyes, Area Manager, Suomalainen kirjakauppa

Icare

Industry: Medical supplies.

Department: Global B2B Sales.

Project type: Nanohabits for sales.

Result:

• Creating a sales playbook and introducing new sales habits for the newly formed global wholesale team.

Objective: To align everyday sales behaviours to Icare's global strategy.

Method: Phase one focused on delivering a new sales behaviours playbook in the form of a habit deck. This sought to bring extra specificity and concreteness to the overall sales strategy by connecting daily work to the bigger picture. Next, attention was turned towards introducing the new habits into everyday work. This continues to be an ongoing discipline at Icare.

Testimonial: “Icare Finland is very pleased with the collaboration with Nanohabits. The project focused on driving habit-change, through the Nanohabits method, in order to increase the quality of our work. We wanted to see a change in the focus of area sales managers; from day-to-day task management and reactivity, towards understanding and engaging proactively with the bigger needs of the entire marketplace. As a result of the project, we have seen a noticeable change in the way we work. Nowadays we work more efficiently, leaving more time for the essential.”
— Tero Pasanen, Regional Director, Icare

Stockmann

Industry: Retail, department store chain

Department: Sales and service personnel in Stockmann's department stores in Finland. Locations: Helsinki City Centre, Helsinki Itis, Jumbo, Tapiola, Tampere, Turku

Project type: Improving customer experience through new habits. Strengthening coaching and sales management.

Result:

• Stockmann achieved the desired change in both sales management and activating customer engagement and experience.

• 94% of participants successfully managed to anchor new, improved habits into their work.

• 91% of all participants believed that the new habits directly helped them meet their role expectations.

• The store managers, who designed new habits to support their supervisory skills, logged 4,827 new actions.

Objective: The aim of the project was to improve the coaching skills of managers, and encourage proactive customer encounters and customer service excellence, in-store. The approach to bringing about change was to focus on small actions within everyday work, and new patterns of behavior that, if repeated, would generate results. The project was implemented in various stores across the chain. The three-month Nanohabits project was facilitated for Stockmann's store staff and supervisors from various units. During the project, each participant designed and anchored new, daily habits aimed at increasing their performance in sales and customer service, or their leadership and coaching skills.

Method: Participants observed their own routines and work from the perspective of the project objectives: paying particular attention to observing the habits which should be strengthened, replicated elsewhere, or removed. Based on results from both mystery shopping and the collection of participants’ own observations, the Nanohabits team developed a collection of Nanohabits for the participants. This allowed the participants to select and customise new habits more easily for themselves, to anchor in everyday work. Through the constant communication, support, guidance and encouragement of the Nanohabits team, all participants were inspired, involved and saw the benefits of personal habit change.

Testimonial: “Designing new habits was inspiring, and the Nanohabits projects helped us with this. A great many of the participants said that they had gained clear benefits from nanohabits, in their daily work and had intended to retain them as part of their own daily lives even after the project had finished. The work was based on scientific research and was easy to adopt and clearly presented. It was motivating from the start. From the Nanohabits team, Ella and Markus helped facilitate communication with our staff and helped with sparring and further encouragement. The process required perseverance and relentlessness, and Nanohabits was a great help with that. With their help, each participant anchored new nanohabits and noticed the benefits in their own work, despite the possible initial difficulties. We really felt that we were getting value for our investment since support for the facilitation of different groups was constant. The project was successful and I could envisage a similar process working more broadly in the company to bring about change. I strongly believe that it is easier to incorporate change into everyday life, through the power of a few new habits, rather than trying to adjust to an entirely new way of working through the power of decision making.”
— Maiju Niskanen, Head of Department Store Operations, Stockmann

Kamppi Shopping Center

Industry: Shopping mall.

Department: All retail and catering staff of the shopping mall

Project type: Culture change.

Result: Acting out a culture, through mass action.

• The initial drive of the competition created more than 3.000 new interactions from over 800 different staff members, during the first 5 days alone.

• The rapid response and widespread engagement of employees demonstrated the success of seamlessly developing new value-adding habits through small, repeat activities.

Objective: The goal was to improve the employee experience of it’s staff. Phase 1 of the project aimed at encouraging employees to engage with other shop or restaurant staff that they did not already know; spreading greetings and praise, and ultimately, starting to build a community.

Method: Staff were given Nanohabits competition cards to complete, and exchange for rewards once they had completed certain tasks. Existing communication channels were used to send regular prompts, and a strong reward encouraged widespread attendance.

Helsingin Sanomat

Industry: Digital development.

Department: Digital sales.

Project type: Nanohabits in user experience.

Result:

• A new model of the Habit Loop for mobile interactions and deep understanding of the motives and behaviours in the 12 most frequent contexts of daily use.

  HS has since developed and began implementing several new concepts based directly on the understanding provided by the study.

Objective: To investigate the mobile usage of young users (ca. 25 years), and identify the different patterns and context of repeat use. If possible, it would then be used to hack the habits of the young digital readers of Helsingin Sanomat.

Method: Users documented their digital behaviours on-the-go, during their day to day routines, using WhatsApp to record observations. Their activities (cues, interactions, accompanying actions), emotions (both desired and actual rewards), and contexts (time, place, with whom), were all recorded in real time.

Testimonial: “We were very positively surprised by how well the method used worked, and how insightful were these results found - even though our expectations were high.”
— Kaisa Aalto, Head of Strategy and Business Development, Helsingin Sanomat.