Leroy Merlin and Overlap, promoting omnichannel from the role of store teams

Leroy Merlin is at a historic moment of transformation around its ‘Platform Company’ strategy with the ambition to be the leading platform in Spain for people’s home improvement solutions thanks to an exceptional human, omnichannel and digital experience.
The Training area contributes to this challenge, aligning shop personnel with it and providing the teams with the necessary vision and skills through the omni-channel retailer’ programme.

Within the framework of the strategic support that Leroy Merlin’s Training department is pursuing, where did the need for this programme come from?

Jean Michel Robert (J.M.R.): The programme was born out of the need to maximise the impact of omnichannel on the business from the role of specialist shop salespeople. Leroy Merlin offers thousands of products and a wide range of services and projects thanks to the company’s strong commitment to omnichannel and associated services. And this is where the shop salesperson is the human factor in front of the customer and the driver of the omnichannel experience.
The vision and capabilities of people to ‘join’ this challenge are fundamental. In this framework, more than two years ago, an initiative was born that today continues and advances to impact the customer and the company’s results.

Who is the programme for and what challenge does it aim to achieve?

J.M.R.: The project is aimed at the sales staff of our more than 130 shops in Spain. In 2023 -in approximately three months, more than 780 people went through the programme. In 2024 the initiative continues with a high impact on people. And in 2025 we intend to continue incorporating managers into this initiative, convinced that their support will be a further boost to accelerate the implementation of our strategy.

What are the main aspects worked on in this programme?

J.M.R.: The programme is based on the Customer Journey and the evolution of the market. It emphasises the role of the physical shop and the salesperson as a fundamental element, placing the emphasis on their sales skills and engagement with the customer, which is even more important in an omnichannel model. The programme combines impacts and methodologies, including KPIs, such as the level of knowledge acquired from the programme’s NPS, which provides valuable information for future decision-making.

What achievements are being made?

J.M.R.: I would highlight three special ones. One is related to results: omnichannel sales have been growing in recent years in the company, and we are aware that this growth is due to multiple variables, training being one of them.

A second impact has to do with the customer experience: the training aims to make it possible for the salesperson to complement the sale of the products on the physical shelves of their shop with the entire range available on the different channels, the web, the marketplace, services, etc. The fundamental objective is to help salespeople to integrate this paradigm shift, training with all the tools available.

A third impact is on people. They verbalise that this initiative contributes to their performance, because it helps them to act in line with what the company is looking for; and to their development, because it allows them to evolve and acquire new valuable skills for the present and the future.

What differential value has Overlap brought?

J.M.R.: Overlap accompanies us as if they were part of our team. We really feel that they are partners. I would highlight the customised design that takes into account the reality of our retailers. The trajectory of more than 20 years working with us, the knowledge of the collectives and the shops is of great value. Also the capillarity and capacity for mass deployments, which allows us to move forward with agility. And the team, the work dynamic and the orientation towards the joint achievement of the project’s success are very outstanding qualities. Feeling that our challenges are theirs is very valuable.

What would you highlight about the way Leroy Merlin has approached this challenge?

Esther Peña (E.P.): I would say that, in general, retailers face a challenge in implementing the strategy through the store teams. At Leroy Merlin, we see enormous value in the balance they achieve between adding value to the business and the operation with actions that really impact, that require just the right amount of time for people and that focus on what the company needs and, at the same time, reinforce to the stores. In store, where every minute of each person on the team is greatly appreciated for the sale and customer experience, this is essential. I would also highlight the approach of the Training team, which proposes actions to the stores and asks them for commitment without demanding, making them see the value. It’s a difficult balance that they achieve.

What are the keys to making this project a success?

E.P.: They are the ones we apply in every project that seeks to reinforce the strategy, implement with agility and impact the business and people. From personalization – with programs connected to the strategy, designed to suit the needs of the company, its moment, the stores and the different roles that coexist in it – to finding the right solution, without going overboard or falling short. The key is in this balance. We also contribute, as Jean Michel said, capillarity and agility, with a deployment as fast as possible with the highest possible quality, without forgetting effectiveness and efficiency, with mixed teams, taking advantage of internal resources and seeking external support to reach everyone. places and people effectively.