Customer relation strategy

Customer relation strategy for E. Leclerc, a leader of the French food market with a turnover of €47 billion.



Although an historical winner of the ‘battle for the customer’, E. Leclerc had not yet deployed an effective customer relationship strategy. This needed competence to embrace societal shifts (relationships, horizontality and service requests), new disruptive competition and new digital tools like traffic budgets and C.R.M. software. The project grew into a mini cultural and organisational revolution.


- Definition of the brand’s relational positioning.
- Identification of the market evidence and winning customer offers.
- Evaluation of costs and technical prerequisites for new C.R.M. including Informatic services, databases, sills and competence.
- Prioritisation of work and detailed roadmaps for all 13 subprojects.


This was a specific mission to unlock internal challenges, followed by detailed technical and economic coaching for 13 subsidiary projects. It became a 2-stage journey over 4 months. Constant validation came from the Strategic Committee as the decision-making structure of E.Leclerc.


Established alignment of complex Directors’ visions and interests. Obtained full support for the policy, methods and costs in less than 3 months. This removed a legacy business challenge that had spread over several years. The new strategy is deployed.

Commercial model optimisation

Demanding markets rely on crucial offer and price accuracy. The precision of adjustment determines profitability. Despite deployment of digital technology enforcing layers of standard processes, implementation and adjustment for local markets remain critical. By combining a deep understanding of customer demands and profit levers, Diamart helps brands optimise their commercial model and tailor each point of sale.

Accurate segmentation of an independent sales network and optimisation of products offered by independent retailers.

Sport 2000. Ranked as n°4 in France with 240 stores. €610 million turnover in France and €5,1 billion worldwide.


- Sport 2000’s products are very diverse, matching customers who enjoy different sports on mountains, within a city or on a beach. Brand recognition and reputation differs for each sport and for local customers. The challenge is to adjust each local point of sale to maximise their revenue. What is the trade-off between categories? Which brand to promote for each point of sale? Which is the potential additional turnover?


- Segmentation of retail outlets according to predictive factors of “fair assortment”.
- Modelling of the performance factors through market segments.
- Identification of independent stores through sectors.
- Product mixtures not accepted by independent stores.


Delivering factual analysis of each store and point of sale revenue. Working with staff and management to understand qualitative performance. Generating a 360° effective report for the business, including product design, marketing, management and purchasing.


- Acceptance from the Board of detailed results and analysis.
- Data published for independent store segmentation and orientation of the sales offers by segment.
- A ready-to-use tool for adjustment of offers declined by independent stores.

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