Позитивные изменения. Том 4, №1 (2024). Positive changes. Volume 4, Issue 1 (2024)

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, and areas of impact — are delineated.

Overall, the stakeholder analysis and the CC project outcomes within the retail chain’s stores underscore the alignment of CC with the Pyaterochka with Care sustainable development initiative, enabling engagement from both store employees and guests. Given its conceptual framework and seamless integration into the retail chain’s daily operations, the project exhibits significant potential for replication.

At this implementation stage, the primary project outcomes for the local community are:

• Cultivation of neighborly bonds and mutual support;

• Personal growth and fulfillment;

• Broadened social circles;

• Acquisition of new knowledge and skills;

• Active involvement in charity, including volunteering;

• Improved emotional and psychological well-being.

Primary outcomes for project operators and stakeholders conducting CC activities are:

• Access to additional resources such as PR, advertising, venues, and event materials;

• Expanded support base for the organization, including participants, subscribers, and partners;

• Increased customer engagement and sales;

• Enhanced organizational image and status;

• Widened customer base, attracting new participants;

• Growth in volunteer numbers;

• Increased trust and loyalty among customers and stakeholders;

• New experiences and empowerment opportunities for staff;

• Greater opportunities for staff (business) to engage in social initiatives;

• A platform to materialize personal initiatives, improving self-esteem;

• Potential for securing additional funding.

Key findings for store directors and employees:

• 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.

Key findings for the retail chain:

• Development of human resources;

• Increased employee loyalty and the company’s attractiveness as an employer;

• Image of the retail chain as a socially responsible company;

• Increased trust and brand loyalty.