reglas DE distancia
Se hizo un trabajo de equipo a distintos niveles buscando una forma de complementar y reforzar el cumplimiento de las distancias de seguridad.
Dada su importancia, las distancias de seguridad han sido estudiadas con precisión para cada una de las circunstancias laborales y son regularmente difundidas.
El objetivo aquí era aportar, complementar ese trabajo desde otra dimensión.
COLUN,
pura buena lechE
COn toda la magia del sur
Colun is one of Chile’s most successful agricultural cooperatives and produces a wide range of market-leading dairy products. On the surface, this project might seem more like a marketing campaign given what was finally released on TV, But in reality, it’s the result of many years of working closely with the company in several different dimensions that are just as if not more important than its advertising and famous slogan.”
“Besides being one of our most successful projects, our work with Colun is a great example of the spirit and approaches to collaboration that we use today.”
We learned about the company through deeply touching encounters.
Special meetings with management teams. Get-togethers with the board of directors. Dawn and dusk field visits with the milkers as they herded and cared for their cattle.
We had to learn how to build bonds with the workers, because they were mostly shy, and even their cows wouldn’t produce milk if strangers were around. These were profoundly moving encounters that helped us grow as people and to learn how to forge healthy new relationships. They are moments we’ll never forget.
The experience taught us to relate to one another in new ways.
In parallel, we spent years working with the company’s salespeople visiting storeowners. Spending real time in the field, sharing in their work.
The answers began to appear of their own accord.
Afterwards it was enough just to think of all the people we had met in order to get things right.
To find the right pathways (consulting). And to find the right words (communication).
It’s a bond, not just a photograph, a chat, or a survey. Each encounter provided us with more material than many of our focus groups ever could. Perhaps because of their basis in experience, in the reality in the field, in everyone being out there under the same rainclouds.
We have kept in touch with many of the people we met over the year. Every conversation helps us grow as professionals, but also as people. The key is probably to remind ourselves that these experiences should be a healthy balance of both.
We recorded the members of the cooperative, and alongside them we built a genuine narrative.
“This is a cooperative.
The votes of the smallest and biggest
members are the same.”
We saw this cooperative spirit as something that could inspire other areas of the company, and that should become a central pillar of the brand.
After only a short time, the pieces begin to fit together naturally, and nothing feels forced. You start to understand things better, and your messages also start to find their way through.
Cultural change grows organically.
Reports come in of improving quality in the milk, in the atmosphere at the company and, of course, this leads to increased sales and profits. But unlike the increases you see when you launch a campaign or special offer, this is lasting change. This was the first time that Colun had appeared top in a number of rankings for brand and company reputation. Everyone played their small part in the change.
“A cooperative is
like a forest.
Everyone looks after each other”
We began to discover the keys to UNLOCKING the success of the organization and brand, built on the cooperative spirit.”
“I am a member-owner of a large company, and I am the same as everyone else.
Because this is a cooperative.”
“You are always rooting for your neighbor’s success.”
“Our kids are already
thinking
about the cooperative.”
It felt to us like the cooperative spirit should be at the very heart of everything Colun does.
A WAY OF LIFE
We proposed the Magic of the South as a way of life for the cooperative. An organizational structure that meant always thinking about other members (mutual aid), having a genuine love for what you do, and forging strong bonds between workers and families.
A way of life is exactly that: a shared culture.
There are “soft” variables, but true ones. Variables that naturally brought this group of farmers (the land), workers (the factories), and surrounding communities together through shared values (the brand).
People often ask us what the trick to the great success of this project was.
The trick was that there was no trick.
We built it all upon solid, genuine facts and not hollow marketing clichés.
What we learned and the cooperative spirit are things that have stayed with us until today, in our lives and in our other projects.
