Outlier Development Projesi

FLO GROUP 1960 yılında temelleri atılan, bugün Türkiye ayakkabı pazarının öncü firmalarındandır. Türkiye'de ayakkabı sektörüne öncülük etme ve bu sektörü dünya üretim liginde üst sıralara taşıma vizyonuyla hareket eden FLO GROUP, doğrudan 15 binin üzerinde, dolaylı olarak ise 30 bine yakın kişiye istihdam sağlamaktadır.

Briefly describe the nominated organization: history and past performance (up to 1,250 characters):

FLO GROUP, founded in 1960, is one of the leading companies in the Turkish footwear market today. Driven by its vision to pioneer the footwear sector in Turkey and elevate this sector to the top ranks of global production, FLO GROUP provides direct employment to over 15,000 people and indirect employment to nearly 30,000 people.

Today, FLO GROUP serves customers in 30 countries, including CIS, the Middle East, and North Africa, with over 800 stores both domestically and internationally.

FLO strengthens its sales network every year with In Street, Turkey's sportswear and sneaker chain, which is part of FLO. In addition to leading footwear brands such as Kinetix, Lumberjack, Polaris, and Butigo, each a leader in its own field, FLO also houses global brands such as Nine West, Lotto, Reebok, and U.S. Polo ASSN through extensive regional licensing agreements.

It ranked 65th on the Capital 500 list and was also included in the "25 Companies Creating the Most Employment" list in the ENs index in the same survey.

At FLO GROUP, we believe that the biggest investment for sustainable success is investing in the development of our employees. That's why we offer not only training programs but also a comprehensive learning ecosystem where everyone can realize their potential.

Outline the organization's achievements since July 1, 2023 that you wish to bring to the judges' attention (up to 1,500 characters):

The Journey from Good to Great approach prioritizes adding value to our employees' development. The Customer Service Outlier Development Program was created to increase service quality, development, and customer and employee satisfaction.

The program was designed using the ADDIE Model.

Analysis

Customer and employee feedback was analyzed for each service channel. Meetings were held with representatives and team leaders to identify development needs.

Design

Based on the analysis data, training content and personalized individualized development plans were prepared. The program included classroom, online, coaching, simulation, and case study methods.

Implementation

• Launch
• Training, Coaching Microlearning from LMS
• Strong and development area-specific information Individual report card sharing
• Certificate ceremony

Evaluation

Three levels of measurement were conducted according to the Kirkpatrick model.

Level 1 training satisfaction was successfully achieved with a score of 4.7. Participant Feedback "The program's focus on my personal development motivated me and made me successful." "It was a training program that had everything I needed. Feedback always made me feel empowered."

Level 2 involved pre- and post-tests to measure knowledge, showing a 59% improvement.

Level 3 involved measuring behavioral change using a customized inventory based on FLO Group competencies. A 28% increase in competencies was achieved. The service quality score, which was 80 at the start of the program, rose to 93, achieving a 16.3% improvement.

Explain why the achievements you have highlighted are unique or significant. If possible compare the achievements to the performance of other players in your industry and/or to the organization's past performance (up to 1,500 characters):

The program has created a unique impact by producing results above the industry average. The quality score, which was 80 before the program, has risen to 93. The industry average is 90%.

Post-training customer satisfaction, which is typically 5% in the industry average, increased to 12%. Turnover dropped from 22% to 10%, creating a sustainable difference. These increases are the result of the program being personalized, the use of micro-learning, and the continuous coaching approach. While the industry predominantly uses non-personalized, traditional classroom training, at ODP, we strengthened our customer representatives' individual awareness and decision-making reflexes with case studies that included real-time customer records. The program was integrated into the performance system as a link between talent development and organizational performance. Customer representatives are included in a special career pool for promotion to trainer, team leader, and quality specialist positions. Development has become not only an individual but also an organizational transformation tool. With this program, we have achieved sustainable growth momentum both compared to our past internal performance and relative to the industry. With a continuously evolving team spirit and openness to learning, we are fully confident that this momentum will continue into 2026.