With a 28-year career as an executive and training in psychology, Jonas Marques has stood out for his management style that combines results and sensitivity.
Jonas Marques, CEO of the Pague Menos pharmacy chain, has led the company with a strategy focused on organizational transformation and financial recovery since he took office in April this year. Over the past few weeks, he has presented positive financial results and a series of initiatives that have strengthened the network’s operations, showing a balance between renewal and care for employees.
In the third quarter of this year, Pague Menos recorded a profit of R $ 53.9 million, marking a recovery after a period of financial difficulties. Since his arrival, Marques has worked hard to reduce the company’s debt and improve its operational structure. This move includes financial restructuring and a greater focus on transparency, with the company providing greater clarity to investors and employees about its next steps.
With a 28-year career as an executive and training in psychology, Jonas Marques has stood out for his management style that combines results and sensitivity. Before taking over Pague Menos, he was an executive at Bayer, and his experience in large corporations has been fundamental in promoting effective changes in the network. “I heard many stories about employees who changed their lives with the company. This motivated me to move forward and improve our operations even more”, said Marques in one of his interviews.
The transformation at Pague Menos also took place through a revolution at the foundation of the company. For two weeks, the CEO toured different regions of Brazil, speaking directly to more than 70 groups of workers. These discussions were essential to understand the true needs of each store and identify areas for improvement. As a result, new incentive policies were implemented, such as scholarships for the network’s pharmacists, and activities aimed at employee well-being.
At the same time, the company faced challenges related to the infrastructure of some stores, such as problems with air conditioning and kitchen equipment. In response, Marques made a bold decision: he bought 1,500 new air conditioning units and renovated about a third of the Pague Menos stores. The measure had a direct impact on the shopping experience of customers and the working environment of employees.
These changes began to show positively in the numbers: average sales per store increased by 13.9%, and the number of active customers grew significantly, with a 6% increase in average spending per person. purchase compared to last year. This growth places Pague Menos among the largest pharmacy chains in Brazil, with 1,649 stores in operation, behind only RD Saúde, owner of Raia Drogasil.
Despite initial criticism and pressure for quick results, especially in a challenging economic situation, Jonas Marques managed to gain the trust of investors and employees. The improvement in the working environment, attention to the needs of the base and the structural changes in the stores are a reflection of management focused on long-term results, without losing sight of the commitment to the well-being of people.
Pague Menos’ next step is to continue its expansion path, aiming to grow above the sector average. The network has already shown resilience in the face of economic challenges and, with the leadership of Jonas Marques, is well positioned to move forward, adapt to new market demands and be relevant to its customers.
2024-11-18 03:15:00
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What specific obstacles did Jonas Marques encounter during his initial months as CEO of Pague Menos, and what strategies did he implement to effectively navigate these challenges?
1. As the CEO of Pague Menos, Jonas Marques has led the company with a focus on organizational transformation and financial recovery since taking office in April this year. What challenges did he face initially, and how was he able to overcome them to achieve these positive results?
2. How did Jonas Marques’ background as an executive and his training in psychology influence his management style and approach to leading the company?
3. Can you talk about the revolution at the foundation of the company that led to the implementation of new policies and activities for employee well-being? How did this impact employee morale and productivity?
4. What were some of the physical challenges faced by the company, such as problems with air conditioning and kitchen equipment, and how did the decision to replace these items impact both the shopping experience of customers and the working environment of employees?
5. What is Pague Menos’ strategy for continued growth and expansion, especially in the face of a challenging economic situation? How will they maintain their focus on people and sustainability while also achieving their goals?
6. As one of the largest pharmacy chains in Brazil, how does Pague Menos differentiate itself from its competitors? What unique value proposition do they offer to their customers and employees?
7. How has the company managed to gain the trust of investors and employees despite initial skepticism and pressure for quick results? What advice would you give to other leaders facing similar situations?
