In one year, the chain has lifted conversion by 4.8%, average basket value by 4.5%, and items per basket by 6.5%, all while holding a customer satisfaction score above 93%. It’s also notable that stores that use Maze the most have seen roughly double the growth compared to the company average.
One year after rolling out Maze across its 52 stores, Norwegian lingerie chain Change has seen conversion rates, basket size and items per basket all climb. The stores that use Maze the most have had double the growth compared to the company average.
Change Lingerie is a familiar name on Norwegian high streets and in shopping centres, from Alta in the far north to Kristiansand in the south, with a particularly high density of stores around Oslo. The chain has built its identity around a simple but demanding promise: buying a bra or underwear should be easy and enjoyable, not something customers dread.
”We know that almost every girl and woman finds it difficult to buy a bra, or underwear in general,” says Beate Higley, Country Manager for Change Lingerie in Norway and Finland.
”We want that to be a simple, positive experience, and we wanted it to feel exactly the same whether you walked into a store in Tromsø or in Kristiansand.”
That’s a hard thing to guarantee across 52 stores that a regional manager can’t visit every day. It’s the exact problem Change brought Maze in to solve, starting in July 2025.
"Before, we were just guessing — I might have said 50% of customers who get a suggested extra product actually buy it. It turns out to be more like 80–90%."
The challenge: one brand, one experience, 52 stores
Before Maze, Change had a detailed plan for how staff should meet customers and make underwear shopping simple, but no consistent way of knowing whether that plan was actually being delivered on the shop floor.
”There’s an old classic problem,” says Anne Mette Theil, who has spent 40 years in retail.
”Leaders like me would visit a store, or two, or three, come back to a meeting at the office, and generalize about the whole chain based on that. But that’s not reality. With Maze we get the real truth, and the real insight, store by store. That gives you a lot more confidence in what you’re working with.”
Anne Mette Theil, Sales Manager at Change, is responsible for all the regional managers, who in turn run the store network.
”It’s about consistency. Consistency in what we teach and what we actually practice on the floor. That was the reason we wanted to try Maze: to see if it could support that.”
Building the habit: positive first, one-to-one for the rest
Getting 350 employees to genuinely embrace a new feedback tool doesn’t happen by mandate. Theil built the rollout around a simple rule: praise happens in public, development areas are discussed in private.
”We spent a lot of time early on making sure that in group settings, we only talk about what’s positive,” she says. ”If something needs to improve, we take that one-to-one with the store manager, never in front of everyone else. It’s about recognizing someone for doing something well, not calling someone out for doing something wrong.”
That principle now anchors a weekly rhythm: every Friday, Theil runs a best practice call over Teams with all store managers, built entirely around Maze data. She highlights the strongest performers and lets them describe, in their own words, how they worked with a particular customer.
”It builds their confidence, and the others listen more closely to someone who’s in the same reality as themselves,” Theil says. ”New store managers, and the ones who find things difficult, get concrete, simple tips instead of having to find the solution on their own. They tell us they learn a lot from their peers at these meetings.”
Winning over the sceptics took time. Roughly a year of consistent, repeated exposure to peers whose numbers kept improving. ”It took a while. They had to hear it every single Friday, that the people who talked positively about it were the ones seeing their store’s numbers go up,” Theil says. ”Eventually people thought, ’okay, I’ll give it a try.’ We were happy if we won over two more people every Friday.”
Change’s own Maze contact, Göril, was upfront about what that would take from day one.
”You can’t just buy the license, implement the system, and turn your back on it. This is a system that has to be lived, at every level.”
The results: conversion, basket size and items all climbing
A year on, the numbers back up the approach. Looking at 12-month rolling averages across all 52 stores, weighted equally regardless of size, Change’s key metrics all moved in the same direction between June 2025 and June 2026:
- Conversion (hit rate): +4.8%
- Average basket value: +4.5%
- Items per basket: +6.5%
”We’re very fond of KPIs — not to be harsh, but because they show us the potential to develop our team,” Higley says. ”A high conversion rate tells you the customer got what she came for, that she got the attention she expected, and that she’ll come back. It’s the clearest signal we have.”
One of the sharpest insights has come from a specific behaviour: telling customers about current offers and campaigns. Customers who are informed about offers and campaigns spend 53% more on average than those who aren’t. And the share of customers who report being told about them has climbed steadily, from 73.2% in July 2025 to 85.8% by November 2025.
Add-on selling turned out to be another place where gut feeling and reality didn’t match. ”Before, we were just guessing. I might have said 50% of customers who get a suggested extra product actually buy it,” says Higley. ”It turns out to be more like 80–90%. It’s the same with things like how clear our pricing is to customers. You go from guessing to actually knowing.”
Underneath the sales numbers sits a customer satisfaction score that has stayed above 93% since Change started using Maze — a figure Higley points to as proof that the plan the company built around the in-store experience is landing the way it was designed to.
A supporting signal: engagement pays off
Change’s own analysis of the first year also points to something the team is watching closely going forward: stores where managers use Maze the most tend to see the strongest gains. It’s a pattern, and a useful nudge for where to focus coaching next.
”It’s motivating for the store managers who are doing really well, and for a regional manager it gives something concrete to point to,” says Higley. ”With Maze, you can always find a development area. Maybe not on the total score, but in the nuance, in how you come across to a customer. The feedback we get is the truth, and that’s something you can actually adjust to.”
What’s next
Looking ahead, Change wants to put that feedback to work beyond the stores themselves, using it to give prospective customers the same confidence current customers already have. ”It’s not something we say about ourselves, it’s something the customers say,” says Higley.
Change has since begun rolling Maze out to its stores in Finland as well, extending the same approach beyond Norway.
