A Better Customer Experience for the Sustainable Transition of Business Customers at Eneco

Eneco Zakelijk, the B2B division of Eneco, aimed to better integrate customer and journey thinking into the organization. As the first step towards a potential transformation, we focused on improving the current customer experience for business clients across their entire journey, with a specific goal: to support their transition to green energy. To achieve this, we needed to uncover the basic needs of these business customers and determine the preferred channels they use for interacting with Eneco. This would allow us to provide a more streamlined, efficient service that aligned with their expectations and helped facilitate their energy transition.

The project provided Eneco’s customer care, marketing, digital, sales, and back-office teams with a clear roadmap to enhance B2B services step-by-step.

During the project, three solutions were implemented, leading to a 15% increase in CSAT and a 10% improvement in customer retention. After the project, during 2 years, other solutions were implemented as well, and improved CSAT and loyalty even more. 

The success of this project also shaped a small reorganization at Eneco Zakelijk, prioritizing customer-centricity as a core value. The direct involvement of Eneco’s Principal Director of B2B underscored the importance of the initiative, leading to three follow-up projects, including a maturity scan and a service blueprint to further embed customer-centric practices across the business.​

6 customer need profiles 

3 macro as-is customer journey maps

2 customer contact matrices (future state journeys)

Solution roadmap for B2B 

These deliverables became strategic tools for Eneco’s teams, and provided a structured path forward, mapping out customer interactions across various channels and highlighting where the most value could be added.

Throughout the Eneco project, I worked closely with two service designers, including a junior whom I coached along the way. When a colleague left Essense, I became the only designer involved from start to finish, which positioned me as the main point of contact for the client. This allowed me to ensure consistency, and the client would approach either me or the account manager with questions, reinforcing my role as the face of the project and helping to maintain smooth communication and trust throughout. I led and executed all user research, and synthesizing our findings in multiple journey maps. I was responsible for the set up of the collaborative workshops, that we divided over three groups. I was solely responsible for one group, leading a group of product managers, call agents, sales and marketing by myself. 

Patricia Hoetelmans | Sr. Client Manager Essense: Y"ou are eager to learn, highly involved, collegial, and persistent. You made a new subject your own, and it was so great to see how you rocked that workshop with senior management. That’s when you’re totally in your element. You facilitate the workshop with a lot of enthusiasm, attentiveness, joy, and thoughtfulness, with a solid focus on the content. Your ideas for energizers and peak-end moments are very creative."

Jodie de Groot | Sr. Marketing Manager Eneco: "Your decisiveness, involvement, and role during the physical sessions at Eneco World added great value to the project. You guided the sessions very well, which is quite challenging since you were involved both as a content expert and facilitator, having to steer the group toward a conclusion. Floor, thank you for the great collaboration and wonderful result! You really tackled this project as a team, which was a pleasure to see."

Jelmer Kok | Sr. Service Designer Essense: "After the resignation of your colleague, all the knowledge suddenly rested with you, and you took on a lot of responsibility to ensure the project was successfully completed. You've handled all stakeholder management. During the debriefs after the workshops with Jodie, you were very professional and showed that you understood both her interests and the organizational goals. I think this contributed to regaining trust after the sudden leave of your colleague in the beginning."

Please see my portfolio for a full report on the approach: https://www.floorvangent.com/eneco (pw: floorvangent)

Conducted qualitative and quantitative research across three customer segments.

Performed in-depth interviews with 30 companies and surveyed 200 participants.

Analyzed data and developed five customer need-based profiles to better understand motivations and behaviors.

Translated customer insights into three macro journey maps representing the current customer experience.

Collaborated with three multidisciplinary teams to incorporate diverse perspectives into the journey maps.

Mapped stages from initial contact to loyalty, identifying key emotions and needs for optimization.

Facilitated collaborative sessions with multidisciplinary teams to identify opportunities for service improvement.

Engaged teams in brainstorming to uncover additional opportunities, incorporating customer behaviors and requests.

Identified 81 potential opportunities to enhance the customer experience.

Conducted a prioritization session, evaluating the 81 opportunities based on customer and business impact.

Reduced the list to 32 high-impact opportunities, converting them into actionable features.

Developed a future customer contact matrix, mapping preferred customer interaction channels for each profile.

Translated all identified opportunities into a future customer journey, outlining the enhanced service delivery for Eneco.

Created a comprehensive roadmap detailing the implementation plan for the 32 prioritized features.

Included timelines, responsibilities, interdependencies, and impact assessments in the roadmap.

Designed an interactive Miro document to track progress and adapt as new insights emerged.

Successfully implemented three solutions, resulting in a 15% increase in CSAT and a 10% improvement in customer retention.

Established clear guidance on prioritization and responsibilities for ongoing improvements.

Received recognition from Eneco leadership for customer-centric practices and the use of customer need profiles.

Conducted a maturity scan to assess Eneco’s CX capabilities and alignment with customer-centric values.

Analyzed stakeholder interviews, company-wide surveys, and organizational CX efforts.

Developed a CX roadmap outlining focus areas for improving customer-centricity over the coming years.

Presented findings and roadmap to leadership, ensuring alignment and commitment to the proposed plan.