How to integrate a digital strategy into the overall product strategy to increase customer loyalty?
ewb is an integrated utilities provider including telecom, energy and mobility solutions. The organisation was faced with declining customer loyalty, especially within their non-regulated product offerings. Additionally, the company could not tap into the full potential of cross- and upselling their products and the acquisition of several service subsidiaries did not lead to the expected synergies.
After an initial identification of the status quo within the whole organization, including the subsidiaries, we applied a structured strategic approach to first re-design the sales processes across the subsidiaries. Next we designed a new digital sales route that integrated all subsidiaries and reflected the customer needs. Lastly, we adjusted the internal digital project management tool to align the responsibilities and information exchange across all subsidiaries along the whole customer journey.
With the new uniform, integrated market presence , an additional revenue potential of 5-10% was unlocked. Considering the real capacity of the organisation as well as market bottlenecks the final new market potential reflected a 3.5% growth potential, which was achieved within 2 years. Additionally, the new governance and digital project management tool increased the cross-selling between the different subsidiaries by more than 10% within the first 2 years, resulting in a reduction of customer churn by 20%