Company Case by E.ON Inhouse Consulting

E.ON Inhouse Consulting Case: Customer Journey Training Case

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E.ON Inhouse Consulting Case: Customer Journey Training Case You are starting your first day at E.ON Inhouse Consulting and have been instructed to take a closer look at the customer journey at E.ON. Your first task is to compile touchpoints the customers experience when joining E.ON. After that, you have to think of channels to improve the customer experience. The third task is all about customer base and how to keep it stable. In this context, you will be asked to evaluate the implementation of an SMS initiative. Finally, you need to summarize the key findings on the joining journey.
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Problem Definition

You are starting your first day at E.ON Inhouse Consulting and have been instructed to take a closer look at the customer journey at E.ON. Your first task is to compile touchpoints the customers experience when joining E.ON. After that, you have to think of channels to improve the customer experience. The third task is all about customer base and how to keep it stable. In this context, you will be asked to evaluate the implementation of an SMS initiative. Finally, you need to summarize the key findings on the joining journey.


Comments

This is a case study example to help you prepare for your interviews at E.ON Inhouse Consulting. Go through the exercises and practice the case with a partner who can challenge your thinking and give feedback.

Detailed Solution

Paragraphs highlighted in green indicate diagrams or tables that can be shared in the “Case exhibits” section.

Paragraphs highlighted in blue can be verbally communicated to the interviewee.

Paragraphs highlighted in orange indicate hints for you on how to guide the interviewee through the case.

The candidate could proceed as follows:

Task 1 – Which touchpoints do customers experience when joining E.ON?

  • Within E.ON's "CustomerFirst" transformation program, a deep dive into E.ON's customer journey has been initiated
  • A customer journey entails all steps a customer makes during a specific interaction with E.ON, e.g. the payment process
  • In an initial step, the journey project defined five core journeys: “I’m joining”, “I’m paying”, “I’m renewing”, “I’m moving” and “I’m leaving"
  • Each core journey incorporates a number of touchpoints and stages (i.e. single interactions a customer has with E.ON)

a) Please take some time to think of touchpoints a customer has to take when joining E.ON
  1. I’m exploring
  2. I'm signing up
  3. I'm switching
  4. I'm receiving my first bill

b) Please cluster these touchpoints into four stages

1. I’m exploring

  • I'm interested in switching
  • I compare providers
  • I choose the best deal (product & price)

2. I'm signing up

  • I sign up and provide my details
  • I get a confirmation
  • I receive a welcome package
  • I cancel the switch
  • I receive a confirmation of my signup

3. I'm switching

  • My switch has started
  • Current supplier agrees?
  • I provide a meter reading
  • E.ON confirms the meter reading

4. I'm receiving my first bill

  • I receive a confirmation of switching to E.ON
  • I approve of my bill – no follow-up questions
  • Switch is completed
  • I do my first meter reading after switching
  • I give my first meter reading after switching
  • I get my first bill
  • I receive a confirmation of the meter reading
  • I make my first payment
  • I've used more energy than expected
  • I receive my first bill

Task 2 – How can the customer experience during the joining journey be improved?

  • When developing or improving a joining journey, the customers' WOW and PAIN points are analyzed
  • WOW points are positive surprises for the customer while PAIN points are negative surprises
  • One of the main PAIN points raised by the customer when the joining journey was defined was: "We felt left alone after we signed the contract"

a) What channels can you think of to improve the customer experience?
  • SMS
  • Email
  • Letter
  • Call
  • Visit

b) How can E.ON ensure that the customer is informed on the current status or the steps currently in process? How would you evaluate these channels?
  • SMS: Best option because costs are low and the customer does not have to get active to receive the information
  • Email: Second best option; low costs but the customer has to get active and possibility that email is not read by customer (SPAM)
  • Letter: Bad option due to sustainability and time it takes until the customer receives the information
  • Call: Bad option because call might disturb the customer and leads to a negative customer experience
  • Visit: Best customer experience but also high costs (therefore not recommended)

Task 3 – How does a joining journey add to E.ON's numbers?

Task 3.1

Handout 1 can be shared with the candidate.

a) How many customers does E.ON need to successfully go through the “I’m joining” journey each year to have a stable customer base? (use Handout 1 for input data)

Calculation

Answer

E.ON needs 1,110,000 customers to successfully go through the "I'm joining" journey each year to have a stable customer base.

b) Why is the drop rate so important?
  • High impact on profitability due to last minute customer loss
  • Non-customers only generate costs but no revenue or profit
  • Potential of negative feedback or “word of mouth” as joining did not work for customers

Task 3.2

E.ON decides to implement the SMS initiative.

Handout 2 can be shared with the candidate.

Does the investment pay off? (use Handout 1 & 2 for input data)

Calculation

Answer

Yes, with a total profit of 564,000 the investment pays off.

Task 3.3

a) Please summarize the key findings on the joining journey.
  • High potential as it is a customer’s first interaction with E.ON
  • Importance of drop rate is a key figure of joining journeys
  • High complexity as journey spans across a lot of different interactions

b) What might be issues when defining/improving journeys?
  • Customer needs: biased E.ON view on customer needs, lack of tangible insights
  • Governance: unclear roles and responsibilities across functional areas
  • Organization: existing organizational structures and silos
  • Data: contract vs. customer view, low data quality
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