Case study: Customer-centred transformation at E.ON

Brendan Lece

Journal of Brand Strategy, 2016, vol. 5, issue 1, 67-71

Abstract: What has been true for 100 years is no longer true. The energy market as we know it has been irrevocably disrupted by the emergence of new technology and accelerated by a new political agenda. To win in the new energy landscape, E.ON has taken the decision to put the customer at its centre. Moving from a focus on generating energy and retailing gas and electricity in a commodity market, E.ON will provide new solutions to customers to give them greater control over the way their energy is generated and consumed. To achieve this, E.ON is building on a customer experience programme using the Net Promoter Score (NPS) as a way of tracking progress. This paper explains the structured way in which the kind of change that matters most to customers was delivered at E.ON and the impact it has had on its customers.

Keywords: NPS; customer experience; vision; strategy; brand (search for similar items in EconPapers)
JEL-codes: M3 (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbs000:y:2016:v:5:i:1:p:67-71

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