The Swiss energy market is undergoing major changes, not least decarbonization, digitalization, decentralization and the imminent complete liberalization of the electricity market. All aspects present stiff challenges for energy suppliers. To be successful in the face of increasing competition, IWB is seeking to focus more on customers and provide needs-based solutions, which is why the company approached us to create a basis for differentiated and digital end-to-end customer management.
We conducted a Sales Performance Check to evaluate the effectiveness of IWB’s existing sales approach. Based on the results of the check, we established the kum@iwb project to better align IWB’s structures, processes and port-folio with the needs of its customers. Within five subprojects, cross-functional teams developed company-specific solutions, with the members being coached intensively by our experts to optimize how the results can complement each other. In addition, the Center for Industrial Marketing assumed responsibility for program management to ensure continuous progress and integration with other projects.
IWB now has clearly defined customer groups, paving the way for differentiated, segment-specific management. A consistent end-to-end process for customer management prevents system discontinuities and crystallizes the responsibilities of the relevant departments. Modular product and service frameworks have likewise been developed to address customer needs more effectively in the future. In addition, the sales team is continuously involved in the concept work and receives targeted training, thus allowing the project results to be applied directly in day-to-day business and increasing the sales team’s overall effectiveness.