How can we increase the effectiveness of sales by systematically focusing on the customer?
The Swiss energy market is undergoing major changes: The pending complete liberalization of the market will offer more customers the possibility to freely choose their electricity supplier. This means that competition for individual customers is heating up on the supplier side, and solutions geared to the needs of the customer are very much in demand. To safeguard its position in the market, Industrielle Werke Basel (IWB) intends to position itself as a provider of energy solutions that are both smart and integrated. We are supporting the company in this transformation process by aligning the organization to the customer.
IWB supplies electricity, thermal energy, and drinking water to the canton of Basel-Stadt and also offers a wide array of energy and telecommunications solutions outside the cantonal borders. In doing so, IWB aspires to provide renewable comprehensive supply solutions that enable efficient, environmentally friendly, and economical use of energy. IWB sees the imminent complete liberalization of the electricity market and the increasing digitization, decentralization, and decarbonization as an opportunity. In the provision of services across divisions, the sales department – as the interface to the customer – is crucial for success. IWB approached us with the task of creating the basis for an end-to-end customer management that is both differentiated and digital.
To evaluate the effectiveness of IWB’s existing sales approach, we conducted a Sales Performance CheckCiM. Based on the results of the check, we drew up the large-format project “Customer Management@IWB” in order to better align the structures, processes, and services of IWB with the needs of its customers. In a total of five subprojects, cross-functional teams develop company-specific solutions. To ensure that the results optimally mesh, the teams are closely coached by CiM experts. In addition, CiM assumes responsibility for program management to guarantee continuous progress in the project and dovetailing with other projects.
Today, IWB has clearly defined customer groups, allowing differentiated and segment-specific management. A cross-divisional process landscape is the basis for digital end-to-end customer management without system discontinuities and hones the tasks and responsibilities of the individual departments. To better address the various needs of the customers and to strengthen the position as a “one-stop” energy provider, modular product and service systems are currently being developed. In addition, the sales team is continuously involved in the concept work and systematically trained, allowing the results obtained to be applied directly in day-to-day business and the effectiveness of sales to be constantly increased.