Project context
Customer Journey Design and Process Optimisation for a Utility Company's Core Customer Processes
Key areas
Customer Journey Design, Process Mapping, Service Processes, Document Optimisation, Workshop Design, Stakeholder Management
The role of grünlicht
Conception, moderation and execution of all workshops, process analysis, customer journey design, adaptation of central customer documents and derivation of concrete implementation measures
Starting situation
A regional energy provider wanted to improve its customer experience along key customer processes. The focus was on recurring points of contact such as new registrations, moving house, changing tariffs, adjusting direct debits, billing queries, fault reporting, and cancellations.
The existing processes were functionally sound but not consistently designed from a customer perspective. Information was sometimes spread across multiple channels, responsibilities between departments were not always clearly defined, and individual documents appeared too technical or difficult for customers to understand.
At the same time, energy suppliers were under increased pressure to meet expectations: customers expect simple digital contact channels, transparent communication, understandable documents, and quick processing – particularly on sensitive topics such as price changes, consumption, surcharges, or supply interruptions.
The central challenge was to connect internal process logic, regulatory requirements, and customer needs in such a way that this would create a consistent, understandable, and efficiently implementable service experience.
Our Approach
grünlicht worked with the energy supplier to develop a structured customer experience project that consistently integrated the customer’s perspective, the realities of the process and practical feasibility.
The focus was not only on which contact points should be improved, but on how customers experience the entire process – from initial information needs to the final resolution of their query.
The central building blocks were:
- Customer Journey Analysis: Systematic consideration of central customer processes from the customer's perspective
- Process Mapping: Visualisation of existing workflows, handovers, responsibilities and media breaks
- Workshop Design and Facilitation: Conducting Structured Workshops with Specialist Departments, Customer Service, Sales, Billing, IT, and Communication
- Pain Point Analysis: Identification of typical breaking points, comprehension problems and unnecessary loops
- Document Review: Analysis and revision of key customer documents such as cover letters, forms, information sheets, and text modules
- Target image development: Definition of a uniform service and communication logic for central contact occasions
- Derivation of measures: Prioritisation of concrete improvement measures based on impact, effort and feasibility
- Implementation Planning: Translating Results into a Realistic Roadmap for Business Units and Service Organisations
Measures in detail
Initially, existing data, processes, and documents were analysed. This included customer letters, forms, service scripts, website content, complaint evaluations, and internal process descriptions.
On this basis, several cross-departmental workshops were conducted. In the workshops, key customer journeys were visualised and viewed from different perspectives: customers, customer service, business departments, IT and regulatory requirements.
Particular focus was placed on moments when customers typically experience uncertainty – for example, with price changes, unclear invoices, moving house situations, or disruptions. For these situations, information needs, emotional pain points, and internal process dependencies were made visible.
In parallel, key documents and text modules were revised. The aim was to achieve a language that remained technically correct but became clearer, more understandable, and more action-oriented. Complex information was structured more strongly, decision paths were presented more clearly, and unnecessary technical jargon was reduced.
The results were compiled into a portfolio of measures. This distinguished between short-term implementable improvements, structural process adjustments, and medium-term digitalisation measures.
Results
- Making customer journeys visible: Key customer processes were visualised end-to-end and evaluated from a customer perspective
- Process breaks identified: Media breaks, unclear handovers and unnecessary queries were systematically made visible
- Documents improved: Important customer documents, cover letters, and text modules have been made more understandable and action-oriented.
- A shared vision was created: Departments developed a shared understanding of good customer experience in the energy supply context.
- Actionable roadmap created: measures were prioritised by impact and effort and translated into realistic implementation.
- Service quality strengthened: The organisation received concrete starting points to handle customer concerns more quickly, clearly, and consistently.
Key Learnings
- Customer experience does not arise at individual touchpoints, but in the interplay of process, communication, systems, and responsibilities.
- Especially in regulated industries, clarity and technical accuracy must be considered together.
- Process mapping is particularly effective when consistently linked to the customer perspective.
- Cross-functional workshops help to make internal logic visible and to develop common solutions.
- Revised documents are often a quick and effective lever for better customer communication.