E.ON

Skopos deployed a multi-stage research programme combining executive, customer, and market perspectives:

• Executive depth interviews were first conducted with the E.ON leadership team to capture internal views on operational challenges, commercial pressures, and strategic priorities.
• Tele-depth interviews followed with both current and lapsed customers, exploring real-world experiences, frustrations, and reasons for disengagement.
• Insights were then validated through a quantitative survey broadcast across the full customer base, allowing E.ON to measure the prevalence of identified issues and prioritise them by impact.

This layered approach provided a 360° view of the customer journey, from on-boarding to servicing, billing, and problem resolution, while also aligning customer needs with internal operational realities.

The findings highlighted a series of critical pain points — the “red alerts” — that had a direct influence on churn. With these insights, E.ON was able to:

• Reshape key operational and service processes, ensuring issues were addressed at their root cause.
• Refine the end-to-end customer journey, from sign-up and on-boarding through to billing, support, and retention strategies.
• Introduce on-going performance benchmarking to monitor progress and sustain service improvements over time.

As a result, E.ON not only reduced churn but also strengthened customer satisfaction and advocacy, embedding a service-focused culture that supported both customer loyalty and commercial growth.