From separate applications
to one customer journey.
A One Stop Shop for a complex service. A strategic design study bringing together customer logic, organisation, data and digital interaction.
The customer has one question.
The organisation connects the answers.
- 01
Explore
Understand what is needed
- 02
Configure
See options and dependencies
- 03
Apply
One coherent application file
- 04
Track
Know where you stand
- 05
Ongoing support
Learn, support and improve
Schematic representation of the proposed approach.
An energy question does not follow an organisation chart.
Customers think in situations: building a home, expanding a business, installing solar panels or changing a connection. One question may involve several services, locations, documents and points of contact. An organisation's internal logic does not automatically make this simpler for the customer.
The starting point for the One Stop Shop study was therefore broader than a new website. The question was how Fluvius could design a coherent service while navigating existing systems, digital expectations and the energy and climate transition.
The proposal aimed for a more understandable customer journey, more efficient support and better information for decision-making. It also considered customers who need extra help or prefer another channel.
Understand the experience first. Then design the solution.
The work connected market and competitor research with service design. Examples from utilities, e-commerce and digital services helped challenge existing assumptions. The aim was a distinctive approach for Fluvius, adapted to the role and context of a distribution network operator.
The customer journey was examined from the moment someone starts recognising a need through to application, follow-up and ongoing support. Digital and human touchpoints were part of the same whole.
Interactive prototypes and UX mock-ups made the direction tangible for discussion. Abstract principles could become concrete questions: does the customer understand what to do, what information is missing, where is context lost, and when is human help needed?
The strategic blueprint and digital transformation framework were presented to senior stakeholders. The work also revealed dependencies between customer service, marketing, IT, data and operational processes.
Two scenarios that expose the limits.
The presentation used fictional customer profiles to compare connected needs with the logic of existing processes.
The baker who wants to grow.
A baker is expanding into several outlets while adapting production capacity, energy supply and mobility. Connections, solar panels, storage, charging points and possible grants come together in one business plan.
The design question: can this customer see the plans as a whole while different locations and services have their own requirements? A central hub could connect context, files and progress.
The resident looking for clarity.
A family is building a home and considering electric mobility, a heat pump, solar panels and, later, a home battery. They are not yet familiar with the technical language or the division of responsibilities between providers.
The design question: how can the service help someone explore their options, understand dependencies and gather the right information? The proposed approach combines clear content, guidance and access to an expert.
Nine building blocks.
One coherent experience.
Relevant content
Information matched to the customer's situation and knowledge, even before a specific application.
Orientation
Translate questions and needs into the right steps, starting from the first-time-right principle.
Human + AI
Offer support as complexity increases, with a clear transition to human expertise.
Central customer hub
A coherent overview of locations, applications, documents and progress.
A connected ecosystem
Explore how complementary services and applications can connect to the customer hub.
An understandable interface
Customers' language, expectations and mental models determine how they access the service.
The relationship after an application
Continue to inform and support after a transaction, rather than ending the customer journey there.
Measurement across the journey
Connect interactions, obstacles and process steps to assess improvements.
Attention to experience
Account for uncertainty, waiting times and emotional moments throughout the process.
A direction that can be tested in stages.
The proposed phases began with the central customer hub and interface: better customer logic at the front end first. More extensive orientation and simulation tools, relevant content and further personalisation could then follow, depending on available data and CRM capabilities.
Design sprints and user testing were intended to test assumptions early. A better screen alone is not enough: information handovers, responsibilities, process steps and support must follow the same customer journey.
Measurement runs alongside this work. Where do customers drop out? What information is missing? Why do they get in touch again? These questions guide the continued improvement of the service.
What this case demonstrates
The delivered work consists of research, service and customer journey design, prototypes and a strategic blueprint. The platform components and phases described here are design proposals. This case does not present unverified implementation or impact figures.
A complex service.
A clear next step.
BrandQs connects customer insight, brand, digital strategy and execution.
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