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Case Study

Digital Journey Mapping: 17 Initiatives for an Energy Supplier

One digital journey, three micro journeys, and a previously misaligned project list pulled into a single prioritized roadmap



What Is Channel Switching and Why Does It Undermine Digital Journeys?

Channel switching happens when a customer starts a task online, finding a plan, enrolling, managing an account, and finishes it on the phone instead. For a competitive energy supplier, that switch matters more than most companies realize: the digital experience is part of the product itself. Customers can shop and switch providers freely, so the ease of completing a task digitally shapes whether they stay.

Reducing channel switching does more than cut contact center volume. It gives digital investment an operational measurement instead of a design opinion: where customers fall out of digital, what each fallout costs, and which fixes return the most.

Client Opportunity

A national competitive energy supplier engaged Andrew Reise to explore its digital journey across awareness, finding an energy plan, enrollment, and ongoing use, with a specific focus on channel switching and task completion. Andrew Reise reviewed existing voice of the customer data, conducted qualitative interviews with business customers, and mapped the digital journey along with its critical moments and metrics.

The Challenge

The supplier needed to understand its digital journey end to end, simplify the experience, and reduce cost, with particular attention to where customers were switching channels instead of completing tasks digitally. It also had an internal problem common to large organizations: stakeholders working from a project list with no shared agreement on priorities.

Channel Switching Was Eroding the Digital Experience

Customers starting tasks online and finishing them on the phone rarely complain. The digital channel simply doesn't finish the job, and the contact center absorbs the cost, call by call, with no clear view of where or why it's happening.

A Project List Without Agreement

Without a shared, evidence-based view of the journey, digital investment was being argued from opinion. The projects that shipped were the ones with the loudest sponsors, not the ones with the largest impact.

Our Role

Andrew Reise was engaged to map the digital customer journey end to end and convert the findings into a single, evidence-based initiative roadmap.

Customer Research and Evidence

The team reviewed the supplier's existing voice of the customer data and conducted qualitative interviews with business customers, establishing where the experience actually failed rather than where stakeholders assumed it did. Business customers were a deliberate focus, since their journeys are higher-stakes and their friction is costlier per account.

Digital Journey Mapping

Andrew Reise mapped the digital customer journey across its full arc, awareness, finding an energy plan, enrollment, and ongoing use, focusing on channels, critical moments, and metrics. Three micro journeys were mapped in depth where the detail mattered most, with personas keeping the map anchored to real customer types.

Metrics, Dashboard, and Prioritization

The team defined the customer experience, financial, and operational metrics that define success, built a CX metric hierarchy to measure performance across journeys, and created a dashboard for ongoing measurement. The findings were converted into 17 improvement initiatives, developed and prioritized on evidence, aligning stakeholders around one list for the first time.

Industry
Energy & Utilities

Case Study Attribute
Digital Journey Mapping, Channel Optimization, CX Metric Hierarchy, Initiative Prioritization

Results

  • 17 improvement initiatives, developed and prioritized from one digital journey and 3 micro journeys
  • Internal stakeholders aligned around a previously misaligned project list
  • A measurement dashboard delivered for ongoing tracking, so the roadmap ships with its own accountability
  • Ensured a smooth transition across telecom infrastructure, hiring, and training
  • Selected the vendor based on customer loyalty potential and associate retention rather than cost alone

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Ready to Turn Digital Journey Data Into a Prioritized Roadmap?

If your digital roadmap has more guesswork in it than data, let's talk about what the journey would show.

Frequently Asked Questions

What is channel switching in customer experience?

Channel switching is when a customer starts a task in one channel, usually digital, and finishes it in another, usually the phone. It's the clearest signal of digital journey failure: every switch is a task the digital channel couldn't complete, and a call the contact center has to absorb.

What does digital journey mapping deliver for an energy supplier or utility?

It delivers a full view of the customer journey, awareness, plan selection, enrollment, and ongoing use, with channel-switch points and critical moments identified, plus personas and a prioritized roadmap. In this engagement, that meant 17 prioritized initiatives from one digital journey and 3 micro journeys, tracked through a measurement dashboard.

How do you prioritize digital improvement initiatives?

On evidence, not opinion. Priority comes from which journey failures are largest, what each costs in channel switching and abandoned tasks, and what each fix requires. Grounding the ranking in voice-of-customer data and interviews, rather than internal sponsorship, is also what gets stakeholders to agree on one list.

What is a CX metric hierarchy?

A CX metric hierarchy is a structured set of customer experience, financial, and operational metrics that ties day-to-day performance to overall success. It's what lets a supplier track whether the 17 initiatives are actually working, instead of just checking whether they shipped.

Why do internal stakeholders disagree on which digital projects to prioritize?

Usually because the project list is built from opinion and sponsor influence instead of customer evidence. Voice-of-customer data and direct interviews settle that argument by showing which failures actually cost the most, so the ranking comes from customers instead of the loudest voice in the room.

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