Recent client cases

Monthly closing and operational improvements

  • Securitization of the billing engine, based on operational improvements
  • Monthly closing process through implementation of an energy balance

Our client needed a new billing engine to correctly invoice the energy, grid fees and taxes. ngage described the requirements and supervised the implementation and testing. We also facilitated the month-end-close process by implementing an energy balance tool that provides an accurate business view on volumes sold.

  • Identification and retroactive correction of inaccurate invoices
  • Securitization of the billing engine
  • Billing processes and data management improvement
  • Creation of training material for the staff
  • Design of a monthly closing process, including detailed activity planning
  • Implementation of an energy balance tool

Post-merger integration to enable future growth

Our client merged client teams in various countries and completed a High Level Business Model exercise, aimed at designing harmonized structures to enable future growth.

  • Effective and efficient translation of that model on the field
  • Reshape of the existing applicative landscape

ngage defined Governance principles aimed at general agreed upon rules and ‘to be’ operating models for Sales, PFM & Energy Sourcing and Trading entities. We also elaborated the IT Application map, translated the business needs into IT functionalities and started a Risk Operating Manual.

  • Strong adhesion to the objectives by all impacted actors
  • Better customer approach through a country-specific sales model
  • Synergies, improved efficiency and economies of scale
  • Improvement of working principles through harmonized processes
  • Enhanced functional descriptions and new organizational charts
  • Design of an integrated applicative landscape, selection of IT tools

Improved Retail Integrated Services

In a Customer Centricity program, our client highlighted several ‘complexity points’. The goal: simplify customer tasks and increase added value for customer and company.

  • Simplify business processes
  • Improve customer satisfaction
  • Increase flexibility of different applications

ngage identified business requirements for the 130 customer routes and translated them into business blueprints for the 3 front-end applications. We managed application testing from a functional and change perspective (training, coaching, documentation). Finally, we did project management for the front-end team and participated in the project executive board.

  • Business processes simplified
  • Successful go-live of 3 front-end applications (Web, CRM and IVR)
  • Customer satisfaction increased by solving 80% of the complexity points
  • Front-end applications embedded in a flexible ‘Service Oriented Architecture’

Process optimization through a paperless working solution

Requests from the branch were either sent to the back office on paper or sent by e-mail and printed by the back office to visualize and to archive.

  • Reduce the piles of paper and lost time
  • Implement paperless working

We established a low-cost paperless working solution that was acceptable to the branch network and more efficient for the back office. We also worked on change management within the back office.

  • No more branch requests on paper
  • Back office teams are eager to work paperless

New Target Operating Model & Reengineering of Production and Claims Management

Our client wanted to implement a new Target Operating Model to improve quality of service, raise profitability, upgrade the market image and achieve operational excellence.

  • Highlight issues and risks, take actions to mitigate them
  • Define KPI’s to follow the overall progress of the Program
  • Report to the Steering Committee and Program sponsors

ngage supported the Program Director and helped co-ordinating the different streams and activities in line with the strategic direction.

  • Target milestones reached on time
  • Improved delivery efficiency and timing

Boost the Commercial Dynamics

Our client was rolling out a strategic plan aimed at boosting commercial dynamics and translated it into those objectives:

  • Identify cross-selling and retention opportunities through an enhanced CRM
  • Increase sales by focusing on specific segments and markets

ngage set up a governance framework, implemented a program & project methodology and challenged projects with business reflections and a holistic approach. We built bridges towards the IT department and took into account the change management dimension.

  • Marketing in line with customer lifecycle, based on CRM intelligence
  • New commercial offerings went live
  • Sales on track with strategic plan targets

Helpdesk reorganisation and integration

  • Optimize the functional helpdesk to address several issues
  • Integrate the technical and functional helpdesk
  • Prepare the externalization of the integrated helpdesk’s 1st line

ngage defined a Target Operating Model for the functional and integrated helpdesk, harmonized interactions, enhanced the ICT tool and defined a common Service Catalogue. Finally, we prepared the externalization of the integrated helpdesk’s 1st line.

  • Implementation of Intermediary Operating Model by introducing 1st and 2nd line
  • Functional helpdesk’s scope extended with the integration of 3 new applications
  • Updated job descriptions communicated to helpdesk team members
  • Definition of Target Operating Model, description of ‘to be’ processes
  • Selection of outsourcing partner for integrated helpdesk’s 1st line

From CRM business requirements towards implementation (incl. software selection, Program and Change Management)

Following a thorough analysis of the current CRM situation, several recommendations were made, prioritized and incorporated in a CRM Program roadmap. The objectives:

  • Choose a new CRM system in line with the business needs
  • Define an integration plan to progressively replace the 3 existing CRM systems

ngage elaborated business specifications for the new CRM tool by involving a large group of business representatives. We then selected potential suppliers and set up a ‘beauty contest’ based on representative business scenarios. Finally, we defined transition scenarios and identified interfaces/services that would be impacted by the implementation.

  • Definition of business requirements for the new CRM
  • Selection of the proper CRM tool
  • Elaboration of architectural principles and evolution scenarios

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