WINNING IN THE DIGITAL ERA

08 April 2019
Insights
MECOMS

What does it mean to become a digitally determined retailer?

Digital transformation might be the most hyped buzzword, with customer experience being a close second. However when digital is not considered as a project but as an integral part of the business model and the DNA of a company, it is a game changer.

IDC interviewed Alessandro Bertoli, CIO at Sorgenia, on the major steps of this transformation journey, which involved deploying modern ERP, customer care, and billing capabilities, as well as migrating the entire IT infrastructure to the cloud. Building on strategic partnerships with Accenture, Ferranti Computer Systems, and Microsoft, Sorgenia’s transformation program was a success. The company now boasts a set of business metrics that place it at the top end of the Italian market and is ready for a new competitive season on the Italian energy market.

The main driving force behind Sorgenia’s IT transformation was its new all-digital growth strategy, set in the wider context of the upcoming end of regulated energy prices in Italy.

With its legacy systems clearly unable to deliver on its growth plan or customer experience ambitions, Sorgenia saw the opportunity to start with a clean slate and began evaluating a change of its entire IT landscape.

  • Step 1: Find the Right Strategic Partners
  • Step 2: Deploy a New Engine to Power the Business
  • Step 3: Fine-Tune Processes to Become the Best in Class
  • Step 4: Migrate to the Cloud for Further Scale and Flexibility

Business Value

As mentioned, Sorgenia managed to consistently improve its business metrics since going live on Microsoft Dynamics and MECOMS. The company now boasts a set of meter-to-cash key performance indicators (KPIs) that put it in a league of its own, in Italy and beyond.

Regarding Sorgenia’s digital ambition, supported by its new platform and digital channels, the company managed to onboard 100,000 digital clients in 2018 alone. Sorgenia’s integrated platform helped digitize the contact-to-contract process and streamline the meter-to-cash process cycle, while indirectly acting as an anti-churn mechanism through good billing, flawless payment, and better customer service.

For the past year, Sorgenia managed to consistently keep its unbilled-for energy rate under 0.2% of its points of delivery versus 2.0% when the system went live. This was done by establishing and improving pre- and mid-billing controls as well as post-billing quality checks. In addition, the company boasts a very solid 1% unpaid-for energy rate.

With KPIs like these, it is safe to say that when it comes to billing quality and collection, there is no company as good as Sorgenia in the Italian market right now.” said Bertoli

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