Improving retention for a large energy supplier with ~£25m benefit opportunity

Written by Rachel Littlewood
01 Sept 2023
  • Large supplier was retaining ~5% of customers when moving in or out of a property
  • We created a plan to improve retention performance and mitigate the impact on data capture, debt collection, and complaints, while also enhancing customer experience
  • Our plan increased retention to ~30% for this customer group, and identified ~£25m of total benefit opportunity


We supported a large supplier with improving retention, focussing specifically on customers moving in or out of a property. Due to the energy crisis and its impact on the market, a lack of competitive tariffs meant switching was largely paused, leaving home moves as the only active sales channel.

Our client had set an internal target for retaining these accounts, but actual performance was falling far short of this, with ~5% of customers continuing to use the supplier after moving.

This figure was concerning from a commercial perspective, impacting the supplier’s performance across data capture, debt collection, and complaints. There was also a knock-on effect for customer experience, which our process improvement team sought to rectify during this project.

​Our approach

We started by performing a diagnostic of the customer journey during a home move, including analysis of call handling, the online experience, and any data collected during the process.

After reviewing these areas, we built a detailed plan of improvement for the supplier and outlined how this should be mobilised. This included recommendations for the online customer journey, informed by a benchmarking exercise and scoping workshops with key stakeholders.

We also designed a reporting suite for our client to improve their capability in this area, and proposed campaigns for customer communications, to support the supplier in reaching ‘best in class’ performance.

On top of this, we recommended improvements to their process and training materials, ensuring performance levels could be maintained in the long term.


Upon completion of the 4-week project, we presented our final delivery plan and supporting business cases to the supplier. Within this, we outlined benefit opportunities worth ~£25m per annum and provided a clear roadmap for implementing our recommendations.

Our plan increased retention to ~30% for this customer group, significantly exceeding both the supplier’s initial target and performance level.

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Ian Barker

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Ian shapes the BFY vision and inspires our team to bring it to life, while remaining central to complex client engagements in Strategy, Commercial, and Operations.

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Rachel Littlewood


Rachel leads our Financial Optimisation work streams, working with leaders to improve profitability & cashflow

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Tom Bromwich


Tom leads client engagements with a particular focus on commercial strategy, pricing, customer acquisition and retention.

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