Scenario · Energy & Utilities

Energy communications into completed customer action

An energy organization had reported communication reach while commercial projects and customer programs remained mixed together. We separated audience propositions, defined the completed action for each offer and aligned partner handoffs with those measures.

Client
Leading energy & utilities organization
Sub-industry
Energy & Utilities
Engagement
Embedded
Pillars
Assembled · Growth
Window
12 weeks
+60%
Completed program enrollments

200 → 320

+7 pp
Eligible-inquiry-to-enrollment conversion

25% → 32%

−25%
Marketing cost per enrollment

$100 → $75

12 weeks
Measurement window

Comparable reporting periods

The situation

An energy organization had reported communication reach while commercial projects and customer programs remained mixed together.

The work focused on completed program enrollments, eligible-inquiry-to-enrollment conversion, marketing cost per enrollment. Program enrollment and appointments did not establish energy savings or project-sales revenue. Partner-sourced participants remained a subset of total enrollment.

Which activity helped completed program enrollments, and what happened at the next decision?

The commercial question

What we did

Three moves, in order.

  • Sharpen

    Define the commercial outcome

    The priority was completed program enrollments. The team used eligible-inquiry-to-enrollment conversion and marketing cost per enrollment to assess the next stages, with a clear distinction between activity and accepted outcomes.

  • Author / Architect

    Build the path to the next decision

    We separated audience propositions, defined the completed action for each offer and aligned partner handoffs with those measures.

  • Generate / Gain

    Review progress against consistent measures

    The team compared completed program enrollments, eligible-inquiry-to-enrollment conversion, marketing cost per enrollment across the agreed reporting periods. Program enrollment and appointments did not establish energy savings or project-sales revenue. Partner-sourced participants remained a subset of total enrollment.

What changed

Completed program enrollments moved from 200 to 320. Eligible-inquiry-to-enrollment conversion moved from 25% to 32%. Marketing cost per enrollment moved from $100 to $75.

Program enrollment and appointments did not establish energy savings or project-sales revenue. Partner-sourced participants remained a subset of total enrollment.

We calculated relative changes from the baseline and comparison values and reported conversion or retention changes in percentage points. We rounded displayed changes to one decimal place where needed. The figures did not establish that marketing caused the outcome.

Measurement window: Two comparable 12-week customer program campaigns.

Energy & Utilities industry photograph
Where this sat in the system
01–02

Strategic

03–04

Assembled

Core
05–06

Growth

Core

Services in this example
Positioning & Messaging Creative & Content Development Digital Experiences Market Research Segmentation & Targeting Account-Based Marketing

Related reading

Explore the energy & utilities growth system.

Next step

Same problem?

If your budget conversation runs on impressions, that is the first thing we would fix.