Optimised customer journey for KPN thanks to new way of working

How KPN optimised the digital customer journey with Insight-Driven Optimisation

  • Customer case
  • Insight-driven optimisation
  • Customer Experience
Customer service score

Imagine this: you're working from home and everything seems to be going smoothly. Until suddenly, your internet starts acting up. Your emails won't send, Teams doesn't work, and your favourite series keeps buffering. Frustrated, you try to fix the issue yourself using your provider’s website. In this case, KPN. But the self-service tool offered provides no clear solution. You don’t fully understand the instructions, and after several attempts you decide to call. While waiting on hold, you ask yourself: Why is this so complicated? Why can’t I just fix this myself?

This was exactly the issue KPN was facing. Hundreds, if not thousands, of customers experienced these same frustrations daily. The result? A 23% increase in “online leakage”: customers who, after trying to solve the issue online, still picked up the phone to get help. This led to high costs and a low Customer Effort Score (CES), indicating that customers found it difficult to resolve their issues online.

Approach

We got to work using Insight-Driven Optimisation (IDO), Digital Power’s unique methodology that places the customer at the centre. This approach helps organisations identify and solve pain points in the customer journey effectively. IDO focuses on four key pillars:

  1. Customer-centricity – Putting customer needs and experiences first. We step into their shoes and analyse the actual journey they take – not just the intended “happy flow”.
  2. Data-driven decision-making – We base improvements on real data, not assumptions.
  3. Customer journey mapping – Visualising the customer journey, including pain points and opportunities for improvement.
  4. Continuous optimisation – A dynamic process of constant testing and learning, rather than a one-off exercise.

As part of a multidisciplinary team, including a web analyst, a researcher, a CRO specialist, a UX designer, and a content writer, we set out to uncover and address the root of the problem.

First, we gathered all data points related to the customer journey. We analysed a wealth of existing data and mapped it out. Then, we identified the gaps; areas of the journey where data was missing or unclear. These gaps were translated into research questions to guide further investigation.

One striking finding was that the self-service tool called "no Wi-Fi" failed to solve many customers’ problems. This insight came from follow-up calls with users who had tried the tool. It turned out that many had ended up on the wrong section of the website. KPN only differentiated between “no Wi-Fi at all” and “poor Wi-Fi”, while customers would select “no Wi-Fi” when they had no signal in, for example, their attic.

In short, KPN and its customers were using different definitions: for KPN, “no Wi-Fi” meant no signal from the modem; for customers, it meant no reception in a specific part of the house. Thanks to customer journey mapping, we discovered where things were going wrong.

To develop solutions, we collected input through workshops with various KPN departments. We broke down silos by actively involving teams in the process. Every proposed solution was validated through A/B testing.

We improved web content to better match the customer's language. A clearer distinction was made between Wi-Fi and wired internet, and the self-service environment’s USPs were made more prominent to motivate users to log in.

Results

KPN now has a fully developed customer journey map for consumers experiencing Wi-Fi or internet issues. Thanks to our data-driven approach, they can quantify all improvement opportunities. They work from a prioritised backlog based on impact.

Different types of journey maps, such as an experience map, customer journey map, and service blueprint.
At KPN, we mainly focussed on a combination of Customer Journey Maps and Service Blueprints

The result? A significant reduction in calls and cost savings. More importantly: customers are now able to solve their problems faster and more independently.

Our approach led to several positive outcomes:

  • Higher CES – Customers found it easier to resolve issues.
  • Cost savings – Fewer calls to customer service.
  • More (and more successful) experiments – The number of experiments doubled, and win rates improved thanks to data insights.
  • Improved collaboration within KPN – Customer journey mapping created shared understanding across teams.

Looking Ahead: Rollout and Transformation at KPN

After a successful pilot of our customer journey approach at KPN, a transformation project has been launched within the Consumer Market division. Over the course of one year, we’ll support a team of 20 KPN employees as they adopt the new way of working with the IDO model.

2025 marks a year of full transformation for the department. Under the guidance of Digital Power, the new working method will be further rolled out and embedded within KPN’s Consumer Market. We’re expanding our approach to more customer journeys, such as:

  • taking out a new subscription
  • booking a technician
  • changing an existing subscription

With this expansion, we’re supporting KPN’s transition towards customer journey thinking.

Conclusion: Optimising with Impact

With Insight-Driven Optimisation, KPN not only identifies pain points in the customer journey but also creates sustainable solutions. This resulted in

  • +38% Customer Effect Score (CES)
  • -11% Decrease in telephone contact need
  • +54% CRO experiments
  • +28% Win rate in experiments thanks to IDO

By combining data, customer insights, and experimentation, the digital self-service experience has been significantly improved.

Curious as to what this can mean for you?

Danny will be happy to talk to you about what we can do for you and your organisation as a data partner.

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