KPN for Business

Moving from one office to another is inherently stressful. When boxes pile up and competing tasks demand attention, arranging the internet connection for the new site is often the last thing teams want to tackle.

To address this, KPN asked The Valley to optimise the customer experience (CX) around KPN EEN for companies that are relocating. The goal is to reduce drop‑off across touchpoints so prospects choose KPN and existing clients take their KPN solution with them. The ambition is to bring the experience up to today’s customer expectations and make it a shared goal across departments.

The first step was to gather insight into the current journey for companies moving offices. We ran a CX assessment to surface pain points and precise observations quickly. A seamless moving journey is essential for KPN because relocation is a natural moment to re‑evaluate connectivity. An end‑to‑end review shed light on fundamental challenges and will help KPN attract new customers while retaining existing ones. As this journey touches almost every department, the assessment also acts as a blueprint for future reviews of other CX journeys at KPN.

During the assessment we held co‑creation sessions with all relevant KPN stakeholders to map the experience from the moment a move is first considered to the point the new office is fully operational. We identified customer decisions, information needs, pain points and the KPN systems involved at each stage. In addition, we carried out an end‑to‑end touchpoint analysis and shadowed call centre colleagues to evaluate how channels, product experience and service level work together.

Insights from the assessment were used to create a CX North‑Star, an inspiring vision of the ideal experience. We visualised the most critical touchpoints and how they combine to support prospects and customers. The North‑Star gives the business a clear goal in the form of a conceptual design and a roadmap that can be built step by step.

To drive the transformation towards a more integrated CX, the first step was appointing a CX‑Lead with ownership and authority to oversee cross‑department initiatives such as journey mapping, optimisation and design. This role is key to building a customer‑centred culture and to implementing the North‑Star, improving collaboration between departments and aligning on customer needs so the experience is consistent at every touchpoint.

The CX assessment is a catalyst for change at KPN. It highlights the importance of a customer‑centred approach across the organisation by identifying challenges, providing actionable recommendations for one journey and setting a clear CX vision. The insights, ways of working and next steps can be applied across all KPN EEN journeys, setting the stage for a successful CX transformation. We will continue to share progress as the work evolves and customer experience improves.