Case STudy | Bionic Energy
Streamlining Business Energy Buying: Buyer Attitudes & Insights
Client problem
Business energy buyers find the process time-consuming, difficult, and filled with aggressive sales tactics. Bionic sought to understand these frustrations to improve its services.
Objectives
Identify pain points in the business energy buying process, understand client perceptions of energy suppliers, and explore opportunities to position Bionic as a trusted, time-saving solution.
Approach
Conducted in-depth field interviews with business owners to explore their attitudes toward energy buying, their frustrations with the process, and their behavioural patterns when purchasing business utilities. Insights were analysed to identify key barriers and motivators in the decision-making process.
Research implications
Bionic should position itself as a time-saving, hassle-free solution, emphasising empathy for business owners’ time pressures. Leveraging its reputation as a trusted broker, Bionic can address cynicism by providing a transparent, streamlined comparison process. Marketing should focus on removing friction and delivering a seamless, online-first experience, backed by personalised support.
Findings
Time as the primary friction:
- Business owners see energy purchasing as a nuisance, with the time required for comparisons often outweighing potential savings.
Aggressive sales tactics:
- The premium can design aligned with environmental values, appealing to highly motivated consumers.
- Current packaging lacked immediate clarity about the brand’s ethical mission, relying too heavily on prior consumer knowledge.
Desire for simplicity:
- Participants expressed a strong preference for a comparison site that works as seamlessly as those for personal energy.
Cynicism toward suppliers:
- Suppliers are seen as interchangeable, with poor service and little to differentiate them..
Why Focus Groups Matter
Focus groups provided in-depth insights that traditional methods couldn’t capture. Through discussions, we uncover nuanced perspectives on skills gaps, recruitment challenges, and workforce needs. This qualitative approach validated assumptions and improved the accuracy of the SIP’s action plan, grounding it in real-world employer feedback
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