30 October 2025
Author: Marco Francesco MazzùIn cooperation with Sorgenia management and Ludovica Serafini
Abstract:
Gianfilippo Mancini, Sorgenia’s CEO, was looking out of the window of his office in the new sustainable and digital headquarter of the company: he was incredibly proud of Sorgenia’s achievements after the crisis period. Sorgenia had gone far in only three years, but it wasn’t still enough. The goal was to stand out in the market. The CEO was trying to figure out which would be the ideal direction to steer the company in the next years, which actions were needed to impose Sorgenia on the Italian market as the first non-incumbent energy company, and if new trends (production of cleaner energy, longterm sustainability, digital) should be among his priority going forward. A constant thought was also recurring in the management’s agenda: how to transform the perception of energy from being a mere commodity to something that customers consider as a relevant part of their ordinary life.
The enhanced-protection regime, in the overcrowded Italian energy retail market, was about to be abolished – as of July 1st, 2020 -, and energy retailers need to develop their strategy to capture the new opportunity. In addition, approximately 25 million energy meters would have to rely on new suppliers in ways not yet codified by the regulation. The goal was radically changing the perception customers have about energy. The keyword was “choice”: let customer have the chance to actively choose an energy offer suitable for their needs. By blending its new positioning with its pioneering attitude in exploiting technology, Sorgenia re-thought all the customer experience in order to give them exactly that: the chance of comparing offers and evaluating the most suitable. A new era was starting: an energy sustainable, shared, easy and full digital.
Download Case Study
Request Teaching Notes
