Vandebron Case Study

Following Issues of Vandebron During Vandebron's presentation 3 main problems have been carefully defined by Vandebron as well as the objectives that company wants to accomplish. The first problem, as it was mention before throughout the BMC analyses, is creating customer loyalty and retention. This problem might be a cause-and -effect relationship of the customer equity management. Besides, the costumer-perceived value also can be the trigger of such outcome; as during the purchase, the customer evaluates the differences between all the benefits in addition to high value and costs of Vandebron service relative to those of competitors. (Kotler, 2015) The second problem is the nasty image of personal
In the case of Vandebron, due to the fact that the price for electricity on the whole market varies, some customers make their choice towards the competitors’ services.
Therefore, for the startup, Vandebron should create more and more awareness about their brand, corporate culture. These will be an advantage in many ways possible. For example, first of all, customers will purchase the service consciously, sharing the same beliefs of company’s itself. In my opinion, a great approach to realize this objective would be by truly embracing the customers into Vandebron experience; like sending monthly or yearly “thank-you” cards which preferably should contain names of the customers; also presents which are rather to be eco-friendly as well because it will more benefit to company's culture and image. Such strategy is very effective due to such psychological trigger called "reciprocity". It can be amazing how much impact a gift can create. Moreover, creating VP annual green event only for customers will also have a great influence. For this particular service, customers should be always treated with the incentives, due to the fact that they are also taking part in company’s future commitment; which is “becoming a positive repulse for making the Dutch energy more
Vandebron can create a “green rooms" or so-called "chill-out-rooms”, where after long hours of working, employees could chill, interact, play games, etc. Thus it is necessary of course to do some research about what makes workers relax, so there would not be assumptions about how this “green room” should look.
Consequently, after such approach, providing with unique perks to employees should as well be taken into consideration. By coming up with such creative perks as free-lunch-week, tickets to events, discounts coupons, will not only increase the loyalty of the young employees but also it will increase their brand reputation and publicity. As an example, my friend works at booking.com. Each time, in our student block, he expresses his high excitements about the company's unique environment, perks and the atmosphere itself. At the moment more than half of the student block applied for a job there, inclusively myself.
The only con about the strategy of using “green rooms” and perks for motivation and creating a unique atmosphere would be the expenditures