In conversation with energy brand leaders
ns Director
B uilding momentum in the energy transition requires more than just technological advancements or investment. Progress hinges on one thing: the trust energy brands can establish with their stakeholders. As the landscape continues to evolve, trust has emerged as a pivotal asset for leaders navigating growth and transformation— guiding how businesses differentiate, innovate, and engage in the market. So, what can we learn from companies building trust in the transition? Drawing on insights from our Energy Voices interview series, in this piece we gather perspectives from industry leaders on the crucial steps they are taking to build customer loyalty and drive the transition forward— turning trust into competitive advantage. 1 MOVING BEYOND PRODUCT For energy brands, market differentiation is a challenge. Energy itself—whether electricity, gas, or renewable—is largely invisible in everyday life. This makes it critical for companies to transcend products and focus on the emotional, values-driven aspects of their brand. For external stakeholders, the world of energy touches daily life— acknowledging and understanding this impact is key.
As Michael Lee, CEO at Octopus Energy US, notes, “Energy is invisible, so the relationship with the brand becomes the deciding factor.” Octopus has built its reputation not only through competitive pricing, but by cultivating a brand rooted in customer-first thinking. By shifting its focus to experience over product, the company has created a foundation of trust that has fuelled its rapid growth. Similarly, P.J. Popovic, CEO at Rhythm Energy, points out that, in a world where there is no physical product, loyalty is often fostered solely through brand. “Brand is very important when you don’t have a physical product to sell. Your service, your offer, how you treat customers is your product—your brand should be about that. It’s about how much you invest in customer experience.” So, how are leaders shifting their communications beyond product? “We use a lot of storytelling in our branding— several of our consumers that have taken that first leap; they’re early adopters, so we let them do our brand storytelling for us,” adds Rob Ford, Communications Director at rural electric membership cooperative Tipmont. “That way, it’s not just coming from us—it’s coming from somebody like them who lives nearby, who’s doing these things that may be a benefit to them down the road.” >
Christine McGee Head of Communications, North America Siemens Energy
Issue 2 - Brandpie Energy 33
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