News Orange Business Service Managers achieve 100% satisfaction

Diederik Denaeghel leads first-line support and service management for Orange Business's B2B clients. Each client is assigned a dedicated agent as a single point of contact for the daily management of their mobile fleet. From subscription changes and billing questions to incidents that need fast resolution, the agent tries to resolve the request themselves and keeps the client informed. In only 10 to 20 % of cases is it necessary to pass the request on internally.

This personal approach pays off, Diederik Denaeghel says. "A client always speaks directly with their dedicated agent. Fleet managers and agents talk so often that a real relationship develops, built on mutual respect and understanding. Our people know these accounts inside out. Clients value that enormously."

An extra layer for complex accounts

For the largest and most complex accounts, a Service Manager is added on top. According to Diederik Denaeghel, this role is a distinctive one. "With the client, they wear the Orange Business hat. But as soon as they're back at Orange Business, they wear the client's hat,” he says. “They make sure an account gets the right priority and oversee the operational and qualitative delivery of the contract: what was sold has to be delivered."

From 65% to 100% satisfaction 

Twice a year, Orange Business measures satisfaction with the service provided by these dedicated agents and service managers. The independent customer survey covers factors including competence, friendliness, availability and reporting.

Results have improved sharply over the years. In the first surveys in 2012, satisfaction stood at 65%. In the most recent survey, in the first half of 2026, dedicated agents scored 96% and service managers reached 100%, based on responses from around 600 participants.

From solving problems to creating value

According to Diederik Denaeghel, this high score reflects a shift in approach within the department. "A good example is the regular meetings between service managers and clients. In the past, these meetings mostly focused on discussing everything that still needed fixing,” he says. “That sometimes created tension and a negative atmosphere. Today we do things differently. We ask the client beforehand what needs adjusting and open the meeting with a short overview of what has already been done." 

That creates space to focus more quickly on what really matters: the added value the service manager can offer the client.

Optimising proactively 

As he explains, that value goes beyond solving problems and is truly tangible for clients. "Our service managers work very proactively. They know the KPIs and analyse invoices to keep optimising the mobile fleet. They also carry out network studies, which allow them to identify, for example, where upgrades are needed to further optimise their services."

Teamwork

According to Diederik Denaeghel, these high satisfaction scores are no coincidence. "We offer our clients a clear and recognisable framework, thorough reporting and a genuine relationship of trust,” he points out. “But above all, we respond quickly and do what we promise. That's what we're being rewarded for now."

At the same time, he stresses that these results aren't the achievement of the Customer Care team alone. "Some issues can't be resolved by our dedicated agents and Service Managers directly. Those need to be addressed internally. Our team identifies the internal points for improvement, but ultimately, it's other teams that have to solve them. So, we owe our high scores partly to the speed and efficiency of our entire organisation. In the end, that teamwork benefits all our clients."