Digital Transformation for Utilities: Creating a Differentiated Customer Experience Through Mobility In today’s deregulated marketplace, utility companies can gain sustainable competitive advantage by embracing a mobile-first mind-set to differentiate the experience they deliver to customers. Read on to see our framework for getting there.

Executive SummaryIt’s hardly news that the unrelenting conver-gence of communication and computing capa-bilities in mobile consumer devices is transform-ing customer experience and user expectations for nearly every service and function across industries.

In fact, smartphone subscriptions will achieve a compound annual growth rate (CAGR) of 25% between 2010 and 2020, according to the Ericsson Mobility Report.1 While only 10% of the global mobile phone subscriber base had smartphones in 2010, by 2020 penetration is set to reach 70%, or 5.6 billion subscribers worldwide. This change in consumer behavior, complemented by the rapid evolution of mobile operating systems (OS) and product features, has resulted in a new multi-screen world.

For both sequential and simultaneous screening, smartphones have become the backbone of daily media interactions for most consumers. Conven-tional wisdom says smartphones are the most used computing/communications device on a

daily basis and are the common starting point for users’ multiple screen experiences.

As modern digital technologies influence customer experience, expectations and behaviors, the utilities industry needs to respond in kind. This white paper explores the opportunities and proposes a framework for utility companies seeking to transform their business by taking advantage of mobile-first thinking and multi-screen preferences to create tangible differentia-tion in a crowded marketplace.

Emergence of the Multiscreen WorldIn today’s multiscreen world, context drives the choice of device. The decision is affected by time of the day, objective to be accomplished, location of the user and the user’s state of mind. On an average, 38% of daily interactions with the Internet happen via mobile. Mobile’s emergence as a preferred screen is the result of its on-the-go convenience and growing commu-nications and connectivity capabilities, as well as users’ lack of time to use other devices. In this multiscreen world, most users have strong

cognizant 20-20 insights | september 2016

• Cognizant 20-20 Insights

cognizant 20-20 insights 2

preference for mobile to either initiate contact or accomplish an objective. Figure 1 uses Google research2 to explain why users prefer multi-screen engagement, while demonstrating that mobile is the most preferred point of initiation for all online activities.

Embracing Mobile as a Primary Customer Engagement Channel and Ducking the Delete Syndrome This dynamic shift in consumers’ digital behavior has triggered a strong realization among utilities that they need to pivot towards mobile as a key element in their digital strategies. However, most companies have yet to fully embrace mobile as a self-service channel.

According to the J.D. Power and Associates’ 2016 Utility Website Evaluation Study, although many utilities have extended their mobile offerings, most customers are not satisfied with their perfor-mance.3 Out of all utilities companies in the U.S., approximately 29% have dedicated apps, leaving a large upside for tighter customer engagement and satisfaction improvement. Companies that do not have dedicated mobile apps offer mobile-enabled websites to deliver a mobile-optimized experience.

There are 136 investor-owned utilities (IOUs) in the U.S., held by 69 major utility companies of which 17 are in the West, 20 in the Midwest, 16 in the South and 16 in the Northeast. Our analysis shows that the geographic distribution of utilities that have a dedicated mobile app for customer service varies from 23.5% to 37.5% – averaging 29% for all of the U.S. (see Figure 2).

According to customer reviews, most of these apps have failed to live up to user expecta-

Starting Online with the Smart Phone

Source: Google Figure 1

Dedicated Customer Service Mobile Apps by Region

Figure 2

Utilities - 16

Apps - 6

Utilities - 20

Apps - 5

Utilities - 17

Apps - 4

Utilities - 16

Apps - 5

THE U.S.

23.5%

29%

25% 31.25%

37.5%

Northeast

South Midwest

West

Search Activity 60% 65% 4%

Browsing 58% 63% 5%

Online Shopping 61% 65% 4%

Travel Planning 45% 47% 3%

Banking and Finance 56% 59% 3%

Social Networking 58% 66% 8%

Location of User

Objective

State of Mind

Time of Use

CONTINUED ON PC

SCREEN ENGAGEMENT SCREEN ENGAGEMENT SCREEN ENGAGEMENT

< >STARTED ON MOBILE CONTINUED ON TABLET

24% 38% 9%

Use in office and home On-the–go and home Used in office

Task-oriented Communicate and connect Entertainment and browsing

Serious and research intensive attitude Need quick info Relaxed and leisurely approach

Requires lot of time and focus Short burst of time available Unbound sense of time

cognizant 20-20 insights 3

tions. Apps built on the Android platform have better ratings compared to those that run the iOS operating system. The average rating for an Android app4 is 3.59 while it is 2.62 for iOS apps. iOS apps5 received a below average rating on customer experience, according to our analysis. User ratings in both platforms are found to be skewed towards the average, leaving a major opportunity for improvement. This disconnect with users results in the inevitable: The utility app is among the first to be deleted.

So, how can utilities duck the delete syndrome? While conceptualizing their mobile service and engagement channel, utilities need to understand the synergies across channels. They also need to ensure their overall digital strategy is built on a meaningful and relevant customer experience.

Another pertinent question to ask early on is the purpose of the mobile app. Existing mobile apps in the market can be classified into two buckets (see Figure 3). The first bucket includes transactional apps built to help a customer complete a transac-tion from a mobile device. The second is the trans-formational group and consists of engagement apps that are built to encourage and maintain user adoption. Utilities should look at features that help engage customers and drive meaningful connec-tions.6 It is important to get it right from the start, and then enhance key capabilities over time. This drives the long-term adoption of the app.

It is essential to identify the key customer engagement and transactional feature for the

mobile app in the strategic planning phase. Along with the regular transactional features, it’s important to focus on critical customer engagement functions such as empowerment tools, necessary tips and gamification (see Figure 4, page 4).

Figure 5, on page 4, offers a few examples of winning features that can make utility industry mobile apps7 into an exceptional user experience.

The Move to Mobile as a Self-Serve ChannelDigital platforms and devices have become an integral part of our lives across industry segments, and will continue as such for the foreseeable future. We do so much online now – buy stuff, plan holidays, manage funds – and frequently from our smartphones.

Research suggests that utility companies lag behind other industries in the adoption of digital technologies, and particularly so in the mobile channel.8 Strong regulatory controls and lack of incentives for competing in the digital space have kept utilities away from embracing digital technologies as much as other industries have. In recent times, however, rising costs of acquisition and competition in the deregulated market have incentivized utilities to look towards adopting customer-connected technologies. With the advent of smart grids and free markets, utilities are undergoing not only a technological shift but also a strong shift in customer dynamics. With this shift, the voice of the customer and driving

Transactional and Engagement Features: An Illustrative Example

Figure 3

TRANSACTION FEATURES:• Contact Us

• Login

• My Balance

> Account Balance > My Energy Use > Payment Arrangements > Online Payments > Service Order Status > Outage/Gas Leak Status• Account Alerts (e.g., Bill Due,

Overdue, Outage Alerts)

• Outage/Emergency Reporting

ENGAGEMENT FEATURES:• Personalized Tips and Advice

Related to Energy Efficiency and Clean Energy

• Decision-Making Tools Like Best Rate Selector or Useful Add-On Savings

• Gamification Like Goal-Based Savings Target and Incentivization or Games Linked to Energy

• Proactive Alerts and Notification Including Weather and Storm Advisory

• Active Outage and Storm Emergency Support

• Social Media Connects

cognizant 20-20 insights 4

Figure 4

Key Customer Service Functional Modules and Activities: An Illustrative Example

User Experience Journey Modules

Module Features

ACCOUNT

MANAGEMENT

Log in registration

Forgotten password email journey

Create account

Account summary

Link delink accounts

Manage multiple accounts

Preference center

USAGE

Real-time consumption report

Spend to date & prepaid

Usage analytics – graphs & charts

OUTAGE

Outage reporting

Outage status

GPS location finder to report an outage

Google map Integration for outage center

BILL PAYMENT

Make payment – card

Make a payment – direct debit enrollment

Make a payment – direct debit dashboard

Paypal & Kubra payment gateway integration

Auto debit facility – wallet

View bill details

View payment history

SOCIAL MEDIA Integrate with social media platforms

User Experience Journey Modules

Module Features

METER READ

SUBMISSION

Meter reads submission – user form

Submit meter read photo

Mobile number verification and SMS reads

NOTIFICATIONS

Scheduled alerts

Real-time alerts

Usage tips

Push notifications

CUSTOMER

SERVICE

Create service appointment

Job tracking – view status of service request

Create move-in/move-out requests

Report a problem

Contact us – connect to call center

Service chat with support center

ENERGY

EFFICIENCY

Enroll in demand response programs

Manage programs and offers

Green button data integration

PRODUCT

FEATURES

Help & advice service

Voice recognition for app navigation

Choice of configurable modules

Cloud integration

ELECTRIC VEHICLEElectric vehicle charge points integration

INTERNET OF

THINGSAdd and control smart home gadgets

Standing Out from the Pack

Account Summary Home Account

Name Here

Bill Period Nov 15 to Dec 15 2015

12% more than last month

253 kwh

My UsageAccount Summary

Alerts

Current Bills

Payment History

Submit Meter Read

Usage

Outage

Book an Engineer

Contact Us

View Usage

Compare Your Usage

2015

• View consolidated summary

• Accordion view to avoid clutter

• Ability to swipe between views

• Use Springboard to navigate

• Combine with horizontal swipe

• Ease to return to home screen

• ‘Design for Consumer’

• Use concise graphs

• Use filters and time slicer

• Use icons to prioritize

• Show time of arrival

• Provide read/unread status

• Use metaphoric progress status

• Show transaction confirmations

• Push notice for confirmations

VIEW DASHBOARD NAVIGATE VIEW GRAPHS NOTIFICATIONS STATUS UPDATE

Alerts58 Bedford Street, NY

1 Unpaid BillDue in 3 Days $120

Payment SuccessfulNov 12 $120

Your usage is alarmingly highuntil September 13

An engineer has been booked for service

Last Meter ReadNov 12

Outage report receivedWe are working towardsresolving it.

Restoration time: 18:35

Emergency Contact:1 800 120 0009

Outages58 Bedford Street, NY

Figure 5

cognizant 20-20 insights 5

customer engagement have become paramount to win new and retain existing customers.

Platforms such as social media and mobile apps are rapidly becoming the preferred means for customers to communicate with their providers. An estimated 624 million customers will engage with utilities via social media by the end of 2017.9 While mobile is on the roadmap of most utilities, many are far from achieving a fully transforma-tional state where multiscreen and mobile-spe-

cific interactions feel seamless and serve as a market differentiating factor.

While utilities include mobile apps as a part of their digital roadmap, few have successfully deployed it to their consumers. But utilities believe that with millennials being the priority customers10 in years to come, mobile as an alter-native channel would be a faster way to increase adoption by leveraging the benefits of availabil-ity (anywhere and anytime) and personalization (relevant to the customer).

Transforming Customer Engagement: Making Business Sense of the Mobile AppCoupled with smartphone features, many of today’s advanced mobility solutions in our view provide an engaging user experience (UX) to utility customers. These solutions eliminate multi-touch-point interactions between the company

Business Driver Traditional View New Age Imperative Case for Mobile

CUSTOMER

ACQUISITION

• Regulated markets.

• Customer stickiness.

• Limited switching benefits.

• Market deregulation.

• Seamless switching.

• Multiple operators and flexible customer base.

• Ability to develop an engagement strategy for customer segments and have meaningful connects.

• Ability for utility to shift from being a necessity provider to value enhancing partner

CUSTOMER

SATISFACTION

• Locked customers.

• Traditional channels for negative feedback propagation

• Extremely flexible customer with multiple options to switch.

• Information and negative experiences flow rapidly

• Ability to provide all relevant information to the customer to reduce information shocks.

• Ability get proactive with communications.

CASH FLOWS

• Traditional mechanisms for bill collections.

• Standard payment instruments.

• Loss of the traditional wallet and advent of new payment platforms.

• Need to do better energy cost analysis to drive affirmative actions.

• Ability to cater to modern payment methods.

• Payments anywhere anytime.

DEMAND RESPONSE

• Supply-driven market.

• No incentives for consumption conditioning.

• Traditional T&D network and devices.

• Market for demand response.

• Home-to-grid models.

• Emergence of SMART devices and infrastructure.

• Ability to enable real time responses and call to action.

• Ability to keep track of savings and usage on the go.

COMPLAINT

RESOLUTION

• Driven by regulatory mandates.

• Need to be driven by customer experience.

• Ability to engage and get feedback at every stage based on scenarios.

Accessing the Mobile Imperative in Today’s Multiscreen World

Figure 6

While mobile is on the roadmap of most utilities, many are far from achieving a fully transformational state where

multiscreen and mobile-specific interactions feel seamless and serve as a

market differentiating factor.

cognizant 20-20 insights 6

Comparing, Contrasting Mobile Apps vs. Mobile-Optimized Websites

Mobile Website Mobile AppVs.

Accessed through browsing

Static, navigational user interface

Requires connection

Limited features

Accessed after installation

Interactive userinterface

Available offline

Can use phone features: e.g., camera, flash torch, location service

Minimum personalization

High personalization

Marginal performance lag Responsive

and fast

Figure 7

The Customer Service Business Case for Mobile Apps

Figure 8

Functionality Service Needs & Pain-Points Mobile App Benefits

Outage Reporting

I want to report an outage.

• “ Phone line in call center is busy – cannot report the

outage.”

• ” In a meeting. Cannot talk to the customer service

immediately.”

• “ It’s already been an hour since I reported the outage –

I don’t know what action they took!”

• Ability to provide all relevant information to

the customer to reduce information shocks.

• Outage reporting: call center & chat support.

• Outage status monitoring dashboard using

GPS, map and camera features.

• GPS location finder to report an outage.

• Google map integration for outage center.

Bill Payment

I want to pay my bill.

• “ Travelling next week; if I miss the utility bill payment,

I have to pay a penalty.”

• ” Just came back from Walmart, visiting the utility bill desk

slipped my mind.”

• “ Paying utility bills can be auto debited from my

account/wallet.”

• Make payments on the go through secured

gateways.

• Make payment, with a card or direct

enrollment.

• Auto debit wallet facility.

• Check old bills at one’s fingertips.

Meter Read Submission

I want to submit monthly meter readings so that there is no

estimated billing.

• “ Cumbersome process. Note reads, go to online portal,

enter reads; time-consuming.”

• “ I don’t know how to read a meter.”

• Enter the meter reads in app forms.

• Submit meter read by clicking a photo.

• View meter read using flashlight torch.

• Verify mobile number and SMS reads.

Customer Service

I want to book an engineer for a breakdown.

• “ Phone line in call center is busy – cannot report the

complaint.”

• “ In a meeting. Cannot talk to service support immediately.”

• “ It’s already been a week. I reported the annual check; no

update on status yet!”

• Create service appointment through app.

• Job tracking: view status of service request.

• Create move in/move out requests.

• Service chat with support center.

• Location identifier of service agents using GPS

data sharing.

Energy Efficiency

How can I reduce my electricity, water and gas consumption

and save money?

• “ I want to save money by smartly using electricity and water.

But I forget to keep a track of offers and programs.”

• Enroll in & track demand response programs.

• Manage and use offers from the service

provider.

• Notifications using push alerts feature in

mobile app.

E-Car & Smart Home

How can I control energy consumption of my devices from

a remote location?

• “I left for the office an hour early today; did I switch off my

room heater?”

• “Where can I find charge points for my electric vehicle?”

• Add and control smart home gadgets

through app.

• Dashboard for in-home electronic appliances.

• Electric vehicle charge points integration

in app.

6cognizant 20-20 insights

cognizant 20-20 insights 7

and its customers by offering a single window platform that improves process efficiency, reduces system cost and enhances brand loyalty by giving customers an engaging digital experience. However, the biggest challenge for utilities is deciding whether to build a full-fledged engagement module (a mobile app), extend their website suitable for a mobile (responsive design) or use a combination of both. It is important to understand the difference.

While the mobile app has a certain edge over responsive websites, for utility companies that want to improve customer service, they must assess the pluses and minuses of providing such capabilities via an app or the Web (see Figure 7, page 6). For example, if a utility wants to provide the capability to operate the flashlight feature as a torch for meter reading, a mobile app is the better option.

The utility’s mobility strategy should govern the adoption of an app-based solution over a responsively designed Web approach. Starting with a responsive design of an existing portal, utilities need to focus on developing dedicated mobile apps that can leverage the best of both worlds – Web content such as map-based outage reporting and native mobile features such as sensors, geolocation services, push notifications,

real-time updates, etc. There is a compelling business case for utilities to explore a mobile app as a channel for customer service operations. A mobile app has the capability to be a one-stop solution for customers seeking to manage their utility needs.

But the question is whether the customer is ready for the mobile channel. In a survey by Clickfox,7 77% of respondents find a customer service mobile app from their utility service provider a useful proposition. The insight also suggests that over 90% of respondents would replace some or all tra-ditional customer service channels with a mobile app if available. Today, while the Web self-service channels struggle to meet adoption targets of upwards of 30%, mobile as an alternative channel would be a faster way to increase adoption.

Unlocking the Different Stages: A Framework-Based ApproachThe utilities journey for mobile app development for customer self-service has three distinct stages (see Figure 9).

Phase 1: Building the Digital Plan

The first step, or the initiation phase, is to develop a strategic plan to develop the mobile channel. This phase identifies the needs gap in current service channels and creates the input for the next phase – product development and testing. Once the app is developed, the utility needs a marketing plan to increase adoption through promotion and incentivization beyond offering seamless service support.

We propose a framework to be adopted in the strategic planning phase that guides the organiza-tion through strategic visioning, business capability

The Customer Service Mobile App: Three-Step Approach

Figure 9

Digital Strategy & RoadmapGap Assessment – Customer Service Model

Consumer Analysis & Feature Selection

Competition Analysis & Product Selection

Requirements Management & UX Plan

Marketing & Service SupportAlign Marketing Plan with Strategic Goals

Digital Marketing Campaign Management

Performance Measure Metrics Dashboard

App Usage Analytics and Upgrade Planning

App Development & TestingRequirement Analysis and Use Cases

Design and Development

Product Integration and Testing

Social Collaboration and Security

There is a compelling business case for utilities to explore a mobile app as a channel for customer service opera-

tions. A mobile app has the capability to be a one-stop solution for the customers

seeking to manage their utility needs.

cognizant 20-20 insights 8

modeling, target modeling, creating a roadmap, milestone identification and benefits realiza-tion planning. The approach is to understand the utilities’ customer service strategy and identify the gaps in the customer service model with a focus on the “why” questions around the need for a mobile

app. The exit criteria would be to have a clear understanding of the ”how.”

Utilities need to consider what elements in their app will drive engagement with the customer so that the app is viewed as a value-enhancing element in the crowded mobile ecosystem. The strategy should focus on driving meaningful con-versations and providing avenues for customers to transact and interact whenever they need, from their device of choice – the mobile. The app’s goal should be to drive stickiness and be an

integral part of the utilities service proposition.

Phase 2: App Development & Testing Phase

One of the key challenges in the development phase is to ensure an intuitive design and usability aspect. However, the development phase has a unique attribute specific to the utility industry. Utility companies typically face a challenge in that their main product (electric-ity, gas or water) is not seen as “cool” as, say, ordering a pizza or a movie ticket online. To

Testing & Go Live

AppDevelopment

RequirementsAnalysis

ProductIntegration

InterfacePlanning

SocialIntegration

App ModuleDesign

Security Design

1

2

3

45

6

7

8

Mobile AppDevelopment

Phase

The Mobile App Software Development Lifecycle

Figure 11

The strategy should focus on driving meaningful conversations and providing avenues for customers to transact and interact whenever they need, from their device of choice – the mobile.

Understand and Agree on ‘Why’ an App Makes Sense

Review Existing Self-Serve Channels & Understand Strengths

Understand Voice of Customer & Voice of Business to Formulate Future State

Plan on ‘How’ the Vision Will Be Realized

Decide and Agree on KPIs That Will Establish Success or Failure

1StrategicVisioning

2BusinessCapabilityModeling

3Target

OperatingModel

4Roadmap

5Benefit

Realization Tracking

The Strategic Planning Progression

Figure 10

cognizant 20-20 insights 9

overcome this challenge, utilities must adopt a structured approach to combine the transac-tional and engagement features specific to their customers’ needs. Making the customer central to the design will ensure that the resulting app is an engaging and intuitive solution for their customers’ problems.

Phase 3: Marketing & Service Support Phase

Developing a mobile app and making it available in an app store is only the journey’s starting point. Utilities understand how and why digital marketing can drive awareness and build adoption. The most critical success parameter for a mobile app is the total number of downloads and the engagement duration of consumers.

Digital marketing plays a key role to ensure that customers are aware of the app, interested in downloading it, have a desire to try the app features and want to develop an engaged and sustainable relationship. To succeed, it is essential to identify app marketing benchmarks and continually enhance the engagement with consumers. Utilities face their biggest challenge in this phase in terms of devising mechanisms to prevent the delete syndrome. Utilities must continuously manage customer engagements and evolve features and functionality to remain relevant in a space where the frequency of usage of a utilities mobile app is low compared with other aps. It thus becomes very important to make every touch point as meaningful and as value-adding as possible to avoid the delete syndrome (see Figure 12).

Looking AheadTechnology capabilities are impacting utility customer service by creating a differentiation in user experience. As a starting point, the mobile app UX provides a transition from multiple touch points between customers and the utility to a convenient single window solution at users’ fingertips. In addition, there is a wider scope of mobility applications in the utility customer self-service channel as digital and industry boundaries become seamless and smartphones

become the digital link. Utilities are exploring the mobile channel for engaging consumers with energy efficiency initiatives through gamification and other advanced engagement principles.

By leveraging the power of social, mobile, analytics and cloud solutions (known as the SMAC Stack), utility companies can develop an Internet of Things ecosystem where consumers can use mobile apps not only to manage their smart home devices but also to engage with the utility seamlessly, through a window of their choice.

STRATEGIZE

Identify App marketing

benchmarks and

best practices

IDENTIFY

MARKETING MIX

Determine marketing

and promotional

activities

MANAGE

CAMPAIGNS

Outline campaign to

promote mobile app

to the target group

MONITOR AND

MEASURE

Measure KPI against

the stated goals

and objectives

ANALYZE

Analyze App

download, trial,

adoption & usage

INTEGRATE

Integrate results

and plan course

for the future

1 3 52 4 6

The Path Towards Digital Marketing Excellence

Figure 12

Utilities must continuously manage customer engagements and evolve features and functionality to remain relevant in a space where the frequency of usage of a utilities mobile app is low compared with other aps.

About Cognizant

Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process services, dedicated to helping the world’s leading companies build stronger businesses. Head-quartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technol-ogy innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 100 development and delivery centers worldwide and approxi-mately 244,300 employees as of June 30, 2016, Cognizant is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.

World Headquarters500 Frank W. Burr Blvd.Teaneck, NJ 07666 USAPhone: +1 201 801 0233Fax: +1 201 801 0243Toll Free: +1 888 937 3277Email: inquiry@cognizant.com

European Headquarters1 Kingdom StreetPaddington CentralLondon W2 6BDPhone: +44 (0) 20 7297 7600Fax: +44 (0) 20 7121 0102Email: infouk@cognizant.com

India Operations Headquarters#5/535, Old Mahabalipuram RoadOkkiyam Pettai, ThoraipakkamChennai, 600 096 IndiaPhone: +91 (0) 44 4209 6000Fax: +91 (0) 44 4209 6060Email: inquiryindia@cognizant.com

© Copyright 2016, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to change without notice. All other trademarks mentioned herein are the property of their respective owners.

About the AuthorsSayan Ghosh is a Consulting Manager within Cognizant Business Consulting’s Energy and Utilities Practice. He has over 11 years of consulting experience advising utility companies across the U.S. and UK in areas focused on customer experience, smart metering, billing and digital transformation. Sayan has an MBA in operations from SP Jain Institute of Management & Research, Mumbai, and a degree in computer science engineering. He can be reached at Sayan.Ghosh@cognizant.com.

Arindam Mandal is a Senior Consultant within Cognizant Business Consulting’s Energy and Utilities Practice. He has over seven years of consulting experience in the energy and utilities domain in the areas of digital transformation, business roadmap planning, developing product strategies, driving business change and business process transformations. Arindam has an MBA in strategy and operations from Indian Institute of Management (IIM), Kozhikode, and an engineering degree in electrical engineer-ing. He can be reached at Arindam.Mandal@cognizant.com.

Debroop Sengupta is a Senior Consultant within Cognizant Business Consulting’s Energy and Utilities Practice. He has over seven years of experience in strategy and transformation projects across domains including business strategy, process optimization, performance improvement, strategy for market entry, customer experience and digital transformation. Debroop received an MBA from XLRI, Jamshedpur, with a major in operations, marketing and strategy and a bachelor’s degree in mechanical engineering. He can be reached at Debroop.Sengupta@cognizant.com.

Codex 2132

Footnotes1 https://www.ericsson.com/mobility-report

2 https://www.thinkwithgoogle.com/research-studies/the-new-multi-screen-world-study.html

3 http://www.jdpower.com/press-releases/2016-utility-website-evaluation-study

4 https://play.google.com/store?hl=en.

5 https://itunes.apple.com/

6 http://www.cognizant.com/InsightsWhitepapers/Mobile-Center-of-Excellence-An-Enterprise-Playbook.pdf

7 https://www.cognizant.com/application-services/oracle-solutions/oracle-edge-solutions/oracle-utilities

8 https://www.cognizant.com/InsightsWhitepapers/Cognizant_Survey_Report_7_20.pdf

9 Pike Research Survey, “Social Media in the Utility Industry Consumer Survey.”

10 https://www.cognizant.com/InsightsWhitepapers/Cognizant_Survey_Report_7_20.pdf