Electronic Customer Services

C O N T A C T E N E R G YE N T E R P R I S E S Y S T E M S P R O G R A M M E

Level 2 SCOPING WORKSHOP

CUSTOMER AND ENERGY MANAGEMENT

7.5 ELECTRONIC CUSTOMER SERVICES

February 2009

Commercial in Confidence

SCOPE DOCUMENT APPROVAL

Customer and Energy Management – 7.5 Electronic Customer Services

DOCUMENT INFORMATION

VERSION 0.4

RELEASE DATE 02/02/2009

AUTHOR/S Ben Hunter

DOCUMENT NAME document.doc

DOCUMENT STORAGE /tt/file_convert/55cf912c550346f57b8b59a4/document.doc

DOCUMENT REV IEW

NAME POSITION SIGNATURE DATE

Ramasubramanian Seetharaman Process Solution Project Manager

Marien de Wilde Technical Solution Project Manager

Doug Keel Lead Enterprise Architect

Monique Pearson ESP Change Manager

Adèle Stapelberg Benefits Realisation

Chris Anderson Integration Manager

Trevor Parsons Solutions Architect

Sandra Schedler ESP Business Area Lead

Steph Drumm ESP Business Area Lead (Commercial)

Mike Hamlin ESP Business Lead (LPG)

Deb Williams Learning and Development Advisor - Retail

Steve Davey Manager, Retail Products & Projects

John Bosomworth Special Projects Manager

DOCUMENT APPROVAL

NAME POSITION SIGNATURE DATE

LEVEL 2 SCOPING WORKSHOP 7.5 ELECTRONIC CUSTOMER SERVICES PAGE 1 OF 18COMMERCIAL-IN-CONFIDENCE

WORKSHOP ATTENDEES

FACIL ITATOR: JON K INSLEY-SMITH

ATTENDEES

NAME ORGANISATION

Adéle Stapelberg IBM

Deb Williams Contact Energy

Diana Forsell Contact Energy

Doug Keel Contact Energy

Dwina Dickinson Contact Energy

Grant Benvenuti Contact Energy

Jo McKirdy Contact Energy

John Bosomworth Contact Energy

Mike Hamlin Contact Energy

Monique Pearson IBM

Nigel Robson Contact Energy

Phil Hawkey Contact Energy

Sandra Schedler Contact Energy

Stacey Tibbetts Contact Energy

Steph Drumm Contact Energy

Tim Dawson Contact Energy

Ben Hunter Contact Energy


TABLE OF CONTENTS

1 BUSINESS PROCESS SCENARIOS............................................................................................4

1.1 DESCRIPTION OF LEVEL 2 BUSINESS PROCESS........................................................4

1.2 SUB-PROCESSES............................................................................................................4

1.3 CONTEXT DIAGRAM........................................................................................................5

2 BENEFITS REALISATION............................................................................................................6

2.1 QUANTIFIED BENEFITS ALREADY IDENTIFIED............................................................6

2.2 UNQUANTIFIED BENEFITS ALREADY IDENTIFIED.......................................................7

2.3 NEW BENEFITS................................................................................................................7

3 BUSINESS TRANSFORMATION..................................................................................................9

3.1 ROLES...............................................................................................................................9

3.2 CRITICAL SUCCESS FACTORS FOR THE CHANGE...................................................12

4 BUSINESS OPERATIONS..........................................................................................................13

4.1 CURRENT AND FUTURE POLICIES, PROCEDURES AND BUSINESS RULES..........13

4.2 OTHER INITIATIVES.......................................................................................................14

5 RISKS..........................................................................................................................................15

6 PERFORMANCE METRICS.......................................................................................................16

7 Additional Information..................................................................................................................17


1 BUSINESS PROCESS SCENARIOS

1 . 1 D E S C R I P T I O N O F L E V E L 2 B U S I N E S S P R O C E S S

Electronic customer services provide self service channels for customers, the required channels

identified by Contact Energy are:

Internet (website and email)

IVR

Mobile phone (SMS and Java application)

Customers with access to a medium are able to self-register and use specific electronic services to:

Change account information

Display bills, pay bills and request copies of past bills

Perform move-in and move-out processes

Enter meter-reading data

Request forms

Provide information on payments made

Receive LPG delivery updates

Correspondence such as Credit information and marketing material can be pushed to customers from

Contact Energy.

1 . 2 S U B - P R O C E S S E S

Provide a table containing a list of all sub-processes within the process and whether they are in scope

or not.

7.5 Electronic Customer Services Owner: Key Stakeholders:

Level 3 Process In Scope? L3 Owner L3 Key Stakeholder / s

7.5.1 Perform Billing & Payment self care Y Marketing, Billing Manager

7.5.2 Perform Metering self care Y Meter Reading

7.5.3 Initiate MOVEs Y Customer Care

7.5.4 Order Products & Services N Marketing

7.5.5 Perform Customer Information changes Y Customer Care

LEVEL 2 SCOPING WORKSHOP 7.5 ELECTRONIC CUSTOMER SERVICES PAGE 4 OF 18COMMERCIAL IN CONFIDENCE

1 . 3 C O N T E X T D I A G R A M

7.5 Electronic Customer Services

Customer

InteractionComplaints

FI-CA

Inventory Management

Service Management

Device Management

Energy and data management

Billing and Invoicing

Master Data management

Call Centre

Marketing

Marketing Propositions

Move In Leads, EmailWeb Queries

Pre Power

20 digit code

Service Channels

(Email, SMS IVR)

Customer requestsCustomer Information

Meter Readings

AdditionsChanges Product availability

information

Service OrdersService Information

Billing Information

Meter Readingschedule

Payment informationCredit information

Key

Contact Energy Team / Existing

System

SAP Module

External Party / System


2 BENEFITS REALISATION

2 . 1 Q U A N T I F I E D B E N E F I T S A L R E A D Y I D E N T I F I E D

Call Centre Efficiency ($6.153m)

ID Benefit Name Objective Magnitude How will this be done

RET1.6.1RET1.6.2

Call Centres Staff (ex. Resolution) per customer

Reduce number of CSR's per customer by having fewer calls to answer and reducing the total call time per customer

PV $6.153m13.6% of Retail Benefits

Inbound:- 10% reduction in annual call time per customer (fewer calls + AHT)- reduction in calls due to dual energy (30% Gas + 50% LPG)

Sales / SME:- 17% to 20% improvement in productivity

Fewer calls reflecting: Greater uptake of self service; Fewer errors that cause calls; Improved 1st call resolutionShorter calls reflecting: Greater CSR productivity; Fewer customer complaints Resulting from:- Improved self service capability- Increased range of communication channels -More granular and accurate customer information -Guided and automated processes (such as sign-up)- Built in validation- Improved on-line help for CSRs

NOTE: This benefit has been challenged – see Action Item 80. The consensus is that, while call numbers are likely to reduce, the average length per call is likely to increase as CSRs are presented with more opportunity to up-sell, cross-sell and discuss campaign-related information.Note also that there was an error in the original calculation of the benefit value which double-counted RET1.7 Resolution Staff (Call Centre).

Billing ($3.849m)


RET2.1 Reduce hard copy bills

Reduce operational costs by increasing the number of online bills and reducing the number of paper bills.

PV $3.849 m8.5% of Retail Benefits 39% reduction in hard copy bills and payment costs by decreasing the number of paper bills Currently the BAU scenario assumes that on-line uptake grows to 26% (203,000 customers) by 2017/18; with ESP it is anticipated that this uptake will double by an additional 26% to 52% (410,000 customers)

Enhanced self service channels and processes that promote the use of these channelsCustomers will be able to self-register and change account information, display and pay bills, and enter meter-reading dataReduced operational expenditure on bill preparation, bill handling, bill correction and distribution

NOTE: This benefit has been challenged. The consensus is that SAP self service functionality does not provide substantial advantage over what could be otherwise achieved without ESP. The benefit will be reassessed during the L1 Workshop.


Telecommunications Costs ($1.400m)


ICT4.1 Reduced Retail Call Centre telecommunication costs

Reduction in telecommunication from decreased Retail Call Centre inbound calls

PV $1.4m4.4% of ICT Benefits

Uptake of self-service (52.5% by 2017/2018)Fewer errors that cause callsImproved 1st call resolutionUsing preferred communication channelsImproved Management of Customer CommunicationGreater CSR productivity - guided CSR processes - Built in validation - Improved on-line assistance of CSR's

NOTE: This benefit has been challenged. The consensus is that, while call numbers are likely to reduce, the average length per call is likely to increase (see RET1.6.2) which directly affects this benefit. The value of the benefit will be reassessed.

2 . 2 U N Q U A N T I F I E D B E N E F I T S A L R E A D Y I D E N T I F I E D

ID Benefit Name Objective

RET7.5 Reduced Customer Interaction Reduce customer interaction by greater use of self service

2 . 3 N E W B E N E F I T S

Benefit Name Objective Why Does the Opportunity Exist? How will this be done Contact

Person

TOU and statements online

Improve the Customer experience and reduce the volume of printed statements

TOU is not available online

Develop a web portal Steph Drumm

Payments online Customer will be able to pay via Direct Debit and Credit Card online the after viewing an open bill

The functionality is not available on the Contact Energy or Empower websites

Implement Biller Direct and deliver via portal

Meter readings online Reduce low value calls by allowing customers to record their meter readings online


Standard SAP UCES function delivered via portal

Channelling Communications to a preferred medium

Improved customer contact as customers will be able to choose the medium that best suits them for communications

A customer’s preferred contact method is not currently held or utilised

Customer preferred communications channel standard flag in CRM Business Partner

Remove the need for manual invoice emails

Make customer bills easily available online, removing the need for Telephone account managers to compile bills and email to their customers

It is not possible for customers to view multiple accounts online. TOU invoices are not available online at all

Biller Direct presentment and paying of bill online is standard SAP UCES function, delivered via portal.

Steph Drumm

Ability to view consumption detail online (TOU customers included)

Improve Customer experience by displaying consumption (Including half hour profiles) for mass market customers with smart meters


Consumption data standard UCES function delivered via portal. Note TOU profile data display may require development.

Steph Drumm


Benefit Name Objective Why Does the Opportunity Exist? How will this be done Contact

Person

PDF of bill with bar-code

Reduce Contact Energy’s printing costs by ensuring the PDF copies of bills available online contain the bar code added by the print house. This will allow customers to print the invoice and pay at NZ Post etc.

Invoices available online do not contain a bar code

Standard SAP UCES function delivered via portal. Note: barcode to be provided by print workbench and is a modification to the current mail house format.

Creating new contract for past customer

A customer will not need to create a new account after moving house because, in SAP a new ICP can be easily added to their current record

Gentrack requires that a new account be set up every time there is a change in ICP

Standard UCES function delivered via portal

Allow customers to update personal information

Allow a Customer to update their personal information online, reducing low value calls to the Contact Centre

Limited functionality is available on the Contact Energy website currently


Ability of customer to view selected internal information

Customer can see information, Including selected internal requests that they would normally call the contact centre to inquire about. It is unlikely that they will be able to track the progress of 3rd parties at go live.




3 BUSINESS TRANSFORMATION

3 . 1 R O L E S

3.1 .1 CURRENT ROLES

Call Centre

Current Role Responsibilities Number of People

Impact (H,M,L)

Call Centre Staff (mass market)

Currently deal with inbound service calls and handle incoming responses from campaigns. In the future online and mobile self service will remove a number of different queries. It is likely that Call Centre staff will become blended agents and will be responsible for providing support to customers on how to self fulfil online and via mobile

139 L

LPG Call Centre Staff

Process calls for gas orders. Initial point of call for other calls but then pass these on to the relevant department. In the future online and mobile self service will remove a number of different queries, currently the move in process is a manually one. They will also need to train and support customers on how to self fulfil online and via mobile

10 L

Mass Market CSR Team Leaders (incl LPG)

Manage a team of CSRs (approx 10-15). May have been CSRs in the past but no longer actively take calls other than escalated calls.

20 L

Wholesale


Impact (H,M,L)

Account Managers (wholesale)

Will be required to train and support their customers using online services 6 L

Telephone Account Managers (wholesale)

Will be required to train and support their customers using online services 10 L

Business Support Manager (wholesale)

Manages Telephone Account Management team and oversees wider sales team. Would need to up-skill on online services.

1 L

Specialist


Impact (H,M,L)

CAR (customer acquisition & retention) team (includes team leaders)

Responsible for processing move ins and move outs. It is likely the way they receive some move requests will change

17 L

Emerging Channel Team Process customer emails. Deal with Empower move-in requests from online sign-up form

6 L

New Business Team Process move ins. It is likely the way they receive online move requests will change

15 L

Portal CSRs Extra skill set for CSRs to handle online services queries including password resets. Queries will increase with increased uptake of online services

35 L


Marketing


Impact (H,M,L)

Marketing Communications

Develops marketing communications. Electronic customer services will provide the opportunity to market to customers via new mediums

8 L

Campaign Managers

Plans and develops a marketing campaign including all elements (product, communications, sales and fulfilment resources, training and data, legal signoff. There will be different planning requirements for campaigns delivered via an electronic channel.

6 L

3.1 .2 NEW ROLES

Role Responsibilities

Electronic Channels management Provide management and guidance for the use of electronic channels

Electronic Channels Support Support of all electronic channels. The role may be responsible for resetting customer passwords

3.1 .3 ROLES NOT REQUIRED

Role Position/s assigned to

Emerging channels team Email will be dealt with by the Call centre if Call centre staff become blended agents

3.1 .4 CHANGED REPORTING LINES

No changes to reporting lines identified

3.1 .5 CHANGED EXTERNAL RELATIONSHIPS

Customer / Supplier / Other Description of changes

Customer The new online channels will provide new ways to interact with Contact Energy and reduce their contact with live agents

Vendors To be identified once a decision is made on how information will flow between Contact Energy and Vendors

3.1 .6 WORKLOAD

Increase / Decrease Description of changes Current or new

Positions affected

Decrease A large number of calls are fielded relating to expected delivery times for LPG, text message updates on delivery times could be used to remove the need for customers to contact the call centre.Automated LPG ordering by text message will also reduce the workload of LPG staff

LPG Call Centre Staff

Increase As more customers choose to use the Contact Entergy website the volume of enquiries handled by the Emerging Channels team and Portal CSRs will increase

Emerging Channels team and Portal CSRs

Decrease The web portal should provide customers with self service access to statistics that are currently produced manually by Telephone Account managers

Telephone Account managers

Decrease Improved customer self service availability is expected to reduce the total annual call time by 10% Call Centre Staff (mass market)


Increase / Decrease Description of changes Current or new

Positions affected

Increase An initial spike in call volume is expected when the new electronic channel functionality is made available for customers as more customers are expected to call Contact Energy to enquire about it

Call Centre Staff (mass market)LPG Call Centre StaffTelephone Account Mangers

3.1 .7 COMPETENCIES OR QUALIFICATIONS

Competency / Qualification Description Current or new Positions affected

How to operate new online and mobile functionality

Front line staff will be expected to provide customer training and support for the new channels


Communications Skills It is likely that front line staff will become blended agents, responding to more than one form of communication. Staff will need to increase their written communications skills to respond to the new requests


New Media design Marketing staff will have new mediums to deliver information to customers, they will need to increase their knowledge of this medium to help them to deliver good marketing material

Marketing

3.1 .8 SUMMARY

Positions

High Impact Positions: No High impact positions identified

Medium Impact Positions: No Medium impact positions identified

Guide

High – the Position has all or many of the impacts and together they constitute substantial change to the Position, or a new Position needs to be created to fulfil SAP or non-system roles

Medium – the Position has some of the impacts and they constitute a significant modification to the Position

Low – the Position has few or no impacts.


3 . 2 C R I T I C A L S U C C E S S F A C T O R S F O R T H E C H A N G E

People Behaviours and Organisational Enablers(e.g. strategic sourcing skills)

Processing Enablers(e.g. easy to use, online creation of procurement requisitions)

Technology Enablers(e.g. master data management capability for both centralised and distributed master data management practices)

Customer proposition, marketing strategy and roadmap are required to make people aware of benefits of self serviceChange management for staff to help them understand why a portion of work they currently do will be completed by a customer onlineA Channel Management position must be created and staffed to oversee the new mediaStaff in positions touched by the new channels will need the correct skills to utilize it, either through training or introducing new staff.Customers are made aware of the new channels and educated in how to use them

Business ownership of the resources and processesCustomer support and Customer help documentation should be easily available and easy to understand.Ease of use / authentication. The solution must be user-friendly.

The solution must be easy for both customers and staff to use.All updates need to be immediate to give customers a level of comfort that the system is working correctly.The system must be available and reliable. It is difficult to win customer trust and easy to loose it with unreliable online systemsHigh data integrity. Customers must trust that the data they access is trustworthy and that their personal information is safe


4 BUSINESS OPERATIONS

4 . 1 C U R R E N T A N D F U T U R E P O L I C I E S , P R O C E D U R E S A N D B U S I N E S S R U L E S

Description Complexity (H/M/L)

Type (i.e. policy / procedure / business rule)

Current / Future Go-to Person

Rules for when a customer can supply a meter reading online (including final readings).

H Business Rule Future Tim Dawson / Dwina Dickinson

Rules around the move out process, what is required to occur before different actions can take place.

M Business Rule Current / Future

Tim Dawson / Dwina Dickinson

Rules around handling customer correspondence via text message

M Business Rule Future Dwina Dickinson / Andrew van Bunnik

Rules around granting access via mobile phone to customer accounts. E.g. who can access one account.

M Policy Future Dwina Dickinson

Bill Address Parameters for customers updating address information online

M Policy Current / Future

Denise Nelson

Rule around the different plans / tariffs changes that a customer is allowed to make online

M Business Rule Future Kerry McMillan / Mel Crocombe

Business process for resetting online passwords L Procedure Current / Future

Dwina Dickinson

Rules for when correspondence overrides the preferred channel of a customer, or if we send correspondence to ex-customers

L Business Rule Future Denise Nelson

Rules around what customer information / customer notes are available to view online

M Business Rule Future Dwina Dickinson / Jo McKirdy

Rules around what context specific information a customer sees e.g. Easy to understand error messages, payment cut off times when paying online

M Business Rule Current / Future

Diana Forsell

Restrictions on the type of information that can be sent by different mediums, as dictated by the Privacy Act

H Policy Current / Future

Tim Whitely

Rules for which channels can be legally used to notify customers of disconnections

M Policy Future Kerry McMillan

Rules for how to authenticate a customer via each medium. M Policy Current / Future

Process for registering Business customers for access to the new channels. In many situations the user will not be the owner of the business

L Business Rule Current / Future

Note: A section has been included in the L3 documentation to capture the above if additional L3

relevant information is identified.


4 . 2 O T H E R I N I T I A T I V E S

Other Initiatives Likely to affect this process Business Unit Comments

Introduction of eCommerce platform (Magento)

Marketing Magento is a sales conversion platform which Contact Energy are looking at implementing to sell products online. It has an online catalogue which customers can use to purchase products. Currently customers can only pay for products using a credit card only but Contact Energy would like to integrate Magento with the new billing system so it can offer the facility for customers to put products on to their energy account.

LPG & Empower Integration

All The LPG business and Empower are currently being integrated into the Contact Energy business. Currently Empower customers do not have any online services available.

Arrangements for 3rd party channels, introduction of salesforce.com

Marketing Contact Energy are investigating implementing salesforce.com to interact with vendors and 3rd parties.

Introduction of Smart / TOU Meters

All Smart meters are being introduced and are likely to be in a number of locations by go-live. There is potential for customers to expect that additional information available from smart meters will be visible online. Currently there is no way to view this information online

Website Development Marketing

Mail house move Communications Contact Energy is evaluating their mail house providers.

PCDISS Project working on new credit card storage rules


5 RISKS

Risk # Risk Description Likelihood (1

to 6)Consequence (M1,M2,S,M3,C) Risk Owner

Introduction of new channels becomes an additional cost due to customers contacting Contact Energy over different mediums for the same query (e.g. following up on an email)

2 Moderate Dwina Dickinson

Loss of customer trust due to problems with self service 2 Serious Dwina Dickinson / Andrew van Bunnik

Risk that marketing via new channels may be difficult to understand leading to customers calling to confirm the meaning.

2 Moderate Andrew van Bunnik

Changes to phone numbers or Loss / Theft of phones could lead to; Customer information being sent to the wrong person, increased workload updating cell phone details

1 Minor Jo McKirdy / Dwina Dickinson

Delay to an expected text message causes a customer to call to query where it is.

1 Minor Dwina Dickinson

If there is no electronic channel strategy in place it is possible that all channels are not implemented at once which could be counterproductive

2 Moderate Andrew van Bunnik / Cory Franklin

Customers will not be able to review 12 months of billing data from go live if there is no interface to Gentrack data available

1 Minor Peter Elder

Different customer experience between channels 2 Moderate Andrew van Bunnik

Development effort required for portal could lead to it having limited functionality

3 Serious Corry Franklin / Dwina Dickinson

Risk we don't have a clear email management strategy 3 Serious Dwina Dickinson

Risk that infrastructure is not robust enough to process online financial transactions in a timely manner.

3 Serious Marien de Wilde

Risk that overdue customers maybe disconnected before we receive a credit card authorization if we can't process credit card payments close to instantly

1 Minor Jo McKirdy

Risk that increasing credit card payments will reduce our revenue because of bank charges causing cost to serve to increase

1 Minor Jo McKirdy / Andrew van Bunnik

Risk of customer annoyance if we do not correctly migrate information on customers that have opted out of receiving marketing material

2 Minor Dwina Dickinson/ Andrew van Bunnik

Contact Energy does not capture enough customer information (email addresses and mobile phone numbers) to get the benefits anticipated

3 Minor Dwina Dickinson

Reduced benefits from reducing staff workload due to the increased overheads of maintaining customer contact details for different channels (Cell phone numbers, passwords, email addresses etc)

3 Moderate Dwina Dickinson

Completion Guide:

Likelihood and Consequence ratings to be as per Contact Risk Ratings

Likelihood: Ratings 1 to 6

Consequence: Minor (M1), Moderate (M2), Serious, Major (M3) & Catastrophic


6 PERFORMANCE METRICS

Description Reason for Measurement Go-to Person

Email response time To ensure customers are responded to before they follow up through a different medium

Tony Gough

Response time for online sign up request Internal KPI, to ensure switch is completed in a timely manner Vao Feagaiga

Individual team mailbox response times To ensure customers are responded to before they follow up through a different medium

Time to deliver an SMS to customer From cell phone service provider, to ensure customer needs are met

Response time to 3rd party requests To ensure we’re fulfilling request in a reasonable time frame

On time delivery of Direct Debit confirmation

Legal requirement to notify customer before first direct debit taken Paula Elliot


7 ADDIT IONAL INFORMATION

Open Items

Issue # Issue Description Issue Owner Resolution

Target Resolution (Phase)

Status Comments

969 Need to investigate the impact of increased online usage on the number of CSRs needed to provide online support.

Perform analysis of instances of password resets and support versus volume of users

Realisation Open

972 Contact Energy needs to decide how information will flow between itself and 3rd parties.

Marien de Wilde

Business Decision Required

Scoping Open

973 Work needed on how Contact Energy will manage channel partners for Frequent Fitters, including the amount of web functionality they are given

Andrew van Bunnik

Business Decision Required

Blueprint Open

974 If using text messaging to communicate with customers we need to ensure that all responses are automated (no CSR response to customer queries via text message).

Dwina Dickinson

Business Decision on how to respond to SMS that meet criteria for an automated response

Blueprint Open

975 Any functionality that is provided via mobile phone should also be available over the internet

Jon Kinsley-Smith

Take into account when designing system

Blueprint Open

976 Discussion is required on if the selling of discrete products will be remain in scope and the cost benefits of not including them in the project

Andrew van Bunnik

Business Decision to be communicated to the project

Blueprint Open

977 Any online or mobile service needs to be available close to 24 x 7 as that is the standard customer expectation for this type of medium. This will require a robust solution and customer support to be available when the system is up.

Jon Kinsley-Smith

Take into account when designing system. Creation of support model

Realisation Open

983 Business and Process ownership is required to identify people who can provide decisions and strategy definitions

Phil Hawkey Phil to work with the GMs to identify owners

Blueprint Open

979 Need to understand the different website requirements depending on a customer’s segment

Corey Franklin Business decision required Blueprint Open

980 Decision to identify which information can be included on a online bill notification email

Jo McKirdy Business risk decision required

Blueprint Open

981 A decision on where to store customer credit card details is required. If stored within a Contact Energy system there are increased security measures required

Jo McKirdy Business risk decision required

Blueprint Open

982 Action to include the option for an online customer to choose if they also receive a paper bill. The default when signing up should be no.

Jon Kinsley-Smith

To be taken into account when designing the system

Blueprint Open

984 Need to ensure that meter reading rules filter into the online space (compliance is that 90% of customers have an actual reading every 4 months)

Tim Dawson / Jon Kinsley-Smith

To be taken into account when designing the system

Blueprint Open

985 Contact Legal to identify what type of password is needed for the website

John Bosomworth

Business risk decision required

Blueprint Open

986 Identify the customer change management requirements if popular functionality (e.g. the ability to cancel a bill after supplying a new meter reading) will not be available after go live

Blueprint Open




Status Comments

1044 Investigate if it is possible to migrate customer online login information, so they do not need to re-register

Jon Kinsley-Smith

Investigate during Blueprint

Blueprint Open

Closed Items



Status Comments

N/A Implied risk of using an largely untested product, the SAP interface is only used by 12 companies world wide

Phil Business decision required

Closed It was decided in the workshop that a web portal should be created to improve the look and feel of the customer website

80 Some benefits claim a reduction in CSRs due to a lower volume of calls. However, with better customer information, these calls may be longer as CSRs are presented with more opportunity to up-sell, cross-sell and discuss campaign-related information (although argument exists that overall call time may not increase as the customer would have called or been called at another time to discuss the campaign anyway). The way these benefits have been calculated needs further investigation.

Geoff Maddison

Add to items to be discussed in L1 Customer Service Management recap workshop

Blueprint Closed This had already been highlighted by the Benefit Realisation team and has been discussed further with the business in following L2 workshops and the consensus is that this is indeed a probable issue with the benefit as stated. The Benefit Register has been updated and the issue will be raised in the L1 Recap Workshop for management consideration.

970 / 8000000526

UCES Portal is not considered appropriate for Contact Energy. Look and feel should reflect Contact Energy Brand.

It is noted that most utilities implementing SAP do not use UCES directly for customers but develop their own screens using Enterprise Portal.

Marien de Wilde

SAP Enterprise Portal screens will be developed for the delivery of UCES functions.

Scoping Closed The content-based part of the Contact Energy website will remain separate from the SAP Enterprise Portal but the two will be linked. Customers will be directed to the SAP Enterprise Portal to carry out self service functionality (e.g. to change address details, enter a meter reading, etc.). This portal will be built to look and feel like Contact's website.

971 / 8000000530

Customers will want to view time of use from smart meters via the web self service interface and it is likely that this will either be something that we already provide in 2 years or the industry standard. Currently SAP can not provide this information.

Jon Kinsley-Smith

It is recommended that for day 1, the standard SAP consolidated consumption value is delivered via the UCES web page.

Blueprint Closed Smart meter consumption profiles could be delivered at a later phase as EDM holds smart meter consumption information, but this would require a complex development so that this information could be displayed in a meaningful format. This is currently out of scope for the ESP.


Documents

Electronic Customer Services