Best Practices in Implementing Social and Mobile CX for Utilities

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CON7966 – Best PracEces in ImplemenEng Cloud, Social and Mobile CX for UEliEes Bruno Gapo Industry Director, U5li5es – Oracle Ajay Verma Global U5lity Prac5ce Director – Capgemini Victor Jimenez U5li5es Execu5ve – Capgemini September, 2014

Copyright © 2014 Oracle and/or its affiliates. All rights reserved.

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social

mobile

y-‐gen

self discovery

buying

learning

targets

choice

value

expecta5on

informa5on

Your Customer has

CHANGED

3


Imagine… Your customer’s journey could be like John’s @ Energon Energy

4

Keep me informed of new products, send me informa5on

that is relevant to me

Deliver products and services flawlessly

Send me 5mely and relevant offers while

I am using the service

Let me manage my services where and

when I want

Listen my feedback

Keep the contract process simple

2

3

Understand what I’ve researched, my usage

paZern and service history

Give me the best offer addressing my needs/

budget

4

5

8

7

1

Process M

gmt

& Cha

nnel

Coordina

5on

Chan

nel

Interac5on

s Billing/Reven

ue

Man

agem

ent

Mobile

Self Service Service Sales Commerce

Partner Social Call Center Retail

Ra5ng – Invoicing

Energy Pricing

Billing

Pricing Engine Customer

Data Mgmt.

Enterprise

Product

Catalog

Product Hub

Financials

ERP

Web

Marke5ng

Order Mgmt – Service – Knowledge Mgmt -‐ Decisioning

Industry Process Enablers Customer

Hub

6


“Customer experience is the sum of all interac1ons a customer has with a supplier of goods or services, over the dura1on of their

rela1onship with that supplier.”

5


The Value of Customer Experience

6

Measurable Metrics

Acquisi5on Reten5on Efficiency

Increase Sales & Adop5on

•  Generate more traffic, interacEons and impressions

•  Increase conversion rate •  Increase average order size •  Up to $ billions in upside gain

Build Trust & Strengthen Rela5onship

•  Improve customer

saEsfacEon •  Improve service quality and

reliability •  Drive loyalty and advocacy

Reduce Cost & Effort

•  Increase self-‐service success •  Reduce cost per interacEon •  Improve service producEvity


GREAT CUSTOMER EXPERIENCE HOW TO ENABLE

7


Taking Steps toward the Customer Advocacy shic

Outside In •  Excel at individual interacEons •  Provide excellent connected journeys and customer inEmacy •  Make it easy, personable to do business with your company Inside Out •  Connect cross-‐funcEonal processes, BI, Customer 360 •  InsEtute cultural change around customer obsession

8

More than a technology decision

Sources: Harvard Business Review “The Truth About Customer Experience” by McKinsey Partners Alex Rawson, Ewan Duncan, and Connor Jones; and Oracle Corp.


Oracle Customer Experience

9

Connec5ng Every Interac5on Your Customer Has With Your Brand

MARKETING CPQ COMMERCE SOCIAL SALES SERVICE

CUSTOMER BRAND


Complete

10

Investment and Acquisi5ons

Oracle Commerce Oracle Sales & CPQ Oracle Social Oracle Marke5ng Oracle Service

*

(*) Pending AcquisiEon


Oracle CX

11

Complete Customer Experience Plalorm

Oracle Marke5ng

Integrated Customer Experience Founda5on

Social Network Mobile Integra5ons

Oracle Sales

Oracle CPQ

Oracle

Commerce Oracle Service

Oracle Social

Analy5c KPIs & Dashboards

Predic5ve Analy5cs


Customer Choices for CompeEEve Retail & Regulated UEliEes

12

FoundaEonal Tools

Oracle Cloud Infrastructure and Plaqorm Services

Oracle IntegraEon and BPM/SOA Tools Oracle Mobile, Portal

and Content Tools

Siebel CRM / Oracle UEliEes CC&B

Oracle MDM, BI and Decisioning Tools

Oracle MarkeEng

Oracle Sales

Oracle Commerce

Oracle Service

Oracle Social

Oracle CPQ

Cloud, On Premise, Hybrid

with you

Best Practices in Implementing Social and

Mobile CX for Utilities Bruno Gapo, Industry Director, Utilities EMEA – Oracle

Ajay Verma, Global Utility Practice Director – Capgemini Victor Jimenez, Utilities Executive – Capgemini

San Francisco | 29 September 2014

14 Copyright © 2014 Capgemini. All Rights Reserved

Agenda

The Emergence of the Digital Utility

Reinventing the Digital Customer Experience

Best Practices

Conclusion


The digital generation is setting expectations on global corporations and driving demand for digital transformation

The digital consumer drives

outside-in transformation

The realization of benefits needs

to be weeks not years

Agile digital platforms exploit

federated services


The digital consumer drives a need to transform outside-in versus inside-out, to drive speed-to-benefit and to reduce costs

Customer Focus •  Consistent customer experience •  Multiple channels and devices •  Immediate 360 view of customers •  Agile response to new demands •  Proactive creation of new offers

Outside-In for Speed and Flexibility

Corporate Focus •  Re-use system investments •  Align old and new worlds •  Consistent processes and data •  Central governance & security •  Cost efficient operation

Inside-Out for Stability and Integration

Digital Enterprise


Digital leaders exhibit two common traits: Digital Intensity and Transformation Management Intensity

Technology-enabled initiatives in: !  Customer Experience !  Internal Operations !  Business models !  Core digital capabilities

Leadership capabilities including: !  Vision !  Governance !  Engagement !  IT-Business Relationships !  Change management

Transformation Management Intensity

Digital Intensity

Beginners This is not for us!

Conservatives Analogue Transformation

Fashionistas Digirati!

Transformation Management Intensity

Dig

ital I

nten

sity

digital

digital digital

digital digital

digital

Growth + 9% Profit + 26% Market Value + 12%


Capgemini Digital Utilities Transformation Driving value from the smart energy infrastructure

Smart Renewable

Smart Consumer

Smart Grid

Smart Metering

Electric Vehicles

Photo Voltaic

Smart Devices

Home Energy Management

Digital Assets

Smart Meters

Business As Usual Digital Enabled Business Digital Utilities Transformation

Cloud Mobility BPMS Big Data

Technology Advancement & Consumer Pull

Energy Transition

Service Improvement & Cost Saving Pressure


What drives and enables Digital Utilities Transformation?

Composite Solutions

Customer Experience

Business Model

Operational Process

6 major technology trends drive the digital transformation with composite solutions addressing business opportunities

Social Media

Intelligent Devices

Big Data Analytics Cloud

BPMS

Mobility

BPM

WWW

Internet Collaboration

Customer


Agenda



Best Practices

Conclusion


New Norm for Digital Customer Experience in Utilities

“Utilities have analyzed data for many years, with spreadsheets and custom tools; mere fraction of data generated by smart meters and IEDs have transformed the behavior of customer, which now requires new ways / transformation in analyzing Customer behaviors to provide insights

which is delivered using DUT”

How can I provide right service to right customer through right

channel?

Multiple Channel Communications

Does he belong to high temperature geography and

might buy rooftop Solar PV?

Customer Segmentation and

Empowerment

Kevin’s job, work-timings and

preferences are very different from

his neighbors

Customized Product & Service for

Everyone

Smart meter, IHD generate huge & variety of data; how can I have

actionable insights?

Smart Energy Data Analytics

How to win the trust of my

customers & make them feel special?

Changing perception- From

Ratepayers to Valued Customers


Utilities are facing growing dissatisfaction, leading to the need of Customer Experience improvement

!  There is simmering discontent in the utilities industry.

!  For the EU as a whole, customers’ trust levels in their energy suppliers stood at just 45%, and in North America, at 53% in 2013

!  There is clearly a need to address this tide of disquiet and re-energize the utility customer experience. Industry analyst surveys show that utilities have realized the need for enhancing customer experience

Only 29% of customers trusted their utility providers in 2013 for Transparency and Openness. Customer satisfaction levels in the UK dropped from 78% in 2012 to 55% in 2013 Customer Experience Improvement is one of the top challenges for Utilities, in Europe and also in North America

Top Business Challenges for Utilities


Customer Expectations vs. Utilities Digital Initiatives

Source: Capgemini Consulting project expertise (2012); Forrester; Capgemini Consulting Digital Transformation benchmark Utilities (2012)

of customers want to book services online

of customers want the website to answer their questions

want personalised communication & offers

of customers use smart-phones and tablets for their information search

58%

72%

24%

30%

Companies with strong customer experience have… 17 percentage points more customers who are likely to recommend the company 12 percentage points more customers who are reluctant to switch the company EUR 5-10 reduction in cost-to-acquire and cost-to-serve Higher brand recognition and positive sentiments

What do customers expect?

… of E&U companies use digital technologies to enable self-service components for end-to-end processes

… of E&U companies use digital technologies to provide consistency across channels

… of E&U companies use digital technologies to personalise the sales experience

40%

29%

26%

6% … of E&U companies use mobile channels to sell products and services

How digital is the current E&U customer experience? So what…?


Although Utility Providers do offer mobile apps, their functionality is limited

56% of utility providers offer a mobile app. However, most utilities offer only basic functionality, such as the ability to view service details or receive alerts from providers. Only 32% of customer opinions on the mobile apps offered by utilities are favorable.

Mobile App Feature Support

46% 44% 44%

24% 34% 40%

View service details

Receive alerts

View outage information

Access and pay bills

Update account information

Report problems

Sources: Capgemini Consulting Analysis


Most Utility Providers are not utilizing their social media channels to actively engage with customers

Utilities are using social media channels primarily to share information, which includes energy efficiency tips, emergency handling tips, or outage information.


Social Media Feature Support

62% 60% 58%

34% 36% 58%

Emergency Handling Tips

Power Outage Information

Energy Efficiency Tips

Contests/ Promotions

Information on Community Development Initiatives

Customer Complaint Redressal


New channels integration are core of the customer interaction and provide improvements of the customer experience

Multichannel Discovery First Order << Normal Life >> Discover New

Products Renewal

Differentiation from customer

segments

A friend recommend me a new offer on

Facebook I learn about this offer on the

web

I visit a store to clarify certain points with a vendor

I order on the website

I am looking for information to enrich my use on my mobile

or tablet

I get my bill with a presentation of the loyalty program

I am informed on twitter with an offer of

re-engagement

I get a personalized e-mail offering me the

special offer of re-engagement that

I saw on Twitter

I call with a click-to-call an advisor

to re-engage

I share my user experience on the blog of

the brand and give my opinion on social

networks

Separate treatment of these new channels, not included in the CRM business, does not allow to take full advantage of associated opportunities, or to guarantee the consistency of the customer experience

www


Agenda



Best Practices

Conclusion


Multi channel experience is expected to transform contact center customer service and outperform voice calls, social networking and websites

Customer require convenience with their energy provider; they choose the channel depending on their needs and the contact nature, the time and the device they want to use for communication. Need Mail Contact

Centre SMS E-Mail WebSite IVR Mobile Home Meter

Social Networks

Billing

Payment

Outage, Emergency

Intervention status

Data management, news

Consumption

Advices

Claims

Traditional Channels

Emerging Channels

Booming Channels

Customers prefer to receive their bills and any other communication by email and it allows the company to reduce printing costs

The website allows you to communicate quickly with customers, government agencies and the media while reducing the volume of calls

The IVR announce clearly "speak to a representative" and make it a more accessible option reduces the waiting time before the conversation

Social networks have quickly become an interface through which the company can both inform its customers, educate / sensitize and elicit their views

Source: “Don’t Miss Customer Service Opportunities”, esource.com, December 2009


Capgemini’s H-model Architecture is fundamental for DUT: Enabling speed of digital innovation

The H-model distinguishes the robust application layer and the agile interaction.

Systems of Innovation

Systems of Differentiation

Systems of Records

Overall Objectives

Spe

ed

Val

ue

Indu

stria

lizat

ion

Cos

t red

uctio

n

Layer

Layer ,

Channel Service

Security Layer

Application & Data Layer

Orchestration & Integration Layer

Personalization & Interaction Layer Insight Layer

Robust Application Layer

Agile Interaction Layer

Governance Layer

Spe

ed

Val

ue

Indu

stria

lizat

ion

Cos

t red

uctio

n


Gov

erna

nce Security

Meter Data CIS EMS Asset Service Delivery Grid

Integration and Orchestration

eCommerce Automatic Decisioning

CRM – Mark. & Service Insight & Analytics

Personalized Environment Social Media Integration

Multi-Channel Experience

The Oracle solution stack against H-model

REAL TIME DECISIONING

powered by

MWM

SIEBEL

BPM BAM

MDM CC&B MWM NMS

ACCESS MANAGEMENT

WAM CPQ


Customer-centric Digital platform: Customer journeys in Oracle

Social Media monitoring and Churn Management !  Focus on new digital channels (social media listening and response)

!  Shift focus from selling commodity electricity and gas towards energy saving advice and additional services

!  Retenion offers based on the retention budget/customer values !  Cross and Upsell additional services and products to existing clients

!  Inform and update customers about all products and services and is able to sell them !  CC&B, RightNow, Endeca, WebCenter, SOA Suite, RTD

Enhancing the customer service experience !  Feuter-rich web portal for customer service representatives !  Tailored offers and services

!  Provide Energy Management advice

!  Real time decision enablement !  Sign up for energy alerts services

!  CC&B, WebCenter, SOA Suite, RTD


Transforming the Utility Customer Experience through Digital

There are three important steps a utility must take to become a ‘digital utility’:

Give Individual Channels a Digital

Boost !  Expand the Scope of the Web

and Mobile Channel !  Strengthen Customer Service

Capabilities on Social Media

Deliver a Seamless Multichannel Anytime Anywhere Any Device

Experience !  Digital channels that serve as

customer touch points need to be seamlessly integrated

!  Customer Journeys to benefit of the Digital Advantage

Develop an Energy Services Portfolio

!  Use smart meter data to segment customers and roll out targeted demand response programs

!  Develop new business models



Agenda



Best Practices

Conclusion


The Key Messages

Your customer’s and employee’s expectations are changing - fast

Think digital when designing your customer journeys & business processes

The digirati apply an integrated approach to digital

Carefully consider your operating model before embarking

New techniques may be required (that are counter cultural)

Measure, measure, measure...

0100110100 0101101001


Contact InformaEon

Oracle ConfidenEal – Internal/Restricted/Highly Restricted 35

• Bruno Gapo – Industry Director, UEliEes – Industry SoluEon Manager – CX for UEliEes – [email protected]


Contact Information

Ajay Verma Global Utility Practice Director [email protected]

Victor Jimenez Utilities Executive [email protected]

The information contained in this presentation is proprietary. Copyright © 2014 Capgemini. All rights reserved.

Rightshore® is a trademark belonging to Capgemini.

www.capgemini.com

About Capgemini

With almost 140,000 people in over 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2013 global revenues of EUR 10.1 billion.

Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organizat ion, Capgemini has developed i ts own way of working, the Collaborative Business Experience™, and draws on Rightshore®, its worldwide delivery model.

Learn more about us at www.capgemini.com.