1. Customer Services Journey @ Tata Power-DDL
February, 2018
CENPEID
Harsh Kumar Singh
Head of Group (Customer Services)

2. Contents WHAT WHY & HOW Complaint Registration Process Role of IT & OT
Business Process Re-engineering
Performance Standards
Customer Relationship Management
Satisfaction & Loyalty Measurement
Customer Communication
Customer Engagement
Voice of Customer
WHAT
WHY
&
HOW

3. Assistance and advice provided to buy or use products or services
Customer Service
to Customer Experience
Experience with Brand ?
Experience with Product
Assistance and advice provided to buy or use products or services
Experience with Service
sum of all experiences a customer has, over the duration with a company

4. Customer Service Excellence and Experience Management (1/3)
WHY is it IMPORTANT???
ONLY 4% of Dissatisfied Customers Complaints (1 in 25)
91% Dissatisfied Customers will never come back
12 Positive Experiences make up for ONE unresolved Negative Experience
70% Customers are willing to spend more with companies providing Excellent Customer Service
80% of companies claim delivery of ‘Superior’ Customer Services, but ONLY 8% of people perceive the same thought for these companies
80% of Customer Service Tweets are negative or critical in nature
going beyond Satisfaction …
towards Delight
Source: world wide web

5. Customer Service Excellence and Experience Management (2/3)
effective Complaint Management…

6. a difficult task to achieve even in Developed economies…
Customer Service Excellence and Experience Management (3/3)
a difficult task to achieve even in Developed economies…
When it comes to India???
the performance by and large continues to be shabby

7. TPDDL Excellence Journey (1/2) let’s look into the past… 16 Years ago
HAPPY Family Time…
Unannounced and regular Power Cuts (4-6 Hrs)
Frequent Transformer Failures (>11%)
TPDDL area accounted for 40% of total units shed
Meantime to repair 11 KV Faults – >11 Hrs
Days of
Blackouts…
No Ownership
No Accountability…
Dilapidated Distribution Network
An average customer faced 110 hours of power interruption
Material Non-Availability
Street Light Functionality ~40%

8. TPDDL Excellence Journey (2/2) let’s look into the past… 15 Years ago
New Connections Pending
Billing Complaints Pending
Erroneous Database (50% data not updated in system)
Long Queues for Bill Payment (20 Payment Centre in 510 Sq Km)
No civic amenities at Offices
Nothing moved for Months…
all about Customer
Inconvenience…
Absence of Complaint Management System
Absence of Customer Relationship Mechanism
Absence of Customer Communication
No one to hear to Customers

9. Customer Interface with Distribution Utility
Value Added Service
Ownership Change
Reduction/ Addition of Load
Payment Convenience
New Connection
Meter Reading
Complaints Redressal
Billing
Fault Management
Reliable / Quality Power
The Big Question
Customer Perspective…
Does the utility know
what I expect?
Is the Transformation
visible to the Customer

10. Information Technology Operational TechnologyIT
Information Technology CS
Customer Service OT
Operational Technology
Data-centric computing
Adjustments at enterprise, process and operation level
Monitor events, processes and devices

11. IT – OT (1/3) Convergence is KSF
any use of computers, storage, networking devices and other physical devices, infrastructure and processes to create, process, store, secure and exchange all forms of electronic data (CRM / Billing Engine, AMI, ERP, DRMS)
covers communications as a part of its information scope OT
includes industrial control systems such as supervisory control and data acquisition (SCADA, DMS, GIS)
networked technology, automation, communications and networking in industrial environments
sensors and connected systems like wireless sensor 
IT/OT convergence enables
more direct control and more complete monitoring,
easier analysis of data from complex systems and from anywhere

12. IT – OT (2/3) Usage in Distribution Business
ERP – Enterprise Resource Planning (financial, HR, Asset etc.)
EAM – Enterprise Asset Management (supply chain, inventory, assest etc.)
MWM – Mobile Workforce Management (scheduling, managing, mapping of mobile crew etc.)
CIS – Customer Information System (customer data. Meter – reading – payment data etc.)
DRMS – Demand Response Management System
AMI – Advanced Metering Infrastructure (remote meter reading – remote control etc.)
SCADA – Supervisory Control and Data Acquisition (real time)
DMS – Distribution Management System (control of distribution – fault location, isolation, restoration, Volt/Var Optimization, OMS etc.)
OMS – Outage Management System (prediction of fault, ETR etc.)
GIS – Geographic Information System (mapping network, infrastructure, customers etc.)

13. IT – OT (3/3) the finer Differences
BACK OFFICE
INFORMATION SYSTEM
FIELD BASED
CONTROLLING SYSTEM

14. Complaint Management @ TPDDL (1/6) System & Processes
Stretched internal complaint resolution timelines
Customer Touch Points
Smapark Kendre (Call Centre)
Customer Care Centre
Website / s / Mobile App
Letters
Social Media
Request Closure /
Feedback calling to Customer
Customer Requests / Complaint registration in CRM
Request / Complaint auto forwarded to concerned desk
Auto Escalation to Higher Level as per predefined timelines
Resolution of Complaint/Request
Spot Resolution for customer complaints
PA Group responsible for tracking and adherence of timelines
CCAG responsible for tracking and reviewing complaints escalated to external forums
DoP defined for resolving customer complaints
Quick Response Teams placed
at Call Centre and Back Office
to deal with escalated complaints

15. Complaint Management @ TPDDL (2/6) System & Processes
Performance Assurance Flag to facilitate front staff / user in prioritization of their activity…
Performance Assurance Flag
Green Flag: Indicate that complaint is within the timeline
Yellow Flag: Indicate that 25% of allotted time remained.
Red Flag: Indicate that 100% time elapsed
Proactive Approach

16. Complaint Management @ TPDDL (3/6) System & Processes
Auto Escalation of Complaint through System
Timeline is defined for each activity of each process for monitoring the performance of each activity
Internal Timelines for New Connection
Desk/
Group
Notification Type
Activity
Augmentation Question
Days Allocated for Activity
CMG 11
New Connection
DN Generation
N/A 7
Escalation of complaint/request through mail to HOG/HOD is done wherever timeline lapsed
Escalation Matrix
Notification Type
Activity
Days Allocated for Activity
Escalation Days
Level 1
Level 2
Level 3
Level 4
New Connection
DN Generation (No Augmentation) 7 3 TL 5
HOG-CMG 8
HOD-C& MM
Chief Commercial
Ownership & Accountability

17. Details of the customer
Complaint TPDDL (4/6) Integrated Technologies – Operations
Information
of an
Outage
Details of the customer
&
Customer Count
GIS
OMS
Details like repair history, Crew comments, ETR also visible at SAP-CRM
SCADA
Outage status was updated on TPDDL website with estimated time of restoration
BCM –
SAP BCM (IVR)
system 17
SAP - CRM
Outcome – Complete system integration leading to enhanced reliability and Consumer Service Delivery

18. Auto Changeover for HT Customers INSTANT Customer Service
Complaint TPDDL (5/6) Integrated Technologies – Operations
SAP - ISU
state of art, fully integrated, Billing system for error free reading & billing service
Integrated CRM
with BCM facility
for instant customer connect
All Time
Collection Module
ensuring payment collection even at times of network failure / bar code based payment
implemented India’s first ever integrated Automated Demand Response (ADR) & Advanced Metering Infrastructure (AMI) project, for peak demand management at time of critical grid stress conditions
ADR & AMI
Project
Auto Changeover for HT Customers
for instant power supply restoration
providing
INSTANT Customer Service

19. Complaint Management @ TPDDL (6/6) Key Technologies Comparison of Indian Utilities
S.No.
Key Technologies Implemented
TPDDL
BRPL
BYPL
Torrent
AMD
TorrentSurat
R-Infra-
MUM
CESC-
KOL
BEST-MUM 1
Geographical Information System (GIS) √ 2
Outage Management System (OMS) 3
Integrated Call Centre 4
SCADA 5
Distribution Management System (DMS) 6
SAP-BCM 7
Automated Demand Response (ADR) 8
Energy Audit of Consumers (ESCO) 9
Auto Reclosures for New Connection 10
Advanced Metering Infrastructure (AMI) 11
Automated Meter Reading (AMR) 12
Field Force Automation (FFA) 13
Enterprise Service Bus (ESB) 14
Integrated Communication Technology 15
Solar Roof Top/ Net Metering 16
EV Infrastructure at Grid Stations 17
MicroGRid Technologies 18
Business Intelligence/ Data Analytics 19
Energy Storage Solutions 20
Mobile Application for Consumers
Front runner to improve efficiency and consumer service delivery

20. PA Scorecards

21. Complaint Management (1/6) Create More Value & Efficiency
In Indian Context…
Customer Care Centres will either have Equal
or Second preference after Phone
/ App / Chat and Others to follow in last 8-10%  

22. Complaint Management (2/6) Create More Value & Efficiency
Research finds that only
16% of customers are
“means-focused”,
while 84% of customers
are “ends-focused” 
Word of Caution:
by trying to provide customer care across too many channels,
company's fail to provide good service in any of them…

23. Complaint Management (3/6) Create More Value & Efficiency
First Time / Contact Resolution Comparison
Millennials (Gen Z) are just as likely as baby boomers to say
the telephone is their primary channel of choice…

24. Complaint Management (4/6) Create More Value & Efficiency
First Contact Resolution
reason for contact is a complaint or a question, factor that drives the choice:
“human contact” 
reason for contact is sensitive (e.g., banking related) transaction, customers value “security” —and move toward self-service-on-web channels
For Customers, the most convenient channels choice depends on
transaction is “quick and easy”
degree to which previous transaction history and personal details are available,
degree to which such information is used to provide a personalized solution
customers who receive a first contact resolution
nearly twice as likely to buy again
four times more likely to spread positive word of mouth
COMPLAINT / QUERY / REQUEST
with technology one can enhance / expedite the connect,
but Human Contact is the next aspect customers look for

25. DIGITIZATION is the FUTURE… experience is not just what customers get,
Complaint Management (5/6) Create More Value & Efficiency
DIGITIZATION is the FUTURE…
CAUTION
experience is not just what customers get,
but
how they feel…

26. No Power Supply / Fault Repair
Complaint Management (6/6) Create More Value & Efficiency
Customer Expectation
1 Hr Threshold Limit…
No Power Supply / Fault Repair

27. The Focus Area… - Driving Relationship, Satisfaction and Loyalty
Effective Complaint Management
Personalization / Customization
UTILITIES
Usage / Purchase Frequency
Referral
Scheme
Business Analytics
Product Variety
Channel Choice
Ease of Connect
First Time Resolution
Empowerment
Result Communication
2-3 minute of interaction with Call Centre Agent can enable LIMITED First Time Resolutions….
It is the USER / FUNCTION who need to ensure FTR

28. Business Process Re-engineering (1/4)
- Organization Structure
Zonal
Office
the ONLY Touch Point for all Operational & Commercial Activities
Zonal
Office
District
Office (CCC)
Central
Back
Office
Decentralized
Empowerment at Field Level
Focus on Operations
Network Management
Centralized 9 Module Revenue Cycle Management
Consumer Segmentation
Benchmarking for Consumer Service

29. Revenue Discipline & Assurance
Business Process Re-engineering (2/4)
- Strategic Approach (Uniformity)
Connection & Meter Management
CMG (2)
MMG (3)
Reading & Billing Management
MRG (4)
RBG (5)
Revenue Recovery & Collection
RCG (6)
RRG (7)
Customer Service (1)
Call Center Consumer Care Center Website Letters Drop Boxes
Revenue Discipline & Assurance
RDG (8) – CEG&EAC Regulatory Affairs (9)
CMG-Connection Management Group MRG-Meter Reading Group RCG-Revenue Collection Group
MMG- Meter Management Group RBG-Revenue Billing Group RRG-Revenue Recovery Group
RDG-Revenue Discipline Group RAG-Revenue Assurance Group CEG-Corporate Enforcement Group, EAC-Enforcement Assessment Cell

30. Earlier Scenario… Before 2002
Business Process Re-engineering (3/4)
- Strategic Approach (Customer Segmentation)
Earlier Scenario… Before 2002
(Tariff Based)
Residential Consumer
Domestic
CGHS
Commercial Consumer
NDLT (<100 KW)
NDHT / MLHT (>100 KW)
Industrial Consumer
SIP (<100 KW)
LIP (>100 KW)
Agricultural Consumer
Only up to 10 KW
Others
DJB
DMRC
Railways
Street Light
Post Privatization… After 2002
(Consumer Expectation & Business Need Based)
Key Consumer Group (KCG, >=100 KW)
High Revenue Base (HRB, KW)
High Consumer Base (HCB, less than 11 KW)
Govt & Institutional (G&I)
Xpress Consumer (>=500 KW)
Amalgamation of SPD Consumers into HRB & HCB
Special Consumer Group (SCG, for JJ Cluster)

31. Earlier Scenario… Before 2002
Business Process Re-engineering (3/4)
- Strategic Approach (Customer Segmentation)
Earlier Scenario… Before 2002
(Tariff Based)
Residential Consumer
Domestic
CGHS
Commercial Consumer
NDLT (<100 KW)
NDHT / MLHT (>100 KW)
Industrial Consumer
SIP (<100 KW)
LIP (>100 KW)
Agricultural Consumer
Only up to 10 KW
Others
DJB
DMRC
Railways
Street Light
Post Privatization… After 2002
(Consumer Expectation & Business Need Based)
Key Consumer Group (KCG, >=100 KW)
High Revenue Base (HRB, KW)
High Consumer Base (HCB, less than 11 KW)
Govt & Institutional (G&I)
Xpress Consumer (>=500 KW)
Amalgamation of SPD Consumers into HRB & HCB
Special Consumer Group (SCG, for JJ Cluster)

32. Business Process Re-engineering (4/4)
- CRM Evolution
- DEBS - Billing Engine
- SAMPARK - First CRM
- SAKSHAT - Viewing CRM / Billing Information
- SAMBANDH - Integrated CRM & Billing System
- SAP-ISU - Fully integrated State of Art

33. Customer Communication (1/3) Communication Channels
Formal
In-Formal
Unofficial
Traditional
Modern
Letters
Customer Care Centres
Call Centre
Website
SMS / IVRS
Video / Text Chat
Mobile Website / App
Social Media
Blogs
Complaint Forums
Videos
WWW
Four Generations Living and Working Together…

34. Customer Communication (2/3) Multi Dimensional Approach
Customer Channels
Assisted
Call Center
Web Chat / Video Chat
On Field Assistance
Interactive
Social Media
Self Service
Product Catalogue
FAQs
Knowledge Base & Community
Blogs
Customer Profile
Traditionalist (1940s)
60+
WRITE Me
Baby Boomers (60s)
45-60
CALL Me
Gen X (80s)
35-45 Me
Gen Y (90s) / Z (2000)
18-35
Text Me
Customer Requirement
MARKETING
SALES
Utility
Focus
SERVICE
multi dimensional communication platform…

35. Customer Communication (3/3) Customer Touch Point Evolution @ TPDDL
2002
Zonal Service Centers
No Supply Call (24 Hrs)
In house Complaint Registration Software (Sampark)
Customer Care Centers / Client Managers
Website / Online Account / Online Payment
Commercial Call (12 Hrs)
IVRS Facility for Commercial Request
Customized In-house CRM (Sambandh)
SMS Pull 56070
Integrated Call Center – Unified Helpline No (24 Hrs)
Hotline Facility after office hours
Mobile Website / Feedback Diary
2015
Social Presence (FB / twitter / You Tube / Slideshare), Online Listening Report
Mobile App / E-Kiosk

36. Benchmarking - Customer Services & Engagement (illustrative)
Parameter
TPDDL
Ghaziabad
Noida
Faridabad
Gurgaon
Call Centre
√ (2002 / 2007)
for operations / all type of complaints / requests
√ (2010)
only for Operational Complaints
√ (2012)
Customer Care Centre / Complaint Centre
√ 13 in 513 km2
48 Zonal Offices
GZB: 15 in 1933 km2
NOI: 6 in 203 km2
FBD: √ 6 in 210 km2
GGN: √ 4 in 738 km2,
Online Payment
√ (2006)
√ (2011)
Online Account
√ (2004)
SMS PUSH / PULL
√ (2008)
√ (2014)
Complaint thru Website
√ for all type of complaints
Limited option
HOTLINE Facility √
Customer Meets (RWA / IWA / Eminent etc.)
Energy Club
Satisfaction Survey
Newsletters
Limited Technological Interventions in SEBs
only after R-APDRP Support
Source: world wide web

37. Customer Satisfaction Survey (1/4) Satisfaction to Delight…
Customer Satisfaction / Dissatisfaction measured annually either through an independent agency or through internal resources
Uses Verbatim 5 Point Scale (Excellent / V good / Good / Fair / Poor)
Sample Size considering statistical accuracy of 95% (minimum 400 for a customer base of 1 lacs and more)
FIRST Utility in Electricity Distribution Sector to start Consumer Satisfaction Survey (incl Benchmark with Other Discoms)
Started with Quarterly Survey, moved to Half Yearly and then to Yearly Survey
Starting Measurement of Dissatisfaction, separately
Separate Need Analysis Survey for SCG segment
Internal Survey for years when Independent agency is not being appointed for conducting the survey
Moving from Top 3 Box Result to Top 2 Box Result
Focus on District Wise HCB CSS Results
Focus on Safety and CSR Activities
Comparative Performance of other Discoms / Utilities
Annual Survey
Action Plan & Deployment Workshop
Action Plan Review
and Compliance

38. Customer Satisfaction Survey (2/4) Satisfaction to Delight… Movement in Customer Preferences
Customer Engagement Factors (Overall)
Quality and Reliability of Power Supply
High
Low
Fault Repair
Medium
Metering
Billing
Payment Process
Complaint Handling by Customer Care Centre
Complaint / Request handling by Call Centre / Helpline
Communication & Relationship Building

39. Customer Satisfaction Survey (3/4) Satisfaction to Delight… Lead KPIs
Customer Engagement Factors (Overall)
Lead Measured / KPIs
Quality and Reliability of Power Supply
(24*7 Supply / Voltage Problem / Adherence to Shutdown timings / Maintenance of Network)
No of Complaints per ‘000 Customer / PSD Deviation
SAIDI / SAIFI
Fault Repair
(Fault getting repaired within a reasonable timeframe / Politeness + Behaviour of Fault Repair Personnel / Reoccurrence of fault)
PA Compliance / Repeat Complaints
Competency Mapping & Training – categorization of staff under Gold / Silver / Bronze
New Connection & Metering
(Ease / Documentation / Timelines / Accuracy & Understanding of Meter / Politeness + Behaviour of Fault Repair Personnel)
Happy Calling / PA Compliance
Feedback Form at time of New Connection Meter Installation
Billing
(Regularity of Bills / Time for Due Date / Ease of understanding / Accuracy of Bill – Reading / Information provided)
No of Complaints per ‘000 Customer
Provisional Billing
Payment Process
(Ease of making payment / Convenience of location / timings / Politeness + Behaviour of Personnel )
Happy Calling
Complaint Handling by Customer Care Centre / Client Manager
(Timings of the customer care centre / Convenience of location / Politeness & courtesy / Willingness to understand / Knowledge / responsiveness of the executive / Executives ability to provide resolution of your request)
No of cases escalated to External Forums
No of Adverse Orders Issued
CCC / CM Scorecard
Complaint / Request handling by Call Centre / Helpline
(ease of connecting / Politeness & courtesy / Willingness to understand / Knowledge / responsiveness of the executive / Executives ability to provide resolution of your request)
Usage of Mobile App
Communication
(Quality of Information provided through the Website/ / Visibility of positive News items / articles appearing in news papers )
Happy Calling (website)
Feedback on Community Initiative from SCG Customers

40. Customer Satisfaction Survey (4/4) a Difficult Journey
Customer Satisfaction UK
after a certain milestone,
improvement / movement in CSI cannot be incremental…

41. Relationship Building @ TPDDL (1/4) Confidence Building
Meter Replacement Drive (removing the myths related to the electronic meters)
Know your Meter
Customer Newsletter (Sampark)
Know your Bill / Live Meter Demo
Power Shortage Schedule
Connection History on Website
Customer Handbook
complete TRANSPARENCY…
among the Industry FIRST (India)

42. Relationship Building @ TPDDL (2/4) Communication through Bills

43. Relationship Building @ TPDDL (3/4) Customer Engagement
Health Camps for Industrial Workers
Bachpan Gully
Solar Meet
HUMRAHI
Eminent Citizen Meet
Regular Participation in National Consumer Day / Independence Day /
World Environment Day / Ethics Week / Earth Hour

44. Relationship Building @ TPDDL (4/4) Value Added Services

45. Voice of Customer (1/3) basic framework adopted
Complaint Management
Personalization
Time & Effort
Expectations
Resolution
Empathy
Integrity
complement each other
Knowing what’s being said about your company, allows you to see
Where you’re succeeding and
Where you need improvement

46. Customer Feedback @ TPDDL (2/3) - 360° Customer View
listening posts / sources of Customer Voice
Website
Letters
Complaints
Feedback
Appreciation
Queries
Call Centre
Customer Meets
Outreach Programs
Satisfaction Survey
Feedback Form
360° View
Customers post feedback directly thru Website / Social Media
Employees post customer experience and expectation thru “ANUBHAV” – an intranet based portal AND centralized -id (voc)
Professional agency provide details of all online posts pertaining to TPDDL
Complaint Analysis by PA & CCAG
Facebook
Twitter
Other Online Complaint Forums
Capturing Customer Experience
– ~6% of Customer base

47. Action Plan and Validation
Customer TPDDL (3/3) VoC process - 360° Customer View
All customer voices are tracked, reviewed, analyzed centrally by Team CL&IB (Customer Loyalty & Image Building)
Aggregation of Voices / Complaint Data
Analysis of Voices / Complaint Data
Action Plan and Validation
Identified issues / process gaps
are to be resolved
within a period
of 3 Months
Customer Satisfaction Survey (Annual)
Customer Meets at TPDDL Premise /
Outreach Programs at Customer Premise (Monthly)
Outbound Feedback Calling / Service Feedback Form (Monthly)
Online Listening Report (Weekly)
Complaint Analysis by PA / CCAG (Monthly)
Website Feedback (Daily)
Various Sources
Preparation of Monthly Issue Log
AND
Releasing Quarterly VoC Report

48. District Customer Services Scorecard (Monthly) CMP & Relationship: Project SMILE…
Score Card- District Customer Services for the Month of Sep'2015
Circle
Cum. Rank for FY (15-16)
Rank this month
District
Customer Complaint Reduction belongs to entire districts
Grievance Handling under project smile
Administrative CCC
Green Customer- adopted for E-bill only (SPB)
Quality of CCC
Quality of New conn file Preparation
Customer Feedback about CCC
Liasoning & Relationship
Total
Cumulative Score (Apr'15 to Sep'15)
Best Performing CCS
Weightage 20 15 10
100.00
City 1 2
MTN
16.40
15.00
10.00
9.49
95.89
93.59
Manoj Kumar Mishra
Urban 4
SMB
15.03
9.90
9.74
94.67
93.30
Shaila Singhania/Deepak Verma
Town 3 5
MDT
18.44
7.00
9.63
9.20
94.27
92.62
Ram Niwas
RHN
15.80
9.75
9.53
9.70
94.77
92.26
Shikha Saini 7
CVL
15.36
12.00
9.88
9.46
9.50
91.20
92.09
Vandana Lakhanpal
Sub-Urban 6
NRL
7.79
9.62
87.41
91.16
Vikas Kumar 8
BDL
11.13
9.15
9.59
89.37
90.48
Gaurav Kalra
SKN
14.66
9.28
93.94
90.00
Hema Rawat
Metro 9
PPR
16.03
3.25
9.83
9.27
88.37
87.65
Pushkar Kapoor
KPM
20.00
9.41
99.41
87.44
Nikita Gupta 11
MGP
19.10
1.75
9.80
9.85
85.30
85.52
Sunil Kumar 12
BWN
5.92
9.40
84.90
79.04
Ramesh Kumar
New Parameters Introduced in CFY
1) Complaint Reduction 2) Green Customers 3) Quality of File Preparations

49. Overall Footfall Total
Customer Footfall Analysis
Follow-ups reduced by 37% in Q-2 of CFY
Complaints sustained at same level in Q-2 of CFY
Overall Footfall increased by 19% in Q-2 of CFY
Customer Footfall Across D-CCC in Quarter -2 of LFY(14-15) V/S CFY (15-16)
Districts
Notifications
General Query
Follow Ups
Overall Footfall Total
Complaints
Requests
FY(15)
FY(16)
Var
BDL
531
643
21%
1060
1931
82%
1376
2040
48%
473
879
86%
3440
5493
60%
BUR
374
653
75%
1784
1636
-8%
4139
4063
-2%
521 0%
6818
6873 1%
BWN
675
495
-27%
2299
2147
-7%
3350
1621
-52%
2494
1149
-54%
8818
5412
-39%
CVL
149
985
1248
27%
1053
2309
119%
800
231
-71%
2987
3937
32%
KPM
332
274
-17%
1460
1312
-10%
2120
3816
80%
206 51
-75%
4118
5453
MDT
321
273
-15%
1280
1330 4%
1051
5911
462%
171
718
320%
2823
8232
192%
MGP
404
706
2532
3204
616
2326
278%
832
191
-77%
4384
6427
47%
MTN
609
343
-44%
3425
3725 9%
2840
2293
-19%
836
1228
7710
7589
NRL
401
450
12%
1415
1290
-9%
5979
6750
13%
1011
510
-50%
8806
9000 2%
PPR
411
330
-20%
1175
1178
2172
943
-57%
728
285
-61%
4486
2736
RHN
523
465
-11%
2015
2387
18%
1210
2026
67%
1200
791
-34%
4948
5669
15%
SKN 82
185
126%
783
1047
34% 88
7190
8070%
1681
438
-74%
2634
8860
236%
SMB
595
446
-25%
2153
-22%
696
500
-28%
688
342
4132
2969
Grand Total
5407
22366
24116 8%
26690
41788
57%
11641
7334
-37%
66104
78650
19%
% Contribution 7%
31%
40%
53%

50. Special R&R for Customer Dealing Team
Frequency
Reward Name
Applicability
Reward No.
Type of Reward & Recognition
Monthly
(Individual Award)
Customer Champion
of the Month
Customer Care Centre Team (excluding CSM)
1 Per Month
Gift Voucher / Article worth Rs. 500
Quarterly
Best Anubhav Reward
for CCC Team/Call Centre / other groups under CS
8 (2 per Quarter)
Appreciation Certificate +
Reward as per Consumer Confidante
Reward Policy
Annual
Star CSM
Customer Service Managers 1
Star CCE
CCA, Sarthak, New Connection Document Submission Team 3
Star CM
Client Managers
(KCG / HRB / G&I)
Star CRE
Customer Relation Executives
(Team Award)
Best Customer Care Centre Team
Customer Care Centre Teams
1 from Customer Centre Teams
Picnic for the Team +
Rolling Trophy (if any CCC sustains the performance for 2 years, the trophy will be retained by them and new trophy will be launched)

51. 2015 (ET: 3rd Feb’2015) conducted by Taylor Nelson Sofres
Power Supply No More An Issue… Says Delhi Impact of Customer Service Excellence
2015 (ET: 3rd Feb’2015) conducted by Taylor Nelson Sofres

52. Digital Utility – Transforming for Value & Growth
DIGITAL ASSET MANAGEMENT
INTELLIGENT GRID OPERATIONS
DIGITAL FIELD WORKFORCE
DIGITAL ENERGY PRODUCTS & SERVICES
COMMERCIAL OPTIMIZATION
DIGITAL ENTERPRISE SERVICES
DIGITAL CONSUMER INTERACTION
Digital Utility
Process Perspective

53. Emerging Business Models

54. Creating More Customer Value
Electricity Distribution
– a traditional business model is being challenged by
Open Access Opportunity
Renewable Technologies
Energy Efficiency / Demand Side Management
IT Solutions / Home Automation / SMART Grid – Cities - Homes
Customer Demand
Govt Policies
Regulatory Guidelines
Distributed Generation
though limited to only mature markets,
the same is about to bring
more complex customer engagement
and experience…

55. Create More Value & Efficiency across customer channels
Customer Utilities
driven by wider consumer experiences
Advanced Customer Service Experience
order almost anything online and have it delivered practically the next day,
receive call backs when someone is ready to assist them rather than waiting on hold,
text their order to a restaurant before they even arrive,
Pizza delivery in 30 minutes
Gen Y / Z customers
want utilities to interact like Amazon…
but % of this customer segment is otherwise negligible
from UTILITY perspective

56. Creating More Customer Value
Plan today to stay relevant tomorrow
The way forward
BIG DATA: could be a cloud-based platform, big data analytics tool, and / or behavioral science to manage and reduce energy consumption and improve relationship with customers
GETTING BEYOND METER, INSIDE THE HOUSE: bundle cable, phone and internet. The competition is going beyond providing reliable, affordable and reasonable power / gas / water…
MACHINE TAKING TO MACHINE: alerts from transformers like “replace me, I’m starting to leak” OR Customer meters projecting the power needs and have auction for the power
partner with companies like
Googles, Comcasts and AT&Ts

57. Create More Value & Efficiency across customer channels
NEW CONNECTION
Customers visits Utility office
Utility Executive visits Customer Premise
Customer completes all formalities ONLINE (website / App)
OUTAGE
Customers calls to report an outage
Utility send SMS
Utility send alert thru App
For prolonged outage due to bad weather condition etc are updated on website / social media etc.
Availability of both
Traditional to Techno-Advanced systems

58. Digital Competitive Advantage (FUTURE)
- Separation of Wire & Retail Business

59. More than 50% of Innovations come from the Voice of the Customers…
“When customers share their story, they’re not sharing pain points.
They’re actually teaching you how to make your product, service and business better.
Your customer service organization should be designed to effectively communicate those issues”
- Kristin Smaby
being PROACTIVE
capture changing customer requirements
about WHOLE
customer INTERACTION journey
CAPTURING interactions
across all customer ENGAGEMENT platforms
More than 50% of Innovations come from the
Voice of the Customers…

60. Thank You