Download presentation
Presentation is loading. Please wait.
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 Technology
IT 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
Similar presentations
© 2025 SlidePlayer.com Inc.
All rights reserved.