1. Sacramento Municipal Utility District
Creating a Customer Centric Culture
Elisabeth S. Brinton,
Chief Customer Officer
SMUD
Presentation 1.1.1
Powering forward. Together.

2. Our Journey to a Customer Centric Culture
Sacramento Municipal Utility District
Our Journey to a Customer Centric Culture

3. Start with a customer-focused purpose and vision statement
Sacramento Municipal Utility District
Start with a customer-focused purpose and vision statement
SMUD's purpose is to provide solutions for meeting our customers' electrical energy needs.
SMUD’s vision is to empower our customers with solutions and options that increase energy efficiency, protect the environment, reduce global warming, and lower the cost to serve our region.

4. Inspirational Leadership
Integrate customer satisfaction and experience into the workplace culture
Brand Values
Leadership
Ingenuity
Community
Integrity
Customer Loyalty
Our Experiences
Trusting Environment
Purposeful Work
Passionate Employees
Inspirational Leadership
Our Behavior
Leadership Behaviors
Performance Factors

5. Understanding the benefits
Sacramento Municipal Utility District
Understanding the benefits
Provides distinctive, compelling, and consistent branded experiences.
Creates emotional connections to SMUD.
Customer Success
SMUD Success
Shifts organization from transactional thinking to customer centric thinking.
Increases brand value and customer loyalty.
Offers the right products, programs, and services to customers.
Deploys our resources most efficiently and effectively.
The quality of the customer experience is integrally linked to the success of the organization.
The success of the organization is integrally linked to the customer success.
We are dependent on the customer.
The customer is the lifeblood of the organization.
Enhances customer satisfaction.
Drives competitive differentiation.

6. Developed a timeline June – August 2012 August – September 2012
Customer experience consultant solicitation
August – September 2012
Solicitation evaluation
October 2012
SMUD Board of Directors approves customer experience consultant contract with Siegel+Gale
November 2012
Customer Experience Excellence initiative commences

7. What is Customer Experience Excellence?
The process of strategically and intentionally designing and managing our customer's entire experience across SMUD, through each of our customer interactions, at every touch point, and across all communication, operations, and service channels.
Customer
Experience
Excellence
Compact
With the
Customer
Brand
Customer Experience Excellence is not a uniquely new effort but a continuation of our journey toward positioning SMUD for competitive differentiation.
It is the natural progression of the foundation built by our Compact With The Customer focus and Brand promises.
It integrates business discipline into the methodology of applying our customers needs, wants, and behaviors into enterprise priorities, operations, and tactics.
In summary we’re proactively preparing and positioning ourselves for the future – ability to quickly react, change, and exceed our customers current and new expectations; keeping us ahead of any potential competition and transformations that the utility industry will experience.
Concept
Context
Execution

8. Sacramento Municipal Utility District
Major steps
Immersion/employee research
Best practice research
Technology assessment
Customer research
Customer experience journey mapping
Findings and prioritize opportunities for improvements
Discovery
Develop Implementation Blueprint/Action Plan
Customer experience governance
Develop service theme
Develop solutions to customer experience problems
Testing our solutions
Visioning
Implement new products, processes, marketing
Customer feedback
Training SMUD-wide
Customer experience decision making for the future
Enterprise customer experience metrics
Implementation

9. Journey mapping Contractor-Driven Programs Making Payments
Multi-hour collaborative sessions held at SMUD
Contractor-Driven Programs
Making Payments
Metering Services
New/modified electric services
Outage Communication
Starting Service
A customer journey map is a diagram that illustrates the different touch points a customer experiences as they engage with our product, service or any combination over a period of time.
Why do we build them?
Journey maps are data collection tools that help organizations better understand what’s happening with the customer and the business at each stage of the journey.
They also help to identify gaps or areas of opportunity within the experience.
They help us avoid creating “self-inflicted wounds”
Throughout the process we capture inputs such as:
Customer motivations and goals
Business objectives
Metrics
Tactics
Opportunities for improvement

10. How we build journey maps1
Data is captured in collaborative work sessions. 2
Raw data is then digitized, organized and catalogued. 3
Icons, interactions, systems and potential opportunities are then added to paint a clear picture of what the customer experiences throughout a journey.

11. Ten things we learned from the customer primary research
Touchpoints with the greatest potential to increase satisfaction include SMUD.org, outbound communications and SMUD’s programs and services.
The first step to increasing satisfaction is making rates easier to understand. The greater opportunity is to better communicate how rates are determined so they feel fair and transparent.
Customers are highly satisfied with SMUD, which means improvements will be incremental and makes sustaining satisfaction the goal in such cases.
Communicating the value of programs/services can build immediate interest and engagement.
Outbound communication that is targeted and clearly articulates its personal value can increase satisfaction.
Opportunities to increase satisfaction with billing lie in flexible terms or increasing time to pay.
Enhance electricity service by showcasing the use of renewable energy.
SMUD excels on customer service and most customers feel valued. Customer questions are becoming more complex as offerings diversify (pricing options, EV’s, PV). Providing useful and tailored information will become increasingly important.
Evolving SMUD.org means using clear language, delivering relevant and focused information per audience, and easy navigation.
Satisfaction can be further increased by reps who go the extra mile by proactively recommending services that can enhance customers’ businesses. 11

12. Voice of the Customer Insights
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Voice of the Customer Insights
Being community owned matters to SMUD customers. When they know this, they feel that SMUD works harder for the betterment of the community and them. It increases their trust in SMUD.
Customers have confidence in SMUD’s ability to be the region’s energy leader.
Still, SMUD is not top of mind with customers. Most of them just don't care to think much about SMUD or its product. As one commercial customer said, “I don't take SMUD for granted. I take energy for granted.”
Saving money/lowering energy costs, the bill, reliability, and power quality continue to be rational priorities for all segments.
Customers indicate that their relationship with SMUD is further solidified when they feel individually understood, valued, and treated as a priority. Whether a person or a business, they want to be treated as individuals. “SMUD gets me.”

13. Our Priorities Customer Experience Excellence Enterprise Touch Points
Customer Intel
Customer Valuation
Corporate Strategy
Employees
Touch Points
Billing/ Payment (meter to cash)
Connect/Disconnect
Claims
Credit / Collections
SMUD System Maintenance
Customer Electric Service Upgrades
Energy Education
Community Activities
Rates/Pricing
Electric Service
Customer Solutions (information, products, services)
Handling Service Outages
Economic Development
Doing Business with SMUD
Careers/Jobs/Recruitment
Channels
Contact Center
Outbound correspondence
SMUD.org/Mobile
Social Media
Text/SMS
IVR
Pay Stations
Advertising (Broadcast, Billboard, et al)
Contractors/Partners/Agencies