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Best Practices in Implementing Social and Mobile CX for Utilities

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Are you having difficulties in implementing a modern customer experience solution strategy that meets your customers’ needs across all interaction channels, including mobile and social?

This presentation highlights best practices for the design and implementation of effective CX strategies adapted to the utilities industry.

Presented at Oracle OpenWorld 2014 by Bruna Gapo, Oracle's Utilities Industry Director, Ajay Verma, Capgemini's Global Utility Practice Leader, and Victor Jimenez, Capgemini Utilities Executive.

http://www.capgemini.com/oracle

Publié dans : Technologie
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Best Practices in Implementing Social and Mobile CX for Utilities

  1. 1. 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. |
  2. 2. Safe Harbor Statement The following is intended to outline our general product direcEon. It is intended for informaEon purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or funcEonality, and should not be relied upon in making purchasing decisions. The development, release, and Eming of any features or funcEonality described for Oracle’s products remains at the sole discreEon of Oracle. Copyright © 2014 Oracle and/or its affiliates. All rights reserved.
  3. 3. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. social mobile y-­‐gen self discovery buying learning targets choice value expecta5on informa5on Your Customer has CHANGED 3
  4. 4. Imagine… Your customer’s journey could be like John’s @ Energon Energy Channel Interac5ons Partner Social Call Center Retail Product Hub ERP Industry Process Enablers Copyright © 2014 Oracle and/or its affiliates. All rights reserved. Let me manage my services where and 4 Keep me informed of new products, send me informa5on that is relevant to me Deliver products and services flawlessly when I want Send me 5mely and relevant offers while I am using the service Listen my feedback Keep the contract process simple 2 4 Give me the best offer addressing my needs/ 3 budget Understand what I’ve researched, my usage paZern and service history 5 8 7 1 Process Mgmt & Channel Coordina5on Billing/Revenue Management Mobile Commerce Sales Service Self Service Ra5ng – Invoicing Energy Pricing Billing Pricing Engine Customer Data Mgmt. Enterprise Product Catalog Financials Web Marke5ng Order Mgmt – Service – Knowledge Mgmt -­‐ Decisioning Customer Hub 6
  5. 5. “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.” Copyright © 2014 Oracle and/or its affiliates. All rights reserved. 5
  6. 6. The Value of Customer Experience Copyright © 2014 Oracle and/or its affiliates. All rights reserved. 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
  7. 7. GREAT CUSTOMER EXPERIENCE HOW TO ENABLE Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | 7
  8. 8. Taking Steps toward the Customer Advocacy shic Copyright © 2014 Oracle and/or its affiliates. All rights reserved. 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.
  9. 9. CUSTOMER BRAND Copyright © 2014 Oracle and/or its affiliates. All rights reserved. Oracle Customer Experience 9 Connec5ng Every Interac5on Your Customer Has With Your Brand MARKETING SALES CPQ COMMERCE SERVICE SOCIAL
  10. 10. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. Complete 10 Investment and Acquisi5ons Oracle Commerce Oracle Oracle Marke5ng Sales & CPQ Oracle Service Oracle Social * (*) Pending AcquisiEon
  11. 11. Oracle Commerce Oracle Service Analy5c KPIs & Dashboards Predic5ve Analy5cs Copyright © 2014 Oracle and/or its affiliates. All rights reserved. Oracle CX 11 Complete Customer Experience Plalorm Oracle Marke5ng Oracle CPQ Integrated Customer Experience Founda5on Oracle Sales Oracle Social Social Network Mobile Integra5ons
  12. 12. Customer Choices for CompeEEve Retail & Regulated UEliEes Siebel CRM / Oracle UEliEes CC&B Copyright © 2014 Oracle and/or its affiliates. All rights reserved. 12 FoundaEonal Tools Oracle Cloud Infrastructure and Plaqorm Services Oracle IntegraEon and BPM/SOA Tools Oracle Mobile, Portal and Content Tools Oracle MDM, BI and Decisioning Tools Oracle MarkeEng Oracle Sales Oracle Commerce Oracle Service Oracle Social Oracle CPQ Cloud, On Premise, Hybrid
  13. 13. 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. 14. Copyright © 2014 Capgemini. All Rights Reserved 14 Agenda The Emergence of the Digital Utility Reinventing the Digital Customer Experience Best Practices Conclusion
  15. 15. The digital generation is setting expectations on global corporations and driving demand for digital transformation Copyright © 2014 Capgemini. All Rights Reserved 15 The digital consumer drives outside-in transformation The realization of benefits needs to be weeks not years Agile digital platforms exploit federated services
  16. 16. The digital consumer drives a need to transform outside-in versus inside-out, to drive speed-to-benefit and to reduce costs Copyright © 2014 Capgemini. All Rights Reserved 16 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
  17. 17. Transformation Management Intensity Fashionistas Digirati! Copyright © 2014 Capgemini. All Rights Reserved 17 Digital leaders exhibit two common traits: Digital Intensity and Transformation Management Intensity digital digital Technology-enabled initiatives in: ! Customer Experience ! Internal Operations ! Business models ! Core digital capabilities Leadership capabilities including: ! Vision ! Governance ! Engagement ! IT-Business Relationships ! Change management Digital Intensity Intensity Digital Beginners This is not for us! Transformation Management Intensity Conservatives Analogue Transformation digital digital digital digital Growth + 9% Profit + 26% Market Value + 12%
  18. 18. Technology Advancement & Consumer Pull Service Improvement & Cost Saving Pressure Business As Usual Digital Utilities Transformation Digital Enabled Business Copyright © 2014 Capgemini. All Rights Reserved 18 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 BPMS Big Mobility Cloud Data Energy Transition
  19. 19. Copyright © 2014 Capgemini. All Rights Reserved 19 What drives and enables Digital Utilities Transformation? Composite Solutions Customer Experience Business Model Operational Process Social Media Intelligent Devices Customer Big Data Mobility Internet Collaboration Cloud Analytics BPMS WWW BPM 6 major technology trends drive the digital transformation with composite solutions addressing business opportunities
  20. 20. Copyright © 2014 Capgemini. All Rights Reserved 20 Agenda The Emergence of the Digital Utility Reinventing the Digital Customer Experience Best Practices Conclusion
  21. 21. Smart Energy Data Changing perception- From Ratepayers to Valued Customers Copyright © 2014 Capgemini. All Rights Reserved 21 New Norm for Digital Customer Experience in Utilities Multiple Channel Communications Customer Segmentation and Empowerment Customized Product & Service for Everyone Analytics “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? Does he belong to high temperature geography and might buy rooftop Solar PV? Kevin’s job, work-timings and preferences are very different from his neighbors Smart meter, IHD generate huge & variety of data; how can I have actionable insights? How to win the trust of my customers & make them feel special?
  22. 22. Utilities are facing growing dissatisfaction, leading to the need of Customer Experience improvement Top Business Challenges for Utilities Copyright © 2014 Capgemini. All Rights Reserved 22 ! 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
  23. 23. How digital is the current E&U customer experience? So what…? 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 Copyright © 2014 Capgemini. All Rights Reserved 23 Customer Expectations vs. Utilities Digital Initiatives What do customers expect? of customers want the website to answer their questions of customers want to book services online of customers use smart-phones and tablets for their information search want personalised communication & offers 72% 58% 30% 24% … 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 Source: Capgemini Consulting project expertise (2012); Forrester; Capgemini Consulting Digital Transformation benchmark Utilities (2012)
  24. 24. 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. Copyright © 2014 Capgemini. All Rights Reserved 24 Mobile App Feature Support View service details View outage information 46% 44% 44% Receive alerts Access and pay bills 40% 34% 24% Update account information Report problems Sources: Capgemini Consulting Analysis
  25. 25. 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. Copyright © 2014 Capgemini. All Rights Reserved 25 Emergency Handling Tips Power Outage Information Sources: Capgemini Consulting Analysis Social Media Feature Support Energy Efficiency Tips 62% 60% 58% Contests/ Promotions 58% 36% 34% Information on Community Development Initiatives Customer Complaint Redressal
  26. 26. New channels integration are core of the customer interaction and provide improvements of the customer experience I call with a click-to- call an advisor to re-engage Copyright © 2014 Capgemini. All Rights Reserved 26 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 am looking for information to enrich my use on my mobile www I order on the website 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 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
  27. 27. Copyright © 2014 Capgemini. All Rights Reserved 27 Agenda The Emergence of the Digital Utility Reinventing the Digital Customer Experience Best Practices Conclusion
  28. 28. 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 Copyright © 2014 Capgemini. All Rights Reserved 28 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
  29. 29. Speed Value Industrialization Cost reduction Agile Interaction Layer Personalization & Interaction Layer Insight Layer Layer Channel Service Layer Orchestration & Integration Layer Application & Data Layer Robust Application Governance Layer Copyright © 2014 Capgemini. All Rights Reserved 29 Capgemini’s H-model Architecture is fundamental for DUT: Enabling speed of digital innovation Overall Objectives Systems of Innovation Systems of Differentiation Systems of Records , Security Layer Layer Speed Value Industrialization Cost reduction The H-model distinguishes the robust application layer and the agile interaction.
  30. 30. The Oracle solution stack against H-model Personalized Environment Social Media Integration Copyright © 2014 Capgemini. All Rights Reserved 30 Governance Security Meter Data CIS EMS Asset Service Delivery Grid Integration and Orchestration eCommerce Automatic Decisioning CRM – Mark. & Service Insight & Analytics Multi-Channel Experience REAL TIME DECISIONING powered by MWM SIEBEL BPM BAM MDM CC&B MWM NMS ACCESS MANAGEMENT CPQ WAM
  31. 31. Copyright © 2014 Capgemini. All Rights Reserved 31 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
  32. 32. Transforming the Utility Customer Experience through Digital There are three important steps a utility must take to become a ‘digital utility’: Copyright © 2014 Capgemini. All Rights Reserved 32 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 Sources: Capgemini Consulting Analysis
  33. 33. Copyright © 2014 Capgemini. All Rights Reserved 33 Agenda The Emergence of the Digital Utility Reinventing the Digital Customer Experience Best Practices Conclusion
  34. 34. Copyright © 2014 Capgemini. All Rights Reserved 34 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
  35. 35. Copyright © 2014 Oracle and/or its affiliates. All rights reserved. | Contact InformaEon Oracle ConfidenEal – Internal/Restricted/Highly Restricted 35 • Bruno Gapo – Industry Director, UEliEes – Industry SoluEon Manager – CX for UEliEes – bruno.gapo@oracle.com
  36. 36. Copyright © 2014 Capgemini. All Rights Reserved 36 Contact Information Ajay Verma Global Utility Practice Director ajay.verma@capgemini.com Victor Jimenez Utilities Executive victor.jimenez@capgemini.com
  37. 37. www.capgemini.com The information contained in this presentation is proprietary. Copyright © 2014 Capgemini. All rights reserved. Rightshore® is a trademark belonging to Capgemini. 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 organization, Capgemini has developed its own way of working, the Collaborative Business Experience™, and draws on Rightshore®, its worldwide delivery model. Learn more about us at www.capgemini.com.

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