Best Practices in Implementing Social and Mobile CX for Utilities

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

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

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

“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

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

GREAT
CUSTOMER
EXPERIENCE
HOW
TO
ENABLE
Copyright
©
2014
Oracle
and/or
its
affiliates.
All
rights
reserved.
|
7

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.

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

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

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

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

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

Copyright © 2014 Capgemini. All Rights Reserved 14
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

Transformation
Management Intensity
Fashionistas Digirati!
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%

Technology Advancement & Consumer Pull
Service Improvement & Cost Saving Pressure
Business As Usual Digital Utilities Transformation Digital Enabled Business
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

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

Agenda
Best Practices
Conclusion

Smart Energy Data
Changing
perception- From
Ratepayers to
Valued Customers
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?

Utilities are facing growing dissatisfaction, leading to the need of Customer
Experience improvement
Top Business Challenges for Utilities
! 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

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
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
to provide consistency
across channels
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)

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
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

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.
Emergency
Handling Tips
Power Outage
Information
Social Media Feature Support
Energy
Efficiency Tips
62% 60% 58%
Contests/
Promotions
58% 36% 34%
Information on Community
Development Initiatives
Customer
Complaint Redressal

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
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

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

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
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.

The Oracle solution stack against H-model
Personalized Environment Social Media Integration
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

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

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

Contact Information
Ajay
Verma
Global Utility Practice Director
ajay.verma@capgemini.com
Victor
Jimenez
Utilities Executive
victor.jimenez@capgemini.com

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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