The document discusses designing customer service models to meet customer needs and preferences. It shares two success stories from Energa Group: 1) migrating customers to remote channels, which reduced costs, and 2) empowering mobile customers with a dedicated app. However, these initiatives had limitations like usability issues. The document emphasizes that customer experience, not just service, is important to achieve benefits like lower costs, improved loyalty and willingness to recommend. It provides takeaways like focusing on existing customers, exploiting technology flexibly, and keeping services simple.

1. *Based on practical experience from Energa Group (Polish utility)
Piotr MERKEL
How shall we design the service model to meet customer prefferences and needs*
CUSTOMER EXPERIENCE MATTERS

2. ✅ 25 years of experience
✅ Consultant & Manager
✅ Customer - oriented
✅ Frontline to Back Office

3. AGENDA
1. Empathy – what does it mean …
2. Success story #1 – Migrating customers to remote channels
3. Success story #2 – Empowering the mobile
4. Customer service vs customer experience
5. Takeaways: The lesson learnt
Questions & Answers

4. 4
“I’ve learned that
people will forget what you said,
people will forget what you did,
but people will never forget
how you made them feel”
Maya Angelou
Empathy has many different definitions that encompass
a broad range of emotional states, including:
• caring for other people and having a desire to help them;
• experiencing emotions that match another person's emotions;
• discerning what another person is thinking or feeling;
• and making less distinct the differences between the self and the other.
EMPATHY

5. 5
EMPATHY IN BUSSINESS

6. http://www.ir.energa.pl/
6

7. 7
ASSURE THE COMFORT
IMPROVE THE QUALITY OF LIFE
ca 2,5 mio residential customers
avrg bill: 30 EUR/month
cost to serve/cost to bill: 20 EUR pa
ENERGY RETAIL: MASS MARKET

8. 8
33"PLN 1"PLN"(samoobsługa)
15"PLN"(konsultant)
@"/"www CC
6"PLN
Alternative /"RemoteTraditional Channels
POS
MIGRATION:
700"000"Custommers (25%)
500"000"Contacts p.a.
Average cost of,handling
mail
50"PLN
Average cost of,handling
v to handle the increasing number of calls
v to improve First Time Right
v to reduce the cost …
v to focus on Sales (new customers)
THE GOAL # 1: MIGRATE TO REMOTE
q Process approach (Design & Measure)
q Bringing the technology in place
q Channel specialization (formating)
q “Next Generation Customer Service”

9. 9
Contracts
Connection Offering Contract Modification Termination
Bill 2 Pay
Billing Invoicing Payments Collection
Inquires & Complaints
Registration Processing Analysis / Investigation Resolusion
Readings
THE CUSTOMER SERVICE MECHANICS
Designed and
managed for
efficiency.

10. 10
the tough
gets going
When
the going
gets tough…
Contracts
Connection Offering Contract Modification Termination
Bill 2 Pay
Billing Invoicing Payments Collectiont
Inquires & Complaints
Registration Processing Analysis / Investigation Resolusion
Readings
☛ Back Office still unsufficient (errors & bottle necks)
☛ Channel formated too strictly => NO CX in place
☛ Focus on organization efficiency and cost
☛ New customers vs existing portfolio
SO WHAT WENT WRONG …

11. 11
THE GOAL # 2: MOVE TO MOBILE
v to meet mobile customers
v to win some PR (being digital)
v to increase remote communication
v to reduce the cost …
q Dedicated mobile application
q Integrated with www (eBOK)
q Available for major platforms
q Self-service & self reading options

12. 12
WHAT WAS NOT WORKING …
☛ Limited functionality (eg. no payments)
☛ Limited usability (Energa only)
☛ Limited focus (lack of marketing and IT support)
☛ Lack of further development

13. Cost of service
CUSTOMER SERVICE vs CX
Satisfaction
13
“If there is any one secret of success,
it lies in the ability to get the other
person’s point of view and see things
from that person’s angle as well
as from your own.”
Henry FORD
Organisational
excellence
Customers’
benefits

14. 14
FOLLOW YOUR CUSTOMERS

15. v Lower acquisition cost
v Lower cost to maintain
v Lower cost to serve/cost to bill
v Fewer inquires & complaints
✅ Improved loyalty
✅ Willingness to recommend
✅ Willingness to buy
✅ Willingness to share the insights
15
THE RIGHT SERVICE MODEL

16. PROGRESSis about
16
EXPLOIT THE TECHNOLOGY
making THE CHANGE !!!

17. 17
as
it WAS…

18. 18
as
it ISnow …

19. 19
If You try to train an architect
You should focus on
vision & form
not on technology
or building materials…
… where is the DIFFERENCE ???

20. ☞ One Size Does Not Fit All => be flexible and ready for numerous options
☞ Follow the Customer => let CX drive the Design (and it will be easier ;-)
☞ Exploit the technology => change your mental and business model
☞ Keep it Simple => let it be easy, natural & „idiot proof”
☞ Focus on the existing Customers => it’s cheaper ;-)
20
THE TAKEAWAYS

21. 21
… AND DO THE THINGS !!!
I tell my employees that
we're in the service business,
and it's incidental that
we fly airplanes.
Herb Kelleher

22. SO THE OTHERS WILL FOLLOW …
22

23. Piotr MERKEL
piotr.merkel@iqmart.pl
+48 504 742 944
http://www.linkedin.com/in/piotrmerkel
CUSTOMER EXPERIENCE MATTERS
How shall YOU design the service model to meet customer prefferences and needs?