Utilities stand to reap large gains in customer-service efficiencies and user experience satisfaction by adopting a mobile-centric approach with apps that cover a wealth of transactional and engagement features.
Mastering Code Halos Using Digital Insights to Drive Customer ExperiencesCognizant
Innovators recognize that every interaction with every
person and every thing now creates a trail of data — and
they’ve mastered the ability to harness it. Every click, browse,
download, share, transaction and device transmission
enables them to understand, and subsequently monetize,
relationships in ways never before possible.
APAC's Digital Insurance Transformers: Illuminating the Way ForwardCognizant
Our research shows that insurers throughout the extremely diverse APAC region are placing their bets on digital transformation strategies to enhance customer experience and optimize operations. We take a deep-dive look into the particulars of what is currently happening and what lies ahead for the Asia-Pacific insurance industry's digital evolution.
CMOs & CIOs: Aligning Marketing & IT to Elevate the Customer ExperienceCognizant
In the digital sphere, customer behaviors, organizational structures and entire business models are rapidly changing, compelling CIOs and CMOs to collaborate closely and often, and focus on the common goal of delivering consistent and exceptional customer experiences from day one.
By delving deeply into customer experience, business process design and operating model change, organizations can more effectively move from 'doing' digital to 'being’ digital.
An Analysis of U.S. P&C Insurance Customer-Facing Mobile AppsCognizant
Property and casualty insurers are playing catch-up in the mobile app space, with most failing to deliver features and functionality that meet consumer needs and expectations, or matching the capabilities provided on existing Web portals, our latest research shows.
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
The Sharing Economy: Implications for Property & Casualty InsurersCognizant
Collaborative consumption, also known as the "Peer-to-Peer" or "P2P" economy, poses significant risks for insurers. At the same time, consumers' willingness to share and utilize assets and services like Uber and Airbnb offers significant revenue opportunities for P&C carriers at a time when most have experienced flat-line growth.
Mastering Code Halos Using Digital Insights to Drive Customer ExperiencesCognizant
Innovators recognize that every interaction with every
person and every thing now creates a trail of data — and
they’ve mastered the ability to harness it. Every click, browse,
download, share, transaction and device transmission
enables them to understand, and subsequently monetize,
relationships in ways never before possible.
APAC's Digital Insurance Transformers: Illuminating the Way ForwardCognizant
Our research shows that insurers throughout the extremely diverse APAC region are placing their bets on digital transformation strategies to enhance customer experience and optimize operations. We take a deep-dive look into the particulars of what is currently happening and what lies ahead for the Asia-Pacific insurance industry's digital evolution.
CMOs & CIOs: Aligning Marketing & IT to Elevate the Customer ExperienceCognizant
In the digital sphere, customer behaviors, organizational structures and entire business models are rapidly changing, compelling CIOs and CMOs to collaborate closely and often, and focus on the common goal of delivering consistent and exceptional customer experiences from day one.
By delving deeply into customer experience, business process design and operating model change, organizations can more effectively move from 'doing' digital to 'being’ digital.
An Analysis of U.S. P&C Insurance Customer-Facing Mobile AppsCognizant
Property and casualty insurers are playing catch-up in the mobile app space, with most failing to deliver features and functionality that meet consumer needs and expectations, or matching the capabilities provided on existing Web portals, our latest research shows.
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
The Sharing Economy: Implications for Property & Casualty InsurersCognizant
Collaborative consumption, also known as the "Peer-to-Peer" or "P2P" economy, poses significant risks for insurers. At the same time, consumers' willingness to share and utilize assets and services like Uber and Airbnb offers significant revenue opportunities for P&C carriers at a time when most have experienced flat-line growth.
Returns, the Value Conundrum: Accenture Post & Parcel Industry Research 2018accenture
With the rise of e-commerce, returns have become an integral part of the digital customer experience. See how dynamic friction control and dynamic routing control can transform this experience and improve operations.
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
Internet of Things: From Strategy to Action: Driving IoT to Industrial ScaleCognizant
Full IoT value cannot be realized by connecting a few devices. Organizations need to get beyond instrumentation, and focus on the impact these technologies can have on their business strategies, which will require leadership, vision and partnership.
The communications software market is undergoing a dramatic shift from legacy hardware- and network-centric systems to more efficient cloud-based tools that enable businesses to have more meaningful and informed contextual conversations with their customers.
Catalyst has seen this first-hand through its investment in Weave (recently named to the 2019 Forbes Cloud 100). For example, a common phone call between a dentist office using Weave and their patient has been transformed from “while I have you on the phone, is there anyone else in your family that needs an appointment?” to “while I have you on the phone, I see your children haven’t had appointments in over a year – should we get them scheduled next month as well?”
Weave’s solutions are just one example of how contextual communications are having an impact on how businesses communicate internally and with their customers – Catalyst believes we’re in the early days of a generational transformation and is excited to partner with more vertically and functionally focused businesses enabling contextual communications.
At Catalyst, we employ a proactive, research-based approach to investing, targeting sectors experiencing outstanding growth. If you are an owner, operator, or investor in a growth stage company innovating the way businesses communicate either with their customers or internally, we would like to hear from you. Please send inquiries and business plans to kyle@catalyst.com.
Commentary: Making Dollars & Sense of the Platform EconomyCognizant
As market dynamics change, organizations must figure out how and where to plug and play with emerging platforms that create economies of scale and new forms of value.
Explore the trends that will shape the state of retail tech in 2021 and what could be coming next. Take a deep dive into global retail tech investment trends, top initiatives, and more.
How Insurers Can Leverage Social and Messaging Apps to Enhance Digital ValueCognizant
Insurance carriers looking to bolster their digital ROI and reach their clientele of millennials most effectively must look beyond mobile apps and online portals, into social and messaging apps. We offer a roadmap and use cases for enhancing insurers' digital presence.
Increasing Business Productivity in Connected Enterprises and an Always-On Di...Cognizant
To remain competitive, businesses must enhance productivity through a connected enterprise set of solutions. We offer a roadmap and set of tools for insuring that Gen-Now workers obtain the stateless, limitless and boundaryless computing that they need and expect in an always-on digital business world.
Rethinking the Value Chain: New Realities in Collaborative BusinessCapgemini
For more information, visit: http://www.futurevaluenetwork.com
The report, “Rethinking the Value Chain: New Realities in Collaborative Business” is the culmination of the strategy and steps initiated by the Consumer Goods Forum (the CGF) Board of Directors as part of their commitment to positive action in bringing about much needed change in the industry. Capgemini and the CGF collaborated on the development of this report and the outcome of this work is a comprehensive paper that highlights exactly how the Consumer Products and Retail industries can anticipate and address the profound shifts in consumer behavior and the changing industry landscape.
The result of interactive working sessions and extensive interviews with thought leaders and subject matter experts, the report identifies future trends in the industry and recommends the adoption of a “value network” approach to doing business. This approach will engage manufacturers, retailers and additional stakeholders and will no longer think of the value chain as a linear journey. It highlights three megatrends on which the industry could collaborate and that should deliver a positive return on investment:
• Consumer engagement;
• Transparency and
• The last mile of distribution
Digitizing the Customer Experience within a Utility Robert Simon
Welcome to Transistor! The first ever strategic planning approach to taking the first steps towards building a digital customer experience within a Utility.
Drawing upon our independent research, workshops and extensive experience in customer experience, we have developed a foundational model for any utility looking to chart the course to stay relevant, be more effective (and competitive) as a digital customer centric organization. So what you’ll find inside this guide is a way to get the planning and preparing process started immediately to determine the roadmap you are going to need to build out, manage, and operationalize a lot of change.
Industry 4.0 is the name of the next industrial revolution which is fueled by the advancement of digital technologies. It
is dramatically changing how companies engage in business activities. As a result, the disruptive nature of Industry 4.0
demands a reassessment of the requirements for IT. On the one hand, there is the possibility that the responsibilities of Chief Information Officers (CIOs) could be taken over by other executives such as the Chief Digital Officer (CDO) or the Chief Technology Officer (CTO). On the other hand, this
recent development creates entirely new perspectives for positioning themselves and their IT departments
within the business.
The impact of digital technologies is reaching a magnitude at which IT is considered a substantial
business driver, potentially placing CIOs in the driver’s seat.
Read how the logistics industry can transform & overcome the supply chain management challenges, build sustainable supply chains, & improve CX in the new normal.
How Semantic Analytics Delivers Faster, Easier Business InsightsCognizant
Facing vast and increasing amounts of data, business users need analytic capabilities to handle the volume and derive meaningful insights based on expert knowledge. Semantic analytics applies metadata and metaknowledge principles to extract actionable answers to complex business questions and detect previously unknown patterns.
Driverless Cars: Time for Insurers to Shift GearsCognizant
Insurers need to gear up now to prepare for the huge changes under way with the advent of driverless (autonomous) cars. Taking into considerations factors such as cost, safety, regulations and car longevity, we assess the multi-tiered impact on insurance coverages, pricing, underwriting and claims management for the different phases of driverless car evolution and adoption.
TOP MOBILE APP DEVELOPMENT TRENDS OF 2021Imbibe Tech
Within the last decade, many tech. industries are making their ways into our lives. One of them is the ever evolving mobile app development industry.
Both the users and app developers are hitting the jackpot today as the mobile development industry is continuously growing and apps are becoming better day by day, thus making our lives better.
Emergence and transformation of digital utilities in the “smart” era Capgemini
By Jonathan D Loretto and Michel van Zutphen
Oracle Open World 2013
Content:
The Emergence of the Digital Utility
Reinventing the Digital Customer Experience
Returns, the Value Conundrum: Accenture Post & Parcel Industry Research 2018accenture
With the rise of e-commerce, returns have become an integral part of the digital customer experience. See how dynamic friction control and dynamic routing control can transform this experience and improve operations.
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
Internet of Things: From Strategy to Action: Driving IoT to Industrial ScaleCognizant
Full IoT value cannot be realized by connecting a few devices. Organizations need to get beyond instrumentation, and focus on the impact these technologies can have on their business strategies, which will require leadership, vision and partnership.
The communications software market is undergoing a dramatic shift from legacy hardware- and network-centric systems to more efficient cloud-based tools that enable businesses to have more meaningful and informed contextual conversations with their customers.
Catalyst has seen this first-hand through its investment in Weave (recently named to the 2019 Forbes Cloud 100). For example, a common phone call between a dentist office using Weave and their patient has been transformed from “while I have you on the phone, is there anyone else in your family that needs an appointment?” to “while I have you on the phone, I see your children haven’t had appointments in over a year – should we get them scheduled next month as well?”
Weave’s solutions are just one example of how contextual communications are having an impact on how businesses communicate internally and with their customers – Catalyst believes we’re in the early days of a generational transformation and is excited to partner with more vertically and functionally focused businesses enabling contextual communications.
At Catalyst, we employ a proactive, research-based approach to investing, targeting sectors experiencing outstanding growth. If you are an owner, operator, or investor in a growth stage company innovating the way businesses communicate either with their customers or internally, we would like to hear from you. Please send inquiries and business plans to kyle@catalyst.com.
Commentary: Making Dollars & Sense of the Platform EconomyCognizant
As market dynamics change, organizations must figure out how and where to plug and play with emerging platforms that create economies of scale and new forms of value.
Explore the trends that will shape the state of retail tech in 2021 and what could be coming next. Take a deep dive into global retail tech investment trends, top initiatives, and more.
How Insurers Can Leverage Social and Messaging Apps to Enhance Digital ValueCognizant
Insurance carriers looking to bolster their digital ROI and reach their clientele of millennials most effectively must look beyond mobile apps and online portals, into social and messaging apps. We offer a roadmap and use cases for enhancing insurers' digital presence.
Increasing Business Productivity in Connected Enterprises and an Always-On Di...Cognizant
To remain competitive, businesses must enhance productivity through a connected enterprise set of solutions. We offer a roadmap and set of tools for insuring that Gen-Now workers obtain the stateless, limitless and boundaryless computing that they need and expect in an always-on digital business world.
Rethinking the Value Chain: New Realities in Collaborative BusinessCapgemini
For more information, visit: http://www.futurevaluenetwork.com
The report, “Rethinking the Value Chain: New Realities in Collaborative Business” is the culmination of the strategy and steps initiated by the Consumer Goods Forum (the CGF) Board of Directors as part of their commitment to positive action in bringing about much needed change in the industry. Capgemini and the CGF collaborated on the development of this report and the outcome of this work is a comprehensive paper that highlights exactly how the Consumer Products and Retail industries can anticipate and address the profound shifts in consumer behavior and the changing industry landscape.
The result of interactive working sessions and extensive interviews with thought leaders and subject matter experts, the report identifies future trends in the industry and recommends the adoption of a “value network” approach to doing business. This approach will engage manufacturers, retailers and additional stakeholders and will no longer think of the value chain as a linear journey. It highlights three megatrends on which the industry could collaborate and that should deliver a positive return on investment:
• Consumer engagement;
• Transparency and
• The last mile of distribution
Digitizing the Customer Experience within a Utility Robert Simon
Welcome to Transistor! The first ever strategic planning approach to taking the first steps towards building a digital customer experience within a Utility.
Drawing upon our independent research, workshops and extensive experience in customer experience, we have developed a foundational model for any utility looking to chart the course to stay relevant, be more effective (and competitive) as a digital customer centric organization. So what you’ll find inside this guide is a way to get the planning and preparing process started immediately to determine the roadmap you are going to need to build out, manage, and operationalize a lot of change.
Industry 4.0 is the name of the next industrial revolution which is fueled by the advancement of digital technologies. It
is dramatically changing how companies engage in business activities. As a result, the disruptive nature of Industry 4.0
demands a reassessment of the requirements for IT. On the one hand, there is the possibility that the responsibilities of Chief Information Officers (CIOs) could be taken over by other executives such as the Chief Digital Officer (CDO) or the Chief Technology Officer (CTO). On the other hand, this
recent development creates entirely new perspectives for positioning themselves and their IT departments
within the business.
The impact of digital technologies is reaching a magnitude at which IT is considered a substantial
business driver, potentially placing CIOs in the driver’s seat.
Read how the logistics industry can transform & overcome the supply chain management challenges, build sustainable supply chains, & improve CX in the new normal.
How Semantic Analytics Delivers Faster, Easier Business InsightsCognizant
Facing vast and increasing amounts of data, business users need analytic capabilities to handle the volume and derive meaningful insights based on expert knowledge. Semantic analytics applies metadata and metaknowledge principles to extract actionable answers to complex business questions and detect previously unknown patterns.
Driverless Cars: Time for Insurers to Shift GearsCognizant
Insurers need to gear up now to prepare for the huge changes under way with the advent of driverless (autonomous) cars. Taking into considerations factors such as cost, safety, regulations and car longevity, we assess the multi-tiered impact on insurance coverages, pricing, underwriting and claims management for the different phases of driverless car evolution and adoption.
TOP MOBILE APP DEVELOPMENT TRENDS OF 2021Imbibe Tech
Within the last decade, many tech. industries are making their ways into our lives. One of them is the ever evolving mobile app development industry.
Both the users and app developers are hitting the jackpot today as the mobile development industry is continuously growing and apps are becoming better day by day, thus making our lives better.
Emergence and transformation of digital utilities in the “smart” era Capgemini
By Jonathan D Loretto and Michel van Zutphen
Oracle Open World 2013
Content:
The Emergence of the Digital Utility
Reinventing the Digital Customer Experience
What are big data in the contacts of energy & utilities, and how/where can the utilities find value in the data. In this C-level presentation we discussed the three prime areas: grid operations, smart metering and asset & workforce management. A section on cognitive computing for utilities have been omitted from the presentation due to confidentiality - but I tell you - it is mind-blowing perspectives on how IBM Watson will help utilities plan and optimize their operations in the near future!
See more on http://www.ibmbigdatahub.com/industry/energy-utilities
Horizon Scan: ICT and the future of utilitiesEricsson
A new research report from Ericsson and Imperial College London examines the effects of ICT in reshaping the future of energy utilities markets.
ICT will play a fundamental role in the disruption of energy utility structures by enabling innovative methods of connection and coordination among community-based renewable energy installations.
Ubiquitous, affordable digital technologies create numerous new entry points into highly centralized and regulated energy markets, allowing both smaller entrants and consumers to seize power from established utility providers.
ICT systems, centered until now on supplying energy from just a handful of large producers, will soon need to balance supply from thousands of networked devices.
Integration of data across complex supply chains will create new opportunities for traceability, improved insurance models and reduced risk of accidents and environmental disasters.
These are some of the key transformational forces identified in the latest report in a series of horizon scans outlining the potential impacts of ICT on various industries. Based on in-depth research in collaboration with Imperial College London, the report identifies some of the major operating boundaries of current versus emerging utility industry structures and the role that digital technologies may play in crossing these thresholds.
Utilities Transformation: Improving the Time to Value of TechnologyCapgemini
Achieving operational efficiency. Reducing costs and risks. Managing big data and cybersecurity. Deriving tangible business value via analytics. Enhancing customer experience.
This presentation reviews these mission-critical issues and the current state of technology innovation. Learn how the right combination of industry-specific applications, hardware, middleware, and partner relationships is key to your utility’s success.
Presented at Oracle OpenWorld 2014 by Perry Stoneman, Corporate Vice President, Capgemini.
Machine learning’s impact on utilities webinarSparkCognition
Navigant Research estimates that utility companies will spend almost $50 billion on asset management and grid monitoring technology by 2023. Today many organizations are facing budgetary challenges in order to increase reliability, uptime and safety within their facilities.
The industry is adapting to new technologies including utilization of advanced sensors and sensor fusion, edge devices, artificial intelligence, and machine learning to create the maintenance center of the future.
Bernie Cook, former Director of Maintenance and Diagnostics at Duke Energy and now VP of Woyshner Service consulting, will join us to provide practical guidance and examples of how utilities can begin adapting these next generation technologies within their facilities to drive significant reduction in maintenance costs.
Following Bernie, Stuart Gillen, Director of Business Development at SparkCognition, will give examples of how machine learning technologies are augmenting current practices that make maintenance engineers more efficient at predicting critical asset failure.
Join this webinar to learn about:
- Real examples of ways utilities are moving to more advanced monitoring and diagnostic capabilities and the technologies involved.
- How machine learning can improve equipment reliability and performance, and reduce operational and maintenance costs.
- How machine learning can augment or even supplement human subject matter experts by providing significant advance notice of asset performance issues.
89% of consumers switch to a competitor after a poor CX Abhishek Sood
89% of consumers switch to a competitor following a poor customer experience, according to an Oracle study. But how can you use digital technology to improve your customers' experience?
Uncover how several prominent businesses embraced digital technologies to retain customers and increase profits. For example, Domino's Pizza had a 23% growth in profit after it allowed customers to track their deliveries online.
Discover the 4 factors that can make a digital transformation project profitable and worthwhile.
Mobile Goes Mainstreet: Consumers Lead the Way — Key Trends and Investment Op...Linda Gridley
The number of smartphone users in the U.S. is consistently growing and the connected user is turning to mobile more and more frequently for everyday consumption. Global mobile data traffic is predicted to increase 26-fold between 2010 and 2015. Smartphone and tablet revenues overtook traditional desktop and laptop revenues in 2013. At the same time, the amount of time users are spending on mobile daily is increasing. Mobile commerce sales are reaching all-time highs, and now represent 12% of total digital commerce, while mobile traffic represent about 40% for major eCommerce retailers such as Amazon, eBay, Apple, and Walmart.
The mobile industry was unquestionably the most important growth channel across digital media. Some of the most important trends we’ve seen in the sector include:
Average mobile (plus tablet) time spend now equal to desktop
Mobile is no longer just for gaming. Growing number
of use cases and apps hitting mass adoption— utilities, productivity,shopping, media & entertainment
Total mobile ad revenue grew twofold in 2013, and still only represents 2% of total ad spend but 12% of total media time spend
Strong M&A and funding environment – First $1bn M&A deal in mobile. Q3’13 was record quarter for mobile
Digital media leaders such as Facebook and Twitter realigned their organizations to mobile over the past two years and now see 40% plus of their revenue from the mobile channel
The evolution of mobile as the next computing platform is just beginning to take shape, bringing new billion market opportunities to the digital media ecosystem. We believe it is still early in this evolution and expect to see new technologies and innovative applications to fuel continued growth over the next five years.
Retail Banking: Delivering a Meaningful Digital Customer ExperienceCognizant
To compete effectively, banks must fully adopt digital technologies to enhance customer experience, by providing mobile banking, omni-channel banking options, digital personal financial management, and more.
Mobile Enterprise Analytics in 60 MinutesCognizant
Mobile analytics are becoming a key component of businesses' IT strategies; today's on-the-go decision makers depend on increasingly small and powerful mobile devices to deliver anytime/anyplace access to information, as well as provide the analytical capabilities needed to inform faster, better decisions; bolster workplace efficiency; and proactively plan and execute strategies.
2014 Digital Marketing Midyear Review - Mobile is the keywordConcur
The rise of mobile brings drastic changes on China’s internet, and becomes the new opportunity and inspiration for marketers to get in touch with the target audience. iClick reviewed some significant changes and concluded with a few practical recommendations for marketers to ride on the emerging digital trends in China.
Customers are becoming increasingly mobile, and, as a result,
the customer journey is in need of an overhaul. In May 2014,
mobile platforms accounted for 60% of total digital media time
spent.
1
Mobile spending is correspondingly increasing to match
customer behavior, with mobile devices accounting for one in four
of all online purchases in November 2014.
2
Although companies
understand the importance of mobile, it is Altimeter Group’s
belief that brands both underestimate and underinvest in mobile’s
promise. In our latest research into the evolving landscape of
digital transformation and the digital customer experience, we
learned that an understood and unified mobile strategy remains
largely elusive to many executives and strategists.
The Inevitability of a Mobile Only Customer ExperienceEric Espinosa
Mon précieux... diront certains annonceurs. Longtemps perçu comme second écran, le mobile joue du coude et s’empare à vitesse grand V du statut de premier écran chez la majorité des consommateurs connectés. Cette prise de pouvoir exige une adaptation par les marques de leurs expériences consommateurs. Un nouveau rapport de l’Altimeter Group indique la marche à suivre.
The Inevitability of a Mobile-Only Customer ExperienceBrian Solis
Brian Solis and Jaimy Szymanski published new research to show how companies need to think Mobile-first and Mobile-only.
Customers are becoming increasingly mobile, and, as a result, the customer journey is in need of an overhaul. In this report, Altimeter Group focuses on how organizations can approach mobile design strategy through the lens of the evolving connected customer. Focusing on activities and outcomes with an understanding of consumer needs, objectives, and behaviors, companies are able to see past mobile as the latest “bright, shiny object.”
Following the four steps to building customer-centric mobile strategies outlined in this report, leaders can evolve mobile beyond being “just” another digital screen or channel to achieve greater business results.
Similar to Digital Transformation for Utilities: Creating a Differentiated Customer Experience Through Mobility (20)
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is evolving into a strategy that reaches across technology companies. We offer guidance on the rise of experience and its role in business modernization, with details on how orgnizations can build the ecosystem to support it.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
According to our research, manufacturers are well ahead of other industries in their IoT deployments but need to marshal the investment required to meet today’s intensified demands for business resilience.
The Work Ahead in Higher Education: Repaving the Road for the Employees of To...Cognizant
Higher-ed institutions expect pandemic-driven disruption to continue, especially as hyperconnectivity, analytics and AI drive personalized education models over the lifetime of the learner, according to our recent research.
Engineering the Next-Gen Digital Claims Organisation for Australian General I...Cognizant
In recent years, insurers have invested in technology platforms and process improvements to improve
claims outcomes. Leaders will build on this foundation across the claims landscape, spanning experience,
operations, customer service and the overall supply chain with market-differentiating capabilities to
achieve sustainable results.
Green Rush: The Economic Imperative for SustainabilityCognizant
Green business is good business, according to our recent research, whether for companies monetizing tech tools used for sustainability or for those that see the impact of these initiatives on business goals.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
The Work Ahead in Utilities: Powering a Sustainable Future with DigitalCognizant
Utilities are starting to adopt digital technologies to eliminate slow processes, elevate customer experience and boost sustainability, according to our recent study.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data – the foundation of any successful AI strategy – and balancing technology spend with investments in AI skills.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
Five Priorities for Quality Engineering When Taking Banking to the CloudCognizant
As banks move to cloud-based banking platforms for lower costs and greater agility, they must seamlessly integrate technologies and workflows while ensuring security, performance and an enhanced user experience. Here are five ways cloud-focused quality assurance helps banks maximize the benefits.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...Cognizant
Intelligent automation continues to be a top driver of the future of work, according to our recent study. To reap the full advantages, businesses need to move from isolated to widespread deployment.
Digital Transformation for Utilities: Creating a Differentiated Customer Experience Through Mobility
1. Digital Transformation for Utilities:
Creating a Differentiated Customer
Experience Through Mobility
In today’s deregulated marketplace, utility companies can gain
sustainable competitive advantage by embracing a mobile-first
mind-set to differentiate the experience they deliver to customers.
Read on to see our framework for getting there.
Executive Summary
It’s hardly news that the unrelenting conver-
gence of communication and computing capa-
bilities in mobile consumer devices is transform-
ing customer experience and user expectations
for nearly every service and function across
industries.
In fact, smartphone subscriptions will achieve a
compound annual growth rate (CAGR) of 25%
between 2010 and 2020, according to the Ericsson
Mobility Report.1
While only 10% of the global
mobile phone subscriber base had smartphones
in 2010, by 2020 penetration is set to reach 70%,
or 5.6 billion subscribers worldwide. This change
in consumer behavior, complemented by the rapid
evolution of mobile operating systems (OS) and
product features, has resulted in a new multi-
screen world.
For both sequential and simultaneous screening,
smartphones have become the backbone of daily
media interactions for most consumers. Conven-
tional wisdom says smartphones are the most
used computing/communications device on a
daily basis and are the common starting point for
users’ multiple screen experiences.
As modern digital technologies influence
customer experience, expectations and behaviors,
the utilities industry needs to respond in kind.
This white paper explores the opportunities
and proposes a framework for utility companies
seeking to transform their business by taking
advantage of mobile-first thinking and multi-
screen preferences to create tangible differentia-
tion in a crowded marketplace.
Emergence of the Multiscreen World
In today’s multiscreen world, context drives the
choice of device. The decision is affected by
time of the day, objective to be accomplished,
location of the user and the user’s state of
mind. On an average, 38% of daily interactions
with the Internet happen via mobile. Mobile’s
emergence as a preferred screen is the result of
its on-the-go convenience and growing commu-
nications and connectivity capabilities, as well
as users’ lack of time to use other devices. In
this multiscreen world, most users have strong
cognizant 20-20 insights | september 2016
• Cognizant 20-20 Insights
2. cognizant 20-20 insights 2
preference for mobile to either initiate contact
or accomplish an objective. Figure 1 uses Google
research2
to explain why users prefer multi-
screen engagement, while demonstrating that
mobile is the most preferred point of initiation
for all online activities.
Embracing Mobile as a Primary
Customer Engagement Channel and
Ducking the Delete Syndrome
This dynamic shift in consumers’ digital behavior
has triggered a strong realization among utilities
that they need to pivot towards mobile as a key
element in their digital strategies. However, most
companies have yet to fully embrace mobile as a
self-service channel.
According to the J.D. Power and Associates’ 2016
Utility Website Evaluation Study, although many
utilities have extended their mobile offerings,
most customers are not satisfied with their perfor-
mance.3
Out of all utilities companies in the U.S.,
approximately 29% have dedicated apps, leaving
a large upside for tighter customer engagement
and satisfaction improvement. Companies that
do not have dedicated mobile apps offer mobile-
enabled websites to deliver a mobile-optimized
experience.
There are 136 investor-owned utilities (IOUs) in
the U.S., held by 69 major utility companies of
which 17 are in the West, 20 in the Midwest, 16 in
the South and 16 in the Northeast. Our analysis
shows that the geographic distribution of utilities
that have a dedicated mobile app for customer
service varies from 23.5% to 37.5% – averaging
29% for all of the U.S. (see Figure 2).
According to customer reviews, most of these
apps have failed to live up to user expecta-
Starting Online with the Smart Phone
Source: Google
Figure 1
Dedicated Customer Service
Mobile Apps by Region
Figure 2
Utilities - 16
Apps - 6
Utilities - 20
Apps - 5
Utilities - 17
Apps - 4
Utilities - 16
Apps - 5
THE U.S.
23.5%
29%
25% 31.25%
37.5%
Northeast
SouthMidwest
West
Search Activity 60% 65% 4%
Browsing 58% 63% 5%
Online Shopping 61% 65% 4%
Travel Planning 45% 47% 3%
Banking and Finance 56% 59% 3%
Social Networking 58% 66% 8%
Location of User
Objective
State of Mind
Time of Use
CONTINUED ON PC
SCREEN ENGAGEMENT SCREEN ENGAGEMENT SCREEN ENGAGEMENT
< >STARTED ON MOBILE CONTINUED ON TABLET
24% 38% 9%
Use in office and home On-the–go and home Used in office
Task-oriented Communicate and connect Entertainment and browsing
Serious and research intensive attitude Need quick info Relaxed and leisurely approach
Requires lot of time and focus Short burst of time available Unbound sense of time
3. cognizant 20-20 insights 3
tions. Apps built on the Android platform have
better ratings compared to those that run the
iOS operating system. The average rating for an
Android app4
is 3.59 while it is 2.62 for iOS apps.
iOS apps5
received a below average rating on
customer experience, according to our analysis.
User ratings in both platforms are found to be
skewed towards the average, leaving a major
opportunity for improvement. This disconnect
with users results in the inevitable: The utility app
is among the first to be deleted.
So, how can utilities duck the delete syndrome?
While conceptualizing their mobile service and
engagement channel, utilities need to understand
the synergies across channels. They also need to
ensure their overall digital strategy is built on a
meaningful and relevant customer experience.
Another pertinent question to ask early on is the
purpose of the mobile app. Existing mobile apps in
the market can be classified into two buckets (see
Figure 3). The first bucket includes transactional
apps built to help a customer complete a transac-
tion from a mobile device. The second is the trans-
formational group and consists of engagement
apps that are built to encourage and maintain user
adoption. Utilities should look at features that help
engage customers and drive meaningful connec-
tions.6
It is important to get it right from the start,
and then enhance key capabilities over time. This
drives the long-term adoption of the app.
It is essential to identify the key customer
engagement and transactional feature for the
mobile app in the strategic planning phase.
Along with the regular transactional features,
it’s important to focus on critical customer
engagement functions such as empowerment
tools, necessary tips and gamification (see
Figure 4, page 4).
Figure 5, on page 4, offers a few examples of
winning features that can make utility industry
mobile apps7
into an exceptional user experience.
The Move to Mobile as a Self-Serve
Channel
Digital platforms and devices have become an
integral part of our lives across industry segments,
and will continue as such for the foreseeable
future. We do so much online now – buy stuff, plan
holidays, manage funds – and frequently from our
smartphones.
Research suggests that utility companies lag
behind other industries in the adoption of digital
technologies, and particularly so in the mobile
channel.8
Strong regulatory controls and lack
of incentives for competing in the digital space
have kept utilities away from embracing digital
technologies as much as other industries have. In
recent times, however, rising costs of acquisition
and competition in the deregulated market have
incentivized utilities to look towards adopting
customer-connected technologies. With the
advent of smart grids and free markets, utilities
are undergoing not only a technological shift but
also a strong shift in customer dynamics. With
this shift, the voice of the customer and driving
Transactional and Engagement Features: An Illustrative Example
Figure 3
TRANSACTION FEATURES:
• Contact Us
• Login
• My Balance
> Account Balance
> My Energy Use
> Payment Arrangements
> Online Payments
> Service Order Status
> Outage/Gas Leak Status
• Account Alerts (e.g., Bill Due,
Overdue, Outage Alerts)
• Outage/Emergency Reporting
ENGAGEMENT FEATURES:
• Personalized Tips and Advice
Related to Energy Efficiency
and Clean Energy
• Decision-Making Tools Like Best
Rate Selector or Useful Add-On Savings
• Gamification Like Goal-Based
Savings Target and Incentivization
or Games Linked to Energy
• Proactive Alerts and Notification
Including Weather and Storm Advisory
• Active Outage and Storm
Emergency Support
• Social Media Connects
4. cognizant 20-20 insights 4
Figure 4
Key Customer Service Functional Modules and Activities:
An Illustrative Example
User Experience
Journey Modules
Module Features
ACCOUNT
MANAGEMENT
Log in registration
Forgotten password email journey
Create account
Account summary
Link delink accounts
Manage multiple accounts
Preference center
USAGE
Real-time consumption report
Spend to date & prepaid
Usage analytics – graphs & charts
OUTAGE
Outage reporting
Outage status
GPS location finder to report an
outage
Google map Integration for
outage center
BILL PAYMENT
Make payment – card
Make a payment – direct debit
enrollment
Make a payment – direct debit
dashboard
Paypal & Kubra payment gateway
integration
Auto debit facility – wallet
View bill details
View payment history
SOCIAL MEDIA
Integrate with social media platforms
User Experience
Journey Modules
Module Features
METER READ
SUBMISSION
Meter reads submission – user form
Submit meter read photo
Mobile number verification and SMS
reads
NOTIFICATIONS
Scheduled alerts
Real-time alerts
Usage tips
Push notifications
CUSTOMER
SERVICE
Create service appointment
Job tracking – view status of service
request
Create move-in/move-out requests
Report a problem
Contact us – connect to call center
Service chat with support center
ENERGY
EFFICIENCY
Enroll in demand response
programs
Manage programs and offers
Green button data integration
PRODUCT
FEATURES
Help & advice service
Voice recognition for app navigation
Choice of configurable modules
Cloud integration
ELECTRIC VEHICLE
Electric vehicle charge points
integration
INTERNET OF
THINGS
Add and control smart home
gadgets
Standing Out from the Pack
Account Summary Home Account
Name Here
Bill Period Nov 15 to Dec 15 2015
12% more than last month
253kwh
My Usage
Account Summary
Alerts
Current Bills
Payment History
Submit Meter Read
Usage
Outage
Book an Engineer
Contact Us
View Usage
Compare Your Usage
2015
• View consolidated
summary
• Accordion view to
avoid clutter
• Ability to swipe
between views
• Use Springboard to
navigate
• Combine with
horizontal swipe
• Ease to return to
home screen
• ‘Design for
Consumer’
• Use concise graphs
• Use filters and time
slicer
• Use icons to
prioritize
• Show time of arrival
• Provide read/
unread status
• Use metaphoric
progress status
• Show transaction
confirmations
• Push notice for
confirmations
VIEW DASHBOARD NAVIGATE VIEW GRAPHS NOTIFICATIONS STATUS UPDATE
Alerts
58 Bedford Street, NY
1 Unpaid Bill
Due in 3 Days $120
Payment Successful
Nov 12 $120
Your usage is alarmingly high
until September 13
An engineer has
been booked for service
Last Meter Read
Nov 12
Outage report received
We are working towards
resolving it.
Restoration time: 18:35
Emergency Contact:
1 800 120 0009
Outages
58 Bedford Street, NY
Figure 5
5. cognizant 20-20 insights 5
customer engagement have become paramount
to win new and retain existing customers.
Platforms such as social media and mobile apps
are rapidly becoming the preferred means for
customers to communicate with their providers.
An estimated 624 million customers will engage
with utilities via social media by the end of 2017.9
While mobile is on the roadmap of most utilities,
many are far from achieving a fully transforma-
tional state where multiscreen and mobile-spe-
cific interactions feel seamless and serve as a
market differentiating factor.
While utilities include mobile apps as a part of
their digital roadmap, few have successfully
deployed it to their consumers. But utilities
believe that with millennials being the priority
customers10
in years to come, mobile as an alter-
native channel would be a faster way to increase
adoption by leveraging the benefits of availabil-
ity (anywhere and anytime) and personalization
(relevant to the customer).
Transforming Customer Engagement:
Making Business Sense of the Mobile App
Coupled with smartphone features, many of
today’s advanced mobility solutions in our view
provide an engaging user experience (UX) to
utility customers. These solutions eliminate multi-
touch-point interactions between the company
Business Driver Traditional View New Age Imperative Case for Mobile
CUSTOMER
ACQUISITION
• Regulated markets.
• Customer stickiness.
• Limited switching
benefits.
• Market deregulation.
• Seamless switching.
• Multiple operators and
flexible customer base.
• Ability to develop an
engagement strategy for
customer segments and
have meaningful connects.
• Ability for utility to shift
from being a necessity
provider to value
enhancing partner
CUSTOMER
SATISFACTION
• Locked customers.
• Traditional channels
for negative feedback
propagation
• Extremely flexible
customer with multiple
options to switch.
• Information and negative
experiences flow rapidly
• Ability to provide all
relevant information to
the customer to reduce
information shocks.
• Ability get proactive with
communications.
CASH FLOWS
• Traditional mechanisms
for bill collections.
• Standard payment
instruments.
• Loss of the traditional
wallet and advent of new
payment platforms.
• Need to do better energy
cost analysis to drive
affirmative actions.
• Ability to cater to modern
payment methods.
• Payments anywhere
anytime.
DEMAND RESPONSE
• Supply-driven market.
• No incentives
for consumption
conditioning.
• Traditional T&D
network and devices.
• Market for demand
response.
• Home-to-grid models.
• Emergence of
SMART devices and
infrastructure.
• Ability to enable real time
responses and call to
action.
• Ability to keep track of
savings and usage on the
go.
COMPLAINT
RESOLUTION
• Driven by regulatory
mandates.
• Need to be driven by
customer experience.
• Ability to engage and get
feedback at every stage
based on scenarios.
Accessing the Mobile Imperative in Today’s Multiscreen World
Figure 6
While mobile is on the roadmap of most
utilities, many are far from achieving
a fully transformational state where
multiscreen and mobile-specific
interactions feel seamless and serve as a
market differentiating factor.
6. cognizant 20-20 insights 6
Comparing, Contrasting Mobile Apps vs. Mobile-Optimized Websites
Mobile Website Mobile AppVs.
Accessed through browsing
Static, navigational
user interface
Requires connection
Limited features
Accessed after installation
Interactive user
interface
Available offline
Can use phone features:
e.g., camera, flash torch, location service
Minimum personalization High personalization
Marginal performance lag
Responsive
and fast
Figure 7
The Customer Service Business Case for Mobile Apps
Figure 8
Functionality Service Needs & Pain-Points Mobile App Benefits
Outage
Reporting
I want to report an outage.
• “Phone line in call center is busy – cannot report the
outage.”
• ”In a meeting. Cannot talk to the customer service
immediately.”
• “It’s already been an hour since I reported the outage –
I don’t know what action they took!”
• Ability to provide all relevant information to
the customer to reduce information shocks.
• Outage reporting: call center chat support.
• Outage status monitoring dashboard using
GPS, map and camera features.
• GPS location finder to report an outage.
• Google map integration for outage center.
Bill Payment
I want to pay my bill.
• “Travelling next week; if I miss the utility bill payment,
I have to pay a penalty.”
• ”Just came back from Walmart, visiting the utility bill desk
slipped my mind.”
• “Paying utility bills can be auto debited from my
account/wallet.”
• Make payments on the go through secured
gateways.
• Make payment, with a card or direct
enrollment.
• Auto debit wallet facility.
• Check old bills at one’s fingertips.
Meter Read
Submission
I want to submit monthly meter readings so that there is no
estimated billing.
• “Cumbersome process. Note reads, go to online portal,
enter reads; time-consuming.”
• “I don’t know how to read a meter.”
• Enter the meter reads in app forms.
• Submit meter read by clicking a photo.
• View meter read using flashlight torch.
• Verify mobile number and SMS reads.
Customer
Service
I want to book an engineer for a breakdown.
• “Phone line in call center is busy – cannot report the
complaint.”
• “In a meeting. Cannot talk to service support immediately.”
• “It’s already been a week. I reported the annual check; no
update on status yet!”
• Create service appointment through app.
• Job tracking: view status of service request.
• Create move in/move out requests.
• Service chat with support center.
• Location identifier of service agents using GPS
data sharing.
Energy Efficiency
How can I reduce my electricity, water and gas consumption
and save money?
• “I want to save money by smartly using electricity and water.
But I forget to keep a track of offers and programs.”
• Enroll in track demand response programs.
• Manage and use offers from the service
provider.
• Notifications using push alerts feature in
mobile app.
E-Car Smart Home
How can I control energy consumption of my devices from
a remote location?
• “I left for the office an hour early today; did I switch off my
room heater?”
• “Where can I find charge points for my electric vehicle?”
• Add and control smart home gadgets
through app.
• Dashboard for in-home electronic appliances.
• Electric vehicle charge points integration
in app.
6cognizant 20-20 insights
7. cognizant 20-20 insights 7
and its customers by offering a single window
platform that improves process efficiency,
reduces system cost and enhances brand
loyalty by giving customers an engaging digital
experience. However, the biggest challenge for
utilities is deciding whether to build a full-fledged
engagement module (a mobile app), extend their
website suitable for a mobile (responsive design)
or use a combination of both. It is important to
understand the difference.
While the mobile app has a certain edge over
responsive websites, for utility companies that
want to improve customer service, they must
assess the pluses and minuses of providing such
capabilities via an app or the Web (see Figure 7,
page 6). For example, if a utility wants to provide
the capability to operate the flashlight feature
as a torch for meter reading, a mobile app is the
better option.
The utility’s mobility strategy should govern
the adoption of an app-based solution over a
responsively designed Web approach. Starting
with a responsive design of an existing portal,
utilities need to focus on developing dedicated
mobile apps that can leverage the best of both
worlds – Web content such as map-based outage
reporting and native mobile features such as
sensors, geolocation services, push notifications,
real-time updates, etc. There is a compelling
business case for utilities to explore a mobile app
as a channel for customer service operations.
A mobile app has the capability to be a one-stop
solution for customers seeking to manage their
utility needs.
But the question is whether the customer is ready
for the mobile channel. In a survey by Clickfox,7
77% of respondents find a customer service mobile
app from their utility service provider a useful
proposition. The insight also suggests that over
90% of respondents would replace some or all tra-
ditional customer service channels with a mobile
app if available. Today, while the Web self-service
channels struggle to meet adoption targets of
upwards of 30%, mobile as an alternative channel
would be a faster way to increase adoption.
Unlocking the Different Stages:
A Framework-Based Approach
The utilities journey for mobile app development
for customer self-service has three distinct stages
(see Figure 9).
Phase 1: Building the Digital Plan
The first step, or the initiation phase, is to develop
a strategic plan to develop the mobile channel.
This phase identifies the needs gap in current
service channels and creates the input for the
next phase – product development and testing.
Once the app is developed, the utility needs a
marketing plan to increase adoption through
promotion and incentivization beyond offering
seamless service support.
We propose a framework to be adopted in the
strategic planning phase that guides the organiza-
tion through strategic visioning, business capability
The Customer Service Mobile App: Three-Step Approach
Figure 9
Digital Strategy Roadmap
Gap Assessment – Customer Service Model
Consumer Analysis Feature Selection
Competition Analysis Product Selection
Requirements Management UX Plan
Marketing Service Support
Align Marketing Plan with Strategic Goals
Digital Marketing Campaign Management
Performance Measure Metrics Dashboard
App Usage Analytics and Upgrade Planning
App Development Testing
Requirement Analysis and Use Cases
Design and Development
Product Integration and Testing
Social Collaboration and Security
There is a compelling business case
for utilities to explore a mobile app as
a channel for customer service opera-
tions. A mobile app has the capability to
be a one-stop solution for the customers
seeking to manage their utility needs.
8. cognizant 20-20 insights 8
modeling, target modeling, creating a roadmap,
milestone identification and benefits realiza-
tion planning. The approach is to understand the
utilities’ customer service strategy and identify the
gaps in the customer service model with a focus on
the “why” questions around the need for a mobile
app. The exit criteria would be to have a clear
understanding of the ”how.”
Utilities need to consider what elements in their
app will drive engagement with the customer
so that the app is viewed as a value-enhancing
element in the crowded mobile ecosystem. The
strategy should focus on driving meaningful con-
versations and providing avenues for customers
to transact and interact whenever they need,
from their device of choice – the mobile. The
app’s goal should be to drive stickiness and be an
integral part of the utilities service proposition.
Phase 2: App Development Testing Phase
One of the key challenges in the development
phase is to ensure an intuitive design and
usability aspect. However, the development
phase has a unique attribute specific to the
utility industry. Utility companies typically face
a challenge in that their main product (electric-
ity, gas or water) is not seen as “cool” as, say,
ordering a pizza or a movie ticket online. To
Testing
Go Live
App
Development
Requirements
Analysis
Product
Integration
Interface
Planning
Social
Integration
App Module
Design
Security Design
1
2
3
45
6
7
8
Mobile App
Development
Phase
The Mobile App Software Development Lifecycle
Figure 11
The strategy should focus on driving
meaningful conversations and providing
avenues for customers to transact and
interact whenever they need, from their
device of choice – the mobile.
Understand and
Agree on
‘Why’ an App
Makes Sense
Review Existing
Self-Serve Channels
Understand
Strengths
Understand Voice
of Customer
Voice of Business
to Formulate
Future State
Plan on
‘How’ the Vision
Will Be Realized
Decide and
Agree on KPIs
That Will Establish
Success or Failure
1
Strategic
Visioning
2
Business
Capability
Modeling
3
Target
Operating
Model
4
Roadmap
5
Benefit
Realization
Tracking
The Strategic Planning Progression
Figure 10
9. cognizant 20-20 insights 9
overcome this challenge, utilities must adopt
a structured approach to combine the transac-
tional and engagement features specific to their
customers’ needs. Making the customer central
to the design will ensure that the resulting app
is an engaging and intuitive solution for their
customers’ problems.
Phase 3: Marketing Service Support Phase
Developing a mobile app and making it available
in an app store is only the journey’s starting point.
Utilitiesunderstandhowandwhydigitalmarketing
can drive awareness and build adoption. The most
critical success parameter for a mobile app is the
total number of downloads and the engagement
duration of consumers.
Digital marketing plays a key role to ensure that
customers are aware of the app, interested in
downloading it, have a desire to try the app
features and want to develop an engaged
and sustainable relationship. To succeed, it is
essential to identify app marketing benchmarks
and continually enhance the engagement with
consumers. Utilities face their biggest challenge
in this phase in terms of devising mechanisms
to prevent the delete syndrome. Utilities must
continuously manage customer engagements
and evolve features and functionality to remain
relevant in a space where the frequency of
usage of a utilities mobile app is low compared
with other aps. It thus becomes very important
to make every touch point as meaningful and
as value-adding as possible to avoid the delete
syndrome (see Figure 12).
Looking Ahead
Technology capabilities are impacting utility
customer service by creating a differentiation in
user experience. As a starting point, the mobile
app UX provides a transition from multiple touch
points between customers and the utility to
a convenient single window solution at users’
fingertips. In addition, there is a wider scope
of mobility applications in the utility customer
self-service channel as digital and industry
boundaries become seamless and smartphones
become the digital link. Utilities are exploring
the mobile channel for engaging consumers with
energy efficiency initiatives through gamification
and other advanced engagement principles.
By leveraging the power of social, mobile,
analytics and cloud solutions (known as the SMAC
Stack), utility companies can develop an Internet
of Things ecosystem where consumers can use
mobile apps not only to manage their smart
home devices but also to engage with the utility
seamlessly, through a window of their choice.
STRATEGIZE
Identify App marketing
benchmarks and
best practices
IDENTIFY
MARKETING MIX
Determine marketing
and promotional
activities
MANAGE
CAMPAIGNS
Outline campaign to
promote mobile app
to the target group
MONITOR AND
MEASURE
Measure KPI against
the stated goals
and objectives
ANALYZE
Analyze App
download, trial,
adoption usage
INTEGRATE
Integrate results
and plan course
for the future
1 3 5
2 4 6
The Path Towards Digital Marketing Excellence
Figure 12
Utilities must continuously manage
customer engagements and evolve
features and functionality to remain
relevant in a space where the frequency
of usage of a utilities mobile app
is low compared with other aps.