The Future of Customer Experience in Energy A4...Customer Communications, E.ON (MW Interview)...

KasparRoos January2018

Whitepaper

TheFutureofCustomerExperienceintheEnergyIndustry

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01|Aspire|January2018

ThefutureofcustomerexperienceintheenergyindustryFOREWORD

Arecentsurvey1byDimensionData,aUSD$7.4Bglobalsystems

integrator,revealedan‘uncomfortable’truth:Whiletheoverwhelming

majority(89%)oforganizationsclaimthatcustomerexperience(CX),

underpinnedbydigitaltransformation,iscriticaltotheirsurvivalanda

topstrategicpriority,overhalf(51%)ofrespondentsarefailingtoact.

Thistensionisparticularlyvisibleintheenergyindustry.Drivenby

technologicalchange,risingcompetition,evolvinglegislative

frameworks,andtheneedtodeploymorecustomer-centric

technologies,manypowercompanieshaverecognizedtheneedfor

digitaltransformationtofundamentallyrethinktheirbusinessmodels

andredefinehowtheycanbetterserveandinteractwiththeir

customers.

Atthesametime,energyisaparticularlyslow-movingindustry.

Investmentstendtobehighlycapital-intensive,therearecomplex

regulatoryrequirements,andutilitiescannotofteneasilyinnovate

withoutinvolvingotherplayersintheoverallvaluechain.

BasedoninsightsfromQuadient’senergyexpertsandutilities

customers,aswellasourdealingswiththeenergysector,thispaper

presentsanoverviewofkeytrendsinCXthatareimpactingtheenergy

market.Whilerecognizingthatdigitaltransformationwillplayoutover

longtimeframes,thispaperaimstoprovidepracticaladvicethatcanbe

usedtodaytobuildsuperiorcustomerexperience.Withsomuch

disruptionimpactingtheindustry,thereisnotimetowait.

12017GlobalCustomerExperienceBenchmarkingReport,DimensionData.N=1,351respondentsacross80countries.

ByKasparRoos

CEOofAspire


ABSTRACT

Digitaltransformation,changingregulations,andnewindustrystructures

areallimpactingthetraditionalutilitymodel.Withthenewworld

unfolding,digitalopportunitiesareopeningforutilitycompaniesto

redefineproductsandservices,supportdecentralizedenergy

production,andbuilddeepercustomerrelationshipsbymovingfroman

energyasset-basedfocusedtoamorecustomer-centricfocus.

KEYRECOMMENDATIONS

§ Usescenarioplanningtoaligncustomerexperienceinitiatives

withstrategictransformationdirections.Omni-channel,product

differentiation,virtualcustomers,andhomeautomationare

areaswhereCXtechnologymakesabigdifferenceinhowutilities

communicateandinteractwiththeircustomers.

§ Refiningcustomercommunicationstrategies,modernizing

customerexperiencetechnology,usingjourneymapping

techniques,andotherbestpracticesaresomeofthemany

actionsthatcompaniesintheenergysectorcanadaptinorderto

buildcompetitiveadvantagesthroughcustomerexperience.

§ Tosupporttheshifttowarddecentralizedpowerprovisioningand

customer-centricity,itisimportantthatcompaniesdonotdelay

butfindwaysnowtousethelatesttechnologytobuildbetter

customerexperiences.Variousstudies2suggestthatleading

companiesrespondfasterthantheircompetitionwhenfaced

withdisruptivechangesintheircoremarkets.

2SuchasManagingUncertainty,PAConsultingGroup,2017


“Themajorityofconsumers(62%)arepreparedtopaymoreforasimpleexperience,while61%wouldrecommendabrandifithasaclearpropositionthatsavesthemtime.”-Source:Siegel+Gale,2017

1. INTRODUCTION

Theenergysectorisatapointoffundamentalchange.New

technologicaldevelopments,changesinpoliciesandregulations,and

structuralchangesleadingtotheriseofnewcompetitionareforcing

companiestoredefinetheiroperatingmodelsaswellastherelationship

thattheyhavewiththeircustomers.Ontopofthat,changingconsumer

behaviormakestheneedforusingcustomer-centrictechnologyfor

directengagementmorecritical.Environmentalconcernsandclimate

changeareexpectedtofurtherimpacttherelationshipthatcustomers

havewiththeirenergyproviders.

Asaresult,energycompaniesarefacinganuncertainfuture.Various

industryexpertsarguethatthenewelectricpowerindustrywillrevolve

arounddigitalplatformsand‘smart’gridsthatdealefficientlywith

decentralizedpowergeneration,supportlowcarbonsupplies,andfinda

businessmodelthatpromotesefficiency3.Thelatterespeciallyisakey

concern—asmoreandmoreconsumersaremovingawayfromthe

traditionalutilitiesmodel,theremainingcustomersarechargedmorefor

generationanddistribution.ThisisespeciallyproblematicfortheUSwith

itsvastexpanseoflandareaandsprawlingpopulations.

Asaresult,energycompanieswillhavetodigitallytransformusingthose

newlyfoundtechnologicalstrengthstobuildbettervaluepropositionsto

counterthechangesdescribedabove.Asfundamentaltransformation

andbusinessmodelinnovationsmaytakeyearstocomplete,afocuson

customerexperiencetoestablishnewwaysofdeliveringsuperior

customervalueshouldbethelowhangingfruit.

Theobjectiveofthispaperistoexplorehowpowercompaniescanuse

digitaltechnologytoimprovethecustomerexperienceandbuildmore

profitablecustomerrelationships.Forthis,itishelpfultounderstandthe

pertinenttechnologyaswellasbusinessandconsumertrendsthatare

impactingtheenergysectorsintheUSandEurope.Thiswhitepaperwill

thenassessitsimplicationsandproviderelevantrecommendationsand

tacticsthatCXprofessionalsshouldconsidertodrivemorevaluable

engagement.

3SmartPower,PeterFox-Penner,2010


2.TECHNOLOGYTRENDS

Technologicalchangeisbyfarthebiggestdriverofchangewithinthe

energymarket.Whileregionaldifferencesaffecthowcompaniesoperate

andarestructured,technologytendstobeborderless.Thefollowing

trends,relatedtocustomerexperience,impacttoavaryingdegreeevery

energyproviderintoday’smarketplace.

2.1DECENTRALIZEDPOWERGENERATION,STORAGE,ANDCONTROL

a. Decentralizedgenerationtechnologies,includingthequest

toexploitmorerenewableenergyresourcestofightclimate

change,willhavemajorimplications.Advancesinsolarwill

soonensurepriceparitywithgrid-generatedpower.

b. Solarandotherrenewablesourcessuchaswindturbines

havefluctuatingoutputcapacity.Advancementsinbattery

storage,suchastheTeslaPowerwall,orbytappingintothe

sparecapacityofelectriccarsthroughvehicle-to-grid

technology,willreduceconsumers’dependencieson

centralizedpowergeneration.

c. Smartgridsareevolvingfrom‘simply’dealingwithtwo-way

energyandcommunicationsflow,tointelligentand

interoperabledistributedenergysystems.Thesesystems

supportmodernconceptssuchascloud-based‘virtual

energyplants’whichaggregatethecapacitiesofconsumers’

energyassets.

2.2THECONNECTEDHOME

a. Homeautomationtechnologyisgaininggroundrapidlyin

themodernhome.Modernappliancesarebeingconnected

totheInternetandincreasinglycontrolledthroughvirtual

customerassistance(VCA)voicetechnologysuchasAmazon

Alexa,GoogleHome,orvirtualprivateassistant(VPA)

technologysuchasAppleSiriorMicrosoftCortana.


“ThelatestEnergyUKelectricityswitchingdata,publishedtoday,revealstheoverallnumberofelectricityswitchesin2016reached4.8million.Thisisarecordhighsince2013whenEnergyUKstartedpublishingdata,andupbyaquarter(26percent)on2015.”–EnergyUK,Jan2017

b. Hightechhomemonitoringsystemsareintegratedwith

sensorsforhouseholdstoknowwhichappliancesconsume

themostenergy.Smartlightbulbsequippedwithsensors

turnthemselvesonoroff.

c. TheriseofInternetofThings(IoT)andsmartappliances

enhancedwithscreenswilloffertheopportunityforutilities

toprovideanintegrated,digitalexperiencethatconnects

energyconservationinsightswithbillpaymentandcustomer

serviceengagementopportunities.

Figure3:SamsungSmartFridge,AmazonEchoShow

2.3CUSTOMER-CENTRICTECHNOLOGY

a. Consumerstodaydemandeasyexperiencesfromtheirutility

providers,especiallyfrompremiumbrands.Withonline

comparisonwebsitesmakingtheswitchbetweenenergy

suppliersextremelysimple,energyprovidersareforcedto

investincustomer-centricitysuchaspersonalizationand

omni-channelcommunicationsforbetterretentionand

loyalty.

b. Thecontinuedriseofmobilecapabilitiesisamajortrendthat

energyproviderscannotignore.CompaniessuchasHivein

theUK,partofBritishGas,providemobileexperiencesto


“Utilitiesalreadyhaveaccesstodataandtoolsthattheycanusetobegindeployingproductionanalyticsandgeneratinginsightsthatcreatevalue.Forexample,somehavealreadysharpenedtheiraccuracyinpredictingequipmentfailuresandpower-outagedurations—resultsthatcanreduce

“Utilitiesalreadyhaveaccesstodataandtoolsthattheycanusetobegindeployingproductionanalyticsandgeneratinginsightsthatcreatevalue.Forexample,somehavealreadysharpenedtheiraccuracyinpredictingequipmentfailuresandpower-outagedurations—resultsthatcanreducecostsandincreasecustomersatisfaction.”Source:Guille&Zech,BainandMckinsey2016

understandenergyconsumptionandusesmartthermostats

tocontrolheatingbasedonmeasured(i.e.geolocation)and

predictivebehavior(knowingwhenapersonislikelytocome

home).

2.4SERVICEIMPROVEMENTSTHROUGHBIGDATAANALYTICS

a. Bigdataanalyticswilldrivefutureengagementsandservice

offerings.Forinstance,understandingdatathatrelatesto

consumerpreferencesonpricesortypesofenergy

consumedwillbehelpfulforbusinessestounderstandwhen

engagingwithacustomer.Infact,BritishGasprovidesiPads

toitsserviceengineersthatalreadycontainpertinent

informationaboutissuesraisedbyacustomerpriorto

visitingtheirhomes.

b. Geolocationanalyticshelpcompaniesunderstandweather

patternsandpotentialservicedisruptionsandhowthese

mayaffectitscustomers.Thisanalysisprovides

opportunitiesfordeliveringabettercustomerexperienceby

usingadvanceddataanalyticsandgeolocationdatato

predictlocalimpactanddevelopnotificationmessagingto

preparecustomers.

c. Lastly,bigdataanalyticshelpenergyandutilitycompanies

toimprovesegmentationofcustomersanddevelopproduct

andservicesofferingsthatbettermatchcustomers’

preferences.InEurope,dedicatedenergyproductshave

emergedbasedoncustomer’svalueinrelationtorenewable

energies,nuclear,orcommunicationpreferences.For

instance,adigitalenergypackageisofferedatmuchlower

costthanatraditionalcontractthatincludesprint-based

communications.


“Customerexperienceisourdifferentiator;weprovideanomni-channelbillingexperiencecenteredonmobileanddynamiccommunications.Thisiswhatourend-userswant.”-JohnHayden,SeniorBillingTeamLead,Conservice(US-based3rdpartyutilitymanagementproviderspecializinginmulti-familyrealestate)

“Customerexperienceisourdifferentiator;weprovideanomni-channelbillingexperiencecenteredonmobileanddynamiccommunications.Thisiswhatourend-userswant.”-JohnHayden,SeniorBillingTeamLead,Conservice(US-based3rdpartyutilitymanagementproviderspecializinginmulti-familyrealestate)

3. IMPLICATIONS

Withsomuchuncertainty,itishelpfultothinkthroughvariousscenarios

ofhowtheutilitiesmarketplacewillevolveintheyearstocome.A

helpfuloverviewisprovidedinFigure4,whichplotsfourdifferent

scenariosbasedontwomegatrends:1)fromcentralizedtodecentralized

energyproductionand2)fromasset-centrictobecomingcustomer-

centric.

Figure4:Strategicdirectionsbasedonindustryevolution

Thesetwomegatrendsleadtofourscenariosthatutility

companiesneedtoplanforinthefuture.Eachstepisagradual

evolution.

1. Omni-channelscenario

Inthisscenario,theutilitycompanywillusenewtechnology,

especiallyaroundmobiletoredesignthecurrentcustomer

experienceandbuilddeeperdigitalengagement.Legacy

communicationswillstillplayamajorrole,butprinted

communicationsshouldberedesignedtomakethemeasierto

3.VirtualCustomer

2.ProductDifferentiation

1.Omni-Channel

4.AutomatedHome

CustomerExperienceDirections

Decentralized

Customer

Centralized

EnergyGeneration

Asset

StrategicFocus

CurrentState


“Energyischanging,peoplehavemuchmorechoiceaboutwhereitcomesfromandhowtheyuseit.This[newcampaigntopromoteE.ON’snew‘solarandstorage’offering]isusbeingapurpose-ledbrandandshowingwestrivefornewdevelopmentsinenergy,whetherthat’ssolarorelectricvehiclecharging”–EmmaInston,HeadofGlobalBrandandCustomerCommunications,E.ON(MWInterview)

understandandbetteralignedwithdigitalcommunications.CX

tacticsshouldbedeployedtoimprovecustomersatisfactionand

retention.Forexample,ifanewcustomer’sfirstbillishigher

thanthecontractvalue,apersonalizedvideocanbesentto

explainthehigherbillthusreducingcallcentervolume.Dynamic

communicationsallowtherecipienttointeractwiththecontent

forrichanddynamicmobileexperiences.E-mailsthatcontain

actualusageinformationshouldpullthelatestdatafromthe

serverwhiletheyarebeingopened,therebyprovidingalways

up-to-dateusageinformationtocustomers.

2. Productdifferentiation

Inthisscenario,theutilitycompanyrecognizesthatitshould

fundamentallyoverhaulitsinteractionswithcustomers.Through

dataanalyticsandjourneymapping,thecompanywillidentify

customersegmentsandpersonasthatsharedifferent

characteristicsandshouldbeaddresseddifferently.

Armedwiththisknowledge,thecompanywillthendevelopnew

productsorpotentiallyformnewdistributionpartnershipsto

reachthosecustomers.Forexample,somecustomersmayonly

wanttheirpower-mixtocontaincarbon-neutralpower,while

othersareagainstnuclear.Thistypeofproductdifferentiation

requiressomelevelofsupplychainintegrationandthe

developmentofmoreadvancedpricingtactics.

Anotherrecentlymorepopularofferingistodifferentiateby

communicationtype;forexampletoofferlowercostto

customerswhosignupfora‘digital’account.Thisrequiresthe

customertorecordtheirmeterreadingsonlineandtoreceive

communicationsthataresentelectronically.

Lastly,byprovidingwhite-labelproductsformajorretailers,

energycompaniescanexpandtheirreach.However,incertain

countriestheregulatorprohibitstoomuchpricedifferentiation

throughwhite-labeling,orforcesretailerstoinformtheir

customersiftherearelower-costplansavailable.


“InastudydonebyDeloitte,82%ofconsumersconsulttheirmobiledevicespriortopurchase.Inaddition,33%ofconsumersmadepurchasedecisionsuponreceivinginformationinamicromomentoruponavailabilityoftheinformationneeded.”

“It’sclearthatdespiteallthebuildingblocksbeingthere–betterbroadband,decreasinghardwarecostsandconsumerappetiteforconnectivity–westillhaven’tcrackedhowtomaketheconnectedhomeapplicabletoamassaudience”–TomGuy,Commercial&ProductDirector,Hive(CampaignInterview)

Personalized,omni-channelcommunicationsareessentialfor

productdifferentiation,andprovidersneedtocarefullyconsider

howtoovercomesiloesforcoherentofferings,andensurethat

theircommunicationsarebrandedsoitlookstheycomefrom

theirchannelpartner.

3. VirtualCustomers

Thisscenarioisbasedonthefactthatcustomersareincreasingly

becomingpowergeneratorsthemselves.Bypartneringwiththeir

customers,utilitycompaniescanbuildstrongerrelationships.

E.ONintheUK,forinstance,activelymarketstheirVirtualPower

Plant(VPP),whichincludescontrolsoftwaretohelpcustomers

monitorandmanagetheirenergyassetsandconnectthemto

E.ON’scloud-basedVPP.Fromacustomerexperience

perspective,conservationandeducationcanbepartofthe

strategy.

Conservationtohelpcustomersactivelysaveenergyandprovide

educationonhowthechangesintheenergymarketoffers

opportunitiesforcustomerstobenefitfromnewdevelopments.

4. Homeautomation

Theautomated,servicedhomeisthemostadvancedscenarioin

whichtheutilitycompanycombinesallthreescenariosabove

anddramaticallytransformshowitengageswithitscustomers.A

fundamentalpartofthenewengagementisbasedonanalytics,

thecloud,andIoT.Smartmeters,thermostats,andsmart

appliancesshouldallbesupported;infact,thecustomerislikely

tousetechnologythatispartofawiderecosystem.Forutility

providers,theremayevenbeopportunitiestopartnerwith

providerssuchasTeslaforhomebatterystorage,ortodevelop

innovativeenergystorageservicesintheelectricvehicle-to-grid

space.

Additionally,anotherfactorthatdrivesinterestinredefiningCX

istheriseofanewwaveofconsumers—themillennials.Often

thoughttobeveryadeptinthedigitalworld,millennialsmay

wanttouseinstantdigitaltechnologyatmuchhigherscaleand


arelookingforinstantengagement,i.e.throughsocialmediaor

mobilemessagingautomation,suchaschatbots,orbyusing

mobilestomakepurchasedecisions.

4. IMPERATIVES

Withcustomerexperiencereceivingmorefocus,energycompaniesneed

totakeacloselookattheiravailabletechnology,people,andprocesses

andassessiftheircapabilitiesaresufficientforadigitalfuture.In

additiontoarapidlyevolvingtechnologylandscape,regulatory

challengesoftenimpactsdecision-makingaswell.Itis,therefore,

essentialtoensurethatmodernCXtechnologyisbeingused,including

technologythatisoptimizedforworkinginhighly-regulated

environments.

4.1 DEVELOPACOMPELLINGCXSTRATEGY,INCLUDINGCUSTOMERCOMMUNICATIONS

Digitaltransformationisthedigitizationofprocessesandusingthose

newlyfounddigitalcapabilitiestoredefinebusinessmodelsandimprove

customerexperience.SinceCXisthesumofallinteractionsthatabrand

haswithitscustomers,itmakessensetostartanalyzingthose

interactionsandlookforanybrokenexperiences.

Withinregulatedindustries,changingproductsandpricesaredifficult

andgenerallyslow-movingprocesses.Quickwinscantypicallybefound

byfocusingoncustomercommunications—makinginteractionseasier

tounderstand,morerelevant,orbyensuringimprovedempathyand

tone-of-voicethatbuildsmorepositiveemotions.

Regardless,companiesareadvisedtoreviewtheircurrent

communicationprocesses,understandhowtheyimpactcustomer

experience(throughcustomerinsightsresearch),anddevelopan

optimizationstrategytoaddressthosequickwins.

4.2 MODERNIZINGYOURCXTECHNOLOGYSTACK

Animportantelementintoday’srapidlyevolvingworldistounderpin

yourCXstrategywithmoderntechnology.Movingtoflexible,future-


proofarchitecturesallowsbusinessestoeasilyswaporupgrade

componentswithouthavingtomigrateorredesignentiresystems.While

eachbusinessisunique,therearesomecharacteristicsthatnext-

generationCXsystemsshare:

a. Decouplingoforchestrationanddelivery.Ensuringthe

deliveryofcommunicationsisperformedbysystemsthatare

conceptuallyseparatedfromtheanalyticsandengagement

systems.Thisconceptprovidesthemostflexibility;inthe

future,wecanexpectdelivery—whetherbyamarketing

campaigntool,CustomerRelationshipManagement(CRM)

system,BusinessProcessManagement(BPM))tool,or

CustomerCommunicationsManagement(CCM)toolto

becomecentralized,basedonashared-deliverycomponent

thatintegrateswithallthevarioussystems.Havingbusiness

rulesandcommunicationdeliverybehaviorprogrammed

withinthosesiloeswill,therefore,ultimatelybeaninhibitor

tofutureroadmaps.Definingbusinessoutcomes,linking

capabilitiestoit,andthenensuringloosely-coupled

integrationbetweencomponentsbasedonmodern,cloud-

basedarchitecturesisthewayforward,especiallynowthat

boundariesseemtobeblurringbetweensoftwareareas.

b. Usingdedicatedmiddlewareforquickintegrationand

configuration.Digitaltransformationisalmostneverarip-

and-replaceactivity.Inreality,transformationhappensby

takingsmallstepsthatoftenrequirecontinuedrefinement

oroptimization.Havingarchitecturesthatcanbeeasily

reconfiguredareessential,forexamplebyusingservicebus

technologywithpredevelopedconnectorsforcloud-to-cloud

integration.

c. Enablingbusinessuserstoowntheinteractionexperience

Usinglow-code/no-codeframeworksforrapidmobile

deployment,oronlinetoolsforbusinessuserstocontrolthe

communicationsorinteractionexperiencewithoutIT

involvementisakeyrequirementforanyenergycompany

thatwantstoimprovecustomerexperience.Gonearethe


daysthatbusinessescanaffordtotakemonthstomake

communicationchanges.

4.3ENSURINGAGILITYTOMEETREGULATORYCHANGESANDEVOLVINGMARKETNEEDS

Anothermajoritemforbusinessesintheenergyspaceistocomplywith

regulatoryrequirements.Archiving,changemanagement,audittrails,

GeneralDataProtectionRegulation(GDPR)intheEU,andsimilardata

protectionrequirementsintheUSandrestofworld—thelistof

requirementsisalongone.Havingtechnologythatisdesignedto

operatewithintheboundariessetbylegalregulatorsisamust-havefor

anyutilityprovider.

4.4USINGJOURNEYMAPPINGANDOTHERCXBESTPRACTICESTOBUILDSUPERIOREXPERIENCES

Asenergyprovidersarebecomingmorecustomer-centric,theneed

arisestodeploycustomer-centrictechnologyinamoreeffectiveway.

Journeymapping—thepracticetounderstandhowcustomersinteract

withthebrandoveraperiodoftimeforthecompletionofspecifictasks

—rapidlyisbecominganessentialtoolforCXoptimization.Journey

mapshelpcustomerexperienceprofessionalstounderstandthe

touchpoints,seewhatexperiencesarebroken,andthenworkwiththeir

counterpartsinthebusiness,IT,anddesignteamstoprioritizewhat

occurrenceneedsrenovation.

4.5INVESTINGINCXSHAREDSERVICESORCXSTEERINGCOMMITTEESFORCONSISTENTENGAGEMENT

Customerexperienceimpactseverytouchpointthatacustomerhaswith

thebrand—rangingfrommarketing,toonboarding,tocustomer

service,andeventheleavingprocess.Ensuringthatinteractionsare

managedholisticallyacrosstheentireorganizationoftenrequires

organizationalalignments.Forexample,investinginadedicated

executivetaskedwithcustomerexperience,settingupaCXshared

servicesteam,orensuringaCXsteeringcommitteewiththeauthorityto


coordinatebetweenorganizationalfunctionsandensureconsistencyin

brandlook-and-feel,messaging,andinteractionexperienceacrossthe

entireorganizationareessentialtosuccess.

5 CLOSINGTHOUGHTS

Theenergymarketfacesanuncertainfuturebasedondisruptive

technology,policy,andbusinesstrendsthatareimpactingtheindustry.

Despitethis,focusingoncustomerexperienceisasafebet—customers

arechangingtheirbehaviorsanddemandingmorerelevantinteractions.

Rememberthatbettercustomercommunicationssuchasrelevant,data-

driven,omni-channelcommunicationsareoftentheeasiestwayof

improvingcustomerexperience,especiallyinregulatedindustries.

IfyouareinterestedinlearningmoreaboutusinginnovativeCX

technology,Quadientisaleadingcustomerexperienceproviderwitha

strongheritageinthecustomercommunicationsspace.

Ifyouareinterestedinhavingadedicatedstrategyspecialistassisting

youwithastrategicreviewofyourinteractionandcommunications

operations,thenAspireisacompanyyoumaywanttotalkwith.

ABOUTQUADIENT

Quadient,aNeopostDigitalCompany,providestechnologythatenables

organizationstocreatebetterexperiencesfortheircustomersthrough

timely,optimized,contextual,highlyindividualized,andaccurate

communicationsforallchannels.Oursolutionsareusedbythousandsof

clientsandpartnersworldwidetoactivatetheirorganizationsinthe

nameofcustomerexperience.

ABOUTASPIRE

AspireCustomerCommunicationsServices(Aspire),isaLondon-based

CCM/CXstrategyfirmthatworkswithenterpriseleadersacrossthe

globetorealizehigh-impactcustomercommunicationstransformation.

The Future of Customer Experience in Energy A4...Customer Communications, E.ON (MW Interview)...

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