UNSCustomerExperienceBoardRetreat912v6
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Transcript of UNSCustomerExperienceBoardRetreat912v6
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Brands
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Why Should UNS Focus on the Customer?
• Revenue poten*al with the sale of new products /services. • Increased ability to cross service your exis*ng customers
– Increased adop,on of self service channels – Increased ability to deliver DSM/REST programs
• Improved brand reputa*on and increased customer loyalty – Builds trust when rate increases occur
• Enhanced rela*onship with Commission – Supported by voters (customers)
• Prepara*on for compe**on • Reduces live agent calls resul*ng in lower opera*ng costs
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The Op*mal UNS Customer Experience
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Adapted from ‘Mobile Retailing Blueprint: A Comprehensive Guide for Navigating the Mobile Landscape, Version 2.0.0,’ National Retail Federation’s Mobile Retailing Initiative, January 4, 2011
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Experiences Happen
Everywhere Customer
Web Bill Inserts
Web Ads
Radio Ads
Marke,ng Material
Live agent bill
IVR
E-‐mail
Mobile
Text
Chat
Customer Touchpoints
Customer Care Trouble &
Field
Meter Readers
Engineering
Key Accounts
Investor Rela,ons
Power Plant
Accoun,ng Finance
Energy Efficiency
Renewable
Marke,ng
IT
Audit
Legal
Regulatory
Experiences Happen Through
Everyone
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Customer Analytics
• Demographics • Income • Age • Household Composi*on • Urbaniza*on
• Neighborhood Measures • Tenure/Housing type • Predominant Ages • Employment • Educa*on • Race & Ethnicity
• Energy Usage • Program Par*cipa*on
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Customer Contact Distribution
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Calls by CSR 66%
Calls by IVR 24%
Automated Web 5%
Manual Web 5%
2012 Web Users 10%
Calls by CSR 80%
Calls by IVR 20%
2002
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Customer Engagement -‐ Communica*ons
Website
Collateral Materials 6 of 13
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Customer Engagement -‐ Communica*ons
Facebook TwiOer
Mobile App (Future) 7 of 13
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Employee Engagement -‐ Communica*ons
Foster employee
understanding of, and buy-‐in
for, the Customer
Experience strategy.
NewsleOer
Wallet Card 8 of 13
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ü Involta - $15M investment, 40,000 square foot data center, Tier III, co-location facility
ü 4.4MW - $2M in annual sales and $900,000 in margin ü Infrastructure improvement for our community ü Customer Experience in action ü Cross-functional team approach
ü Aerospace, bioscience, solar, transportation and logistics.
Economic Development
Align company growth ini*a*ves with local area of focus. Partner with local and state organiza*ons to drive new and expand
exis*ng businesses in our service territory.
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Current Projects ü Data Centers
$2M in annual sales $900,000 in annual margin
ü Leveraging Fixed Network Year 1 $105,000 Year 2 $238,000 Year 3 $369,000 Year 4 $500,000 Year 5 $567,000
ü Alternate business models for Energy Efficiency and Renewable
EE = $3.2M in 2012 Renewable = post incen,ve
ü Non-‐Road Transporta*on Market
New Product Development
Develop new products/businesses to meet customers’ energy needs and generate revenue for the organiza*on.
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Key Account Management
Enhance and maintain rela*onships with our largest customers. Realize revenue, mi*gate erosion, reduce O&M, save capital.
Current Projects ü Sierrita Substa*on sale Annual Revenue & Margin: $131,000/$59,500 ü Ina Road Waste Water Annual Revenue & Margin: $121,500/$548,000
ü Roger Road Waste Water Annual Revenue & Margin: $224,500/$135,750 ü Asarco outages/opportuni*es
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Customer Experience Process
Current Experience Audit & Mapping
1
Customer Research & Segmentation
2
Internal Process & Information Flow
Analysis 3
Policy & Goal Alignment Review
4
Experience & Interaction Design
5
Customer Insights Program Design
6
Business Case Development
& Presentation 7
Implementation
8
Ongoing Management & Optimization
9
UNDERSTAND
IMPLEMENT
EXCEL
Single view of the customer.
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Customer Analytics
Web and IVR
PLAN
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The Value of a Coordinated Customer Experience
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