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9/2/2015 Multi-Channel Customer Engagement Model Enhances the Customer Experience and Improves Program Performance | Articles | Billing and Customer Care | Ut…

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Part 3 of 3 Driving a Better UtilityCustomer Experience with Analyticsas a Service: Increasing ProgramSuccess with Predictive AnalyticsTuesday Sep 29, 2015 12:00 PM Eastern Virtual Event

A Free Intelligent Utility Webinar Series: Tuesday,July 28 Making the Most of Multichannel |Tuesday, August 18 Responding to the Voice ofthe Customer | Tuesday, September 29 Increasing Program Success with PredictiveAnalytics more...

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MultiChannel Customer Engagement Model Enhances theCustomer Experience and Improves Program PerformancePosted on January 22, 2014Posted By: Jim McCarthyTopic: Billing & Customer Care

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Optimizing the "customer experience" is no longer just a focus for destination resorts or retail stores. Strengtheningcustomer engagement is essential for utility and energy companies today as customers increasingly demand and expectquick access to uptodate information. In today's `realtime' communications age, poor customer service can produceimmediate and longlasting negative repercussions.

Customer engagement is often a difficult task to define, implement and measure due to a number of institutional factorsincluding a lack of historical emphasis, limited resources and scalability within the organization. Yet, the impact of poorcustomer service or limited infrastructure to support it is most apparent during severe weather events, in low programenrollment and general weak brand perception.

Some energy providers in the Northeast are still repairing their reputations and customer relationships that weredamaged after Superstorm Sandy in 2012 and Hurricane Irene in 2011. A J.D. Power 2013 Electric Utility BusinessCustomer Satisfaction Study ranked "communications" as one of the lowest rated categories of satisfaction. AnAccenture survey this past summer found that less than a quarter of consumers "trust" their utility company. Thesechallenges are exacerbated by social media when poor service and negative brand perception can easily translate intoscathing public comments on Facebook and Twitter and rapid fire complaints on the internet to media, consumer groupsand government agencies with the click of a `send button.'

With this in mind, and in the wake of recent severe weather events that resulted in negative publicity and governmentinquiries about customer service, utilities are rethinking their customer engagement strategies. Gulf Power recentlyoverhauled its voice response unit in answer to complaints about the difficulty customers experienced reaching a liveperson. PG&E has expanded its communication channels to include call center agents, online chat, mobile devices andsocial media platforms.

Developing a broader, multichannel platform for customer communications is one of the smartest investments that canbe made today. In addition to bolstering customer communications, utilities can also significantly benefit from a morecomprehensive, accurate and updated platform for data collection and results reporting. One key area where utilities canleverage the full potential of a multichannel customer engagement platform is improving enrollment for programs thatare designed to help customers save energy and lower bills.

The EPA's National Action Plan for Energy Efficiency cites customers' "lack of information" and "lack of programawareness" as key barriers to the implementation of energy efficiency programs in all customer segments except newresidential homes. Often, strong customer engagement does make a difference in a world of short attention spans,information overload and the constant competition for attention. Employing a holistic, surroundstrategy that utilizes amultichannel customer engagement approach and emphasizes personalization delivers the message effectively. This isas critical as the message itself.

The customer experience that generates positive reviews and brand loyalty today delivers accurate, relevant andpersonalized information on an individual basis. The role of the call center is too often narrowly focused on intakevolume rather than the quality and depth of output in the customer relationship. Implementing a truly holistic customerexperience model that utilizes the call center as the foundation for a multichannel approach is critical. Integratingeverything from online support to mailing marketing materials and tracking customer interaction has proven to besuccessful and is not just good customer service but distinguished engagement.

This model's effectiveness is most valuable for programs such as energy incentives due to the complexity of programrequirements, regulatory dynamics and potentially confusing information for the customer. Given the potential program



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intricacies and cost of rollout, consumer benefit information should be readily available and highlighted by call centerrepresentatives, marketing outreach material and website content. The EPA's conclusion that customers were simplyunaware or had limited information about energy efficiency programs might be frustrating but reinforces the need toaggressively utilize multiple channels of communication and do so with planned frequency and an aligned message.

Some utilities are also revisiting their communication strategies surrounding federally funded programs like the LowIncome Home Energy Assistance Program (LIHEAP). A recent overview of performance measurements in LIHEAPhighlighted those programs that deliver effective datasharing between home energy suppliers and LIHEAP grantees. Atthe core of their success was effective consumer engagement and clear communication of program operations. TheLIHEAP programs that were most effective also excelled at data collection and integration which provided valuableinsights on applicants that could then be used to target additional services and improve performance.

In addition to programs, online customer dashboards have proven to be one of the most successful methods ofimproving customer engagement and collecting data to enhance and grow those relationships. Many utilities haveincreased their investment in these dashboards because of the scalability they offer in creating deep benefits for theprovider and user seeking information and connectivity. Many of these dashboards are fed by advanced Smart MeterData and offer several HAN selfservice options. These customer engagement tools have shown the potential toincrease program participation and brand loyalty as well as drive quicker service resolution, bill payments and valuablecustomer feedback.

Approximately 46% of utilities now offer customers the ability to access their usage information online. And while drivingcustomers to a website can have substantial benefits, updating the online experience is vital. The ideal utility or energywebsite is evolving due to advances in technology and customers' expectations for dynamic features like outage maps.A customerdriven web design focused on the user experience is designed to adjust their web strategy to everchangingcustomer expectations, so that Web traffic, and thus selfservice and customer satisfaction, can continue to grow.

Utility and energy companies need to think of themselves today as information providers as much as service providers.Technology has intensified the expectation of realtime, accessible, personalized information and service. Providers thatembrace this challenge and employ a multifaceted communications platform will enjoy a competitive advantage.Specialized customer care agents, informative marketing materials and robust online channels, all centered onpersonalizing the customer experience, will improve program performance, data integrity and overall customersatisfaction.

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Authored By:

Jim McCarthyJim McCarthy joined Solix in May 2012 as Vice President of Sales and is responsible for thecompany's sales strategies and marketing efforts. Jim's extensive experience includes arecord of achievement at Verizon where he progressed through the sales, marketing andbusiness planning ranks beginning as a sales account executive and culminating as aregional vice president responsible for managing the company's 60 largest accounts. Inaddition, he served as

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