Get to Zero Improving the customer experience

Transcription

1 Get to Zero Improving the customer experience

2 Serving our customers for over 100 years Headquarters: Bellevue, Washington, USA Employees: 2,700 Customers: 1.1 million electric customers 790,000 natural gas customers Service area: 6,000 square miles (15,500 sq. km), in Western Washington 2

3 CEO Challenge: Get to Zero! 3

4 In response PSE created Get To Zero At the programs inception we received 4 million calls That meant our customers had 4 million problems We want to: Prevent problems before they happen Notify & enable customers to easily self-serve Quickly help them when they do call In other words: Get To Zero 4

5 Mission and Vision To become our customers energy partner of choice, GTZ will transform the customer experience by proactively addressing their need to call through innovative tools, systems and processes. Guiding principles: PSE knows who I am and anticipates my needs. PSE makes and acts on commitments to its customers with confidence. I can easily locate the answers to my questions and resolve issues myself. I get the same accurate information no matter how I contact PSE and I know what to expect at every interaction. PSE will proactively inform me of things I care about through my preferred communication channel. 5

6 Data Quality: Hindered our vision and mission Inconsistent or missing information 73% Without address 23% Phone numbers mismatched between customer and business 15% Non-standard phone numbers Credit Collections, Field Multiple sources, Collections duplicative and obsolete information 27 Sources of customer contact information 3% Duplicate customer data 82% Customer Records are inactive 6

7 Dis-Integrated Work Management: The cause and effect NO WORK VISIBILITY CAN T MEET CUSTOMER COMMITMENTS NO SYSTEM INTEGRATION 1, mo. 67 min % Lost or mixed meters in 2015 To map new construction 0 % Average time to Information available from the field to the customer 3 weeks respond to power quality issues Restoration variance on average 2- hour outage 100 s Work types handled manually in 20 separate datasets Average projects per PM per year 50% New leaks caused by outside contractors Customer construction reschedule rate 20 Phantom outages per day 7

8 Customers couldn t easily get the help they needed Bill payment assistance for low-income customers 20 % Eligible for income assistance, only 5% served 4 calls minimum number of phone calls to PSE to process a single pledge $7.9M Unallocated to eligible population 30,700 Estimated phone calls from lowincome Payment Credit Collections, arrangements Field & budget plans Collections 200,685 Calls to request payment arrangements 373,000 Payment and installment arrangements $36M Defaulted by customers $128.5M Total payment arrangements 73% Arrangements administered by Call Center agents 8

9 Processes impeded our success Credit Collections, Field Credit collections, Collections field collections 275,000 70,000 55, ,000 55, min Annual disconnect orders issued Disconnect orders expire due to inaction Disconnections completed Payments taken in the field Customer calls to reconnect service Time with customer, plus 20-minute drive time Billing and payment 70 % Bills delivered via US Postal Service 15.9M Payments made through 13 separate channels / parties 220,000 Billing exceptions annually: 13 per 1,000 bills 811,170 Total payment and billing phone calls from customers 9

10 Why are customer calling PSE? 10

11 Customer behavior when interacting with PSE 11

12 Super 5 processes: Providing the framework for GTZ s initiatives I need financial assistance 3 I want to pay my bill 2 4 I m experiencing a service interruption I need you to explain my bill 1 5 I have a planned service event 12

13 Digital Core: Enabling the Super I need you to explain my bill I want to pay my bill I need financial assistance I m having a service interruption I have a planned service event Call center with guided experience Web Mobile Social Predictive IVR FSR with Mobile Devices Predictive notifications Customer 13

14 Four subprograms: driving strategic value across the enterprise Billing, Payment, Credit & Collections Customer Interface Data Management Integrated Work Management Identify and remove obstacles and errors in the BPCC business processes Implement improvement opportunities to eliminate calls and reduce average handle time Redesign how customers transact with us Design a consistent Cx across all channels Provide self-service options and proactive communications Improve data quality Establish foundation to manage data as a corporate asset Automated & mobile solutions for work & asset management to optimize field work 14

15 2018 projects timeline Customer Interface Billing, Payment, Credit and Collections Integrated Work Management Data Management and Analytics Social Core CRM Guided Process Bill Consolidation (3-Click) Online Bill Payment Enhancements / E-wallet (Fiserv Releases 1 & 2) IVR Quick Win #3 (Releases 2 & 3) Billing Performance Phase 2 (Release 5) Data Governance (Wave 1) Data Lake Lite Mobile Application (Release 1) Data Governance (Wave 2) IVR Release 1 (Predictive/natural voice) IWM Rollout #1 CRM Guided Process Start/Stop/Transfer (3-click) Mobile Application (Release 2) Data Governance (Wave 3) Web Release IWM Rollout #2 IVR Release 2 (Complete natural voice) Energy Assistance Q Q Q Q Version: February 8, Timeline and deliverables may be subject to change. 15

16 Our journey Outage Notifications Interactive Voice Response MNS SAP Work Manager Integrated Work Management PSE.com CRM Guided Processes Mobile App Customer Interface Start/Stop/ Transfer Meter Ops Social Core Energy Assistance Billing, Performance, Credit, Collections Gas & Electric IWM Rollouts Customer Self Service Scheduling Customer 360 Web and Mobile Enhancements Energy Assistance(low income) AMI Auto Disconnect/Reconnect CCS Customer Intake Customer Pre-Payment Bill Enhancements Data Governance Data Conversion Data Management Data Cleansing Data Analytics - Platform of Insights 16

17 Lessons learned Coordination across multiple Systems Integrators Master schedule and project dependency Benefits quantification Internal resource constraints Right people involved early 17

18 What has worked well Dedicated team Strong business engagement Thorough plan and roadmap methodology CEO endorsement Good business partners 18

19 Future State We ll become so good at what we do that our customers won t need to call us. 19