Accelerating Internal Productivity and Energy Services

Transcription

1 Accelerating Internal Productivity and Energy Services Evolving Account Management Emily Nichols Manager Commercial Delivery Sacramento Municipal Utility District (SMUD)

2 Digital self-service preference Program/product diversity Accounts per manager Commercial Account Management Operations resources Emphasis on program enrollment Segment planning/execution 2

3 APPROACH The most difficult thing is the decision to act, the rest is merely tenacity. -Amelia Earhart 3

4 Top 300+ customers prioritized >300kW; Revenue between $100k-250 annually kW; Revenue less than $100k annually ,700 $423M $61.5M $150M $1.2M $140k $20k Dedicated account advisor, highly individualized account management, long term planning, customized solutions Dedicated account advisor, account management, long term planning Dedicated representative by geography, regional/community associations, selfservice tools 4

5 Communication & Marketing External, multi-channel (field, digital, traditional) targeting, emphasizing themes derived from high indicators Reliability of Service Makes it easy to do business with them Value SMUD provides to the Community Billing and payment process 5

6 Operational Enhancement Internal, tactically focused projects selected from low indicators in each commercial segment by organization Makes you feel like you are in control of your electricity usage Communications from SMUD during electricity interruptions Signing up for additional services (rebates, energy programs) Coordination between different departments at SMUD 6

7 Reliability Outage Awareness Planned Maintenance Online Self- Service Tools Easy Business Tools Billing and Payment Strategic Account Advisor MyAccount Energy Solutions Do-it Yourself Supported Financing Community Partner Neighborhood Infrastructure Improvements Green Solutions 7

8 Measurement Data & Tools People 8

9 MEASUREMENT Measure what is measurable, and make measurable what is not so -Galileo Galilei 9

10 Measurement Trustworthiness Reliable Energy Low Price E Source Business Gap and Priority Benchmark

11 Measurement Trustworthiness Reliable Energy Low Price 11

12 51% of sales leaders are focused on deepening customer relationships State of Sales - Salesforce 12

13 Advance Goals Conversion Customer Interaction Value For What You Pay Revenue Project Management 13

14 Advance Goals Value For What You Pay Commercial customers perceive that their utility, through the account advisor, is a partner which offers the energy, information, and tools necessary for a successful business 14

15 Advance Goals Conversion Commercial customer are offered the right product/service at the right time, optimizing CX knowledge and targeting while advancing account management outcomes. 15

16 Advance Goals Revenue Account Advisors increase revenue generation through innovative and customer-centric offerings which target critical segments. 16

17 Advance Goals Project Management Tactical plans are established and executed supporting overall strategic plan, enhancing service to underserved commercial segments and correcting operational processes. 17

18 Advance Goals Customer Interaction Increase overall experiences across commercial segments, knowing that agnostic of size customers want to see you. 18

19 19

20 Metric development Engage account advisors and senior leadership Identify available sources for monitoring and measurement Regularly expose results to implementers 20

21 Metric development Value For What You Pay Conversion Revenue Increase commercial VFP overall Deploy transactional survey, achieving 90 completions Increase participation in revenue generation & securing programs, delivering $1.6 million in additional revenue Convert 20% of sales opportunities with customers Increase customer interactions by 20% 65.3 GWh energy efficiency 21

22 Strategic account advisory role MEASUREMENT 22

23 Strategic account advisory role MEASUREMENT 23

24 DATA & TOOLS Maybe stories are just data with a soul. -Brene Brown 24

25 Knowledgeable about their company and products Knowledgable about my industry 38% 42% 58% 62% Prepared for the questions I ask 30% 70% Knowledgable about my specific business 24% 76% No Yes Can relate to my role and responsibilities 23% 77% Understands my issues and where they can help 22% 78% Has relevant examples or case studies 21% 79% NA & Europe Executive Buyer Insight Forrester Research 25

26 Elevate basics PROGRAMS SERVICE COSTS SATISFACTION Target, engage, and convert high value customers at greater scale Reduce customer research, outreach, and follow-up time Create streamlined and productive customer interactions that delight 26

27 65% of SMB customers are not satisfied with targeted solutions from utilities. Accenutre, JD Power 27

28 Strategic account advisory role DATA UTILIZATION TARGET HIGH VALUE CUSTOMERS based on opportunity and acct assignments DEVELOP PERSONALIZED COLLATERAL with building-specific insights & messages ENGAGE YOUR ACCOUNTS productively and with confidence 28

29 Strategic account advisory role DATA UTILIZATION UNDERSTAND MARKET POTENTIAL across segments and savings opportunities TARGET UNTAPPED SEGMENTS to improve impact of existing offerings CREATE NEW OFFERINGS to engage underserved customers 29

30 Strategic account advisory role DATA UTILIZATION DESIGN TARGETED CAMPAIGNS by connecting high-value cohorts with specific offerings EASY CAMPAIGN ENABLEMENT using exportable customer lead list 30

31 PEOPLE When someone tells me no, it doesn t mean I can t do it, it simply means I can t do it with them. -Karen E. Quinones Miller 31

32 Internal co-conspirators Customer Operations Customer Service Account Management Program Management

33 Internal co-conspirators CUSTOMER OPERATIONS JD Power score trends Low digital adoption Customer data access Compliance Customer education Reaching SMB

34 Internal co-conspirators CUSTOMER SERVICE Bill/Usage complaints Call handling, repeat calls, call escalation metrics Too many tools Improving cross-selling

35 Internal co-conspirators ACCOUNT MANAGEMENT Reaching more customers Identifying high quality/propensity customers Lowering sales cycles Increasing program adoption rates Matching right customer with right offer

36 Internal co-conspirators PROGRAM MANAGEMENT Optimizing customer offerings/design Reaching underserved market segments Hitting EE/DSM goals Managing demand/grid constraints Managing implementer/contractor partners

37 Account managers Transactional CX Project Management Ideation

38 Only 48% of utilities have both support staff and a leader or group that develops business customer interaction strategy. Account Management Assessment 2017 E Source 38

39 Transactional CX Basic Bill Payment Start/Stop Service Service Upgrades Outage Elevate Usage Analytics Optional Programs Carbon Reduction Self Service Channel of Preference 39

40 Project management Dashboards & Tracking Restaurant Education Segment experience Targeted Newsletters Outage Communication Outage Customer Training SMB Field Blitz Grocery CX Mapping 40

41 Project management Bill Pay Your Way Deployment Product engagement FirstAdvisor Deployment Product Portfolio Review Segment Product Dashboard My Rate Analyst 41

42 Project management VFP Contact Correction SMB VFP Field Survey Operational excellence Segment Account Identifier Scenario Analysis Tool Replacement Data Validation Phase 1 SAA Field Audit Training Process Improvement Scheduled Outage Process Improvement Unscheduled Outage 42

43 Strategic account advisory role PEOPLE Dreamer Builder Spoiler What do we want? How would it practically happen? Why cannot we apply it? 43

44 Measure something different Selfishly prioritize data & tools Get messy with people 44

45 PROGRAMS SERVICE COSTS SATISFACTION 25-50% greater project size 1.5-2x increase conversion rate 1.5-3x shorter time to customer commitment 9 point increase in SMB satisfaction scores 45

46 Trustworthiness Reliable Energy Low Price E Source Business Gap and Priority Benchmark

47 Emily Nichols, Manager Commercial Delivery: 47