Casestudy DF Customer Monitoring

Case Study: Customer Monitoring for an operating Distribution Franchisee

Catalyzing emerging business models through

STAKEHOLDER ENGAGEMENT | CONSULTING | RESEARCH

5/28/2012 1© pManifold. All rights reserved.

http://www.pmanifold.com/

Client situation…

• Client took over the distribution franchisee operations in 2011.

• It faced a tough challenge of managing the local power network first hand while handling the customers base, opinion leaders, employees and onlookers who were largely either ‘un-welcoming’ or ‘un-clear’ about Client’s abilities.

• It faced a severe catastrophic event soon on taking charge, which crippled a large part of the local power distribution network and questioned the ability of the company to react and restore supply to the affected areas. Some sensitive areas were without power for over 48 hours.

• From the outset and amongst other initiatives, Client wanted to understand their customer base and what their realistic needs and expectations were so to better engage with them.

5/28/2012 © pManifold. All rights reserved. 2

Client’s key questions…

•As the 4th objective of a Distribution Franchisee Agreement is to “Improve Customer Satisfaction”, how would they benchmark any improvement in customer opinions, preferences and/or satisfaction if they didn’t know what the baseline was when the licensee was operating the network?

•What customer perceptions exists on ‘privatisation’ that they will need to tackle and change to improve their brand’s acceptance locally? Who would be their local ambassadors to drive the change of perception?

•What customer preferences exists with respect to ‘modes of payment’, ‘modes of being contacted’, ‘Bill language’ etc which would help them plan out or validate the investments in their new IT systems?

•What network improvements, servicing actions were resulting in improved service delivery to the customer?

While they would be busy making

network side upgrades, efficienc

y improvements and customer

service improvements, ho

w would they know…


How to improve service delivery and collect timely payments from customers?

Informed and

Timely Decisions

Delighted & Paying Customer

Better Roll out Plan

Better Service Delivery

Improved Collection Efficiency

Improved Theft Control

Perception Management

Performance Management

pManifold’s Solution: EUCOPS Framework deployed as a land based, random sampled survey executed independently

CS

Power Quality & Reliability

Customer Service

Communication

Meter Billing and Payment

Price

Information Access & Record

Handling

Company Image

1. Unplanned Outages2. Planned Outages3. Voltage Stability4. Safety & Maintenance5. Breakdown Restoration

7. Ease of New Meter8. Resolution Meter Complaints9. Resolution Billing Complaints10. Access to customer service11. Staff Behavior12. Customer Service Response Time

13. Advance notice about disruption14. Advance notice about public work15. Awareness- Energy Efficiency16. Awareness- Consumer Rights17. Communication Modes

18. Meter Accuracy19. Bill Receipt on Time20. Billing Accuracy21. Easy bill understanding22. Modes of Payment

23. Fairness of Price24. Value for money

25. Complaints records handling

26. Online Accessibility of Records

27. Capability28. Community Engagement

Consumption Profiling Electricity consumption Profession & Education level Economic statusMeter type, back up devices, etc

Satisfaction questions on 7 Factors ‘Forced Choice’ 5 pointer Likert scale – VS, S, DS, VDS, NA Order of Importance for all Factors 7 Factors – total 28 Attributes

Opinion Questions 5 pointer Likert scale – SA, A, DA, SDA, NA Validation

45/28/2012 Copyright (c) pManifold.Electric Utility

EUCOPS – Electric Utility Customer Opinion Preferences & Satisfaction

Our EUCOPS Survey & Research Methodology

5

Model, Measure, Analyze, Design, Engage & Monitor

Survey Questionnaire Inputs

• Inputs from all Stakeholders

F

Sample Plan• 95% ± 5.3% Confidence Level at Division Level • Coverage of L/M/H Income Households

F

Survey GIS Plan• GIS grid allocation covering DCs• Coverage geographically spread & as per utility issues

F

Survey Team Training• 2 days classroom training• 3 days practical on-site session

Survey Execution and Monitoring

• Daily updating by team members, Daily data check• Daily customer feedback call

Survey Data Digitization• MS Access database digitization• Consistency Check

QC

GIS Mapping• GIS Mapping of Respondents• Associating data and KML generations

Final Analysis• CSI Calculations• Pattern and Trend Analysis

Management Reporting Final Top Management Presentation

QC

F

QC

F – Feedback from ClientQC – Quality Checks for Survey Data Authentication, Validation

QC

Final Reports with improvements.Next Steps to ‘Customer Engagement’

F

Certain information in this case study has been sanitized due to proprietary reasons.

0%

5%

10%

15%

20%

Power, Quality & Reliability

Customer Service

Communication

Meter, Billing & Payment

Price

Information Access & Rec

Handling

Company Image

Weighted CSI (Perception)

Weighted Order (Expectations)

Benefits for the Top Management

Overview of what is important to customer and how they feel they are being served

Dashboard view to compare Zones across 7 factors of customer satisfaction


Gap between Expectations & Perception of utility’s

Performance

Trend view of improvement in customer’s satisfaction from baseline

Benefits for the Strategy / Operations team 1/4…


Identification of Priorities for planning improvements (both Capex and Opex)

Unplanned Outages

Planned Outgaes

Voltage Stability

Safety & Maintenance

Breakdown Restoration

Ease of New Meter

Resolution Meter Complaints

Resolution Billing Complaints

Service Response Time

Staff Behavior

Access to customer service

Advance notice about disruption

Advance notice about public work

Awareness- Energy Efficiency

Awareness- Consumer Rights

Communication Modes

Meter Accuracy

Bill Receipt on TimeBilling Accuracy

Easy bill understandingModes of Payment

Fairness of Price

Value for money

Complaints Records handling

Online Accessibility to records

Capability

Community Engagement

0.70

0.80

0.90

1.00

1.10

1.20

1.30

40.00 45.00 50.00 55.00 60.00 65.00 70.00 75.00

Customer Priority Matrix

Importance HIGH

Sati

sfac

tio

n L

OW

Sati

sfac

tio

n H

IGH

Importance LOW

Satisfaction Level across different divisions

Key Observations

n= 1027

n= 340

n= 345 n= 342

Order of Importance

Inferences drawn from GIS map may not be statistically relevant.

HIGH LOW

Relative Order of Importance

Zone 1 Zone 2 Zone 3Overall

n= 1027

FACTOR I: POWER QUALITY & RELIABILITY

5/5/2012C

op

yright (c) p

Man

ifold

A1: Unplanned outages - How satisfied are you with frequency and duration of unplanned outages?

Around 30% respondents from all 3 zones are dissatisfied with ‘Unplanned Outages’

As per customers comments, there is high problem of ‘Unplanned Outages’ in areas of Zone 3

Number of client registered Log Complaints is higher in Zone 3, matching above CSAT results

7%

40%53%

L M H

0% 20% 40% 60% 80% 100%

VS S DS VDS NA

Zone 3Zone 2Zone 1Overall



Detailed GIS views for 28 attributes to identify specific geographic areas and customer segment to focus upon

DC Location

• Localization of customer issues (28 attributes) relative to DC location with easy GIS visualisation

• This allows improved diagnostics by local DC team and own the end results

• Could allow creating a customer satisfaction tied employee incentive structure



e.g. Mode of Payment e.g. Language Preference


Identification of important customer preferences to facilitate new designs and investments

1%

1%

2%

6%

95%

0% 20% 40% 60% 80% 100%

ATM

Mobile

Online

Cheque

Cash

72%

19%

10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Hindi Marathi English



Awareness Levels Geographic spread (GIS view)


Measure the penetration of the new customer initiatives

25.32% 23.95% 23.56% 22.88%

15.48% 14.31% 13.44%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

Kn

ow

Yo

ur

Bill

Tem

po

rary

Co

nn

ecti

on

s -

Fest

ival

s

Do

or

Step

Ser

vice

SMS

Ale

rts

for

Elec

tric

ity

Up

dat

es

Met

ered

Co

nn

ecti

on

s -

Haw

kers

Mo

nso

on

Cam

pai

gn

Cu

sto

mer

Gri

evan

ce

Red

ress

al C

entr

e

Not awareAware

Customer campaigns

Further data & analysis prepared for client’s decision support

Top level Customer Satisfaction Survey Results

•Satisfaction Ranking across consumer categories

•Satisfaction matrix

•7 Factors x 4 consumer categories

•28 Attributes x 4 consumer categories

•Overall Priority matrix – Satisfaction vs. Order of Importance

•Factor wise (7)

•Attribute wise (28)

•Identification of top priority factors/attributes for quick customer satisfaction win

•Identification of consumer category which needs priority intervention

•Identification of factors and attributes with most dissatisfaction

•Consumer category wise Priority Matrix - Satisfaction vs. Order of Importance

•Residential Priority Factor Matrix

•Commercial Priority Factor Matrix

•Industrial Priority Factor Matrix

•Agri Priority Factor Matrix

Customer Opinion and Expectations

•Customer’s preferred payment modes

•Customer’s preferred Communication modes

•Customer’s perception on Distribution Privatization

•Customer’s Expectation from Utility

Key Recommendations

•Radar plot – Customer Expectation vs. Perception

•Top priority areas identification which has high weightage in overall CSI and big gap between Expectation and measured perception

•Executive summary of top actionable items across consumer categories



Key learning drawn by client and next steps

To close CSAT gap and link satisfaction to business drivers, Utility must:

• Manage both performance and perception

• Understand the key drivers impacting customer satisfaction performance

• Develop strategies and initiatives designed to close the gaps

• Prioritize efforts to ensure focus, allocate scarce resources, and demonstrate

Account potential impact on CSAT, Costs, & Profitability while developing Initiatives

• Focus on high-impact areas that need improvement

• Create initiatives with customer satisfaction in mind

• Understand difference between perception and performance

• Conduct best practice analysis

• Analyze additional customer data (e.g., complaints)


In order to Close the Satisfaction Gap, Utility must manage both Performance and Perception. Influencing the Many Stakeholders and Environments requires a clearly defined process and broad Organizational Ownership.

Let’s get in touch…

Join us in our conversations at,

Power Distribution Franchisee

AT&C Efficiencies

True Distributed GenerationPower Distribution

FranchiseeCommunity of Interest

Connecting talent & Making Local companies discoverable

pManifold InsightsPremium & Free

Reports, Presentations, and more…

pManifold Community BlogArticles, technical notes.

Talk to us or drop by…

Rahul Bagdia

+91 95610-94490

[email protected]

Faiz Wahid

+91 88056-55069

[email protected]

India (Main office)

Crystal Plaza, Level 2

276 Central Bazaar Road,

Ramdaspeth, Nagpur - 10

Maharashtra, INDIA

http://www.pmanifold.com

USA (Liaison Office)

2020 Calamos Ct.,

Suite 209

Naperville,

IL 60653, USA

Mr. Dinesh Jain

+1 630-853-3520

[email protected]

Let’s deploy our insights and actionsfor your business to improve and grow!

5/28/2012 13© pManifold. All rights reserved.

http://www.linkedin.com/groups?about=&gid=4027650

http://growit.in/

http://www.growit.in/

http://web.pmanifold.com/insights

http://blog.pmanifold.com/

mailto:[email protected]


http://www.pmanifold.com/


Casestudy DF Customer Monitoring

Business

customer network

customer preferences

customer base

customer monitoring

customer service11

capability company customer

customer anddashboard

planwhat customer perceptions