Part of a larger energy and network management organisation, our client provides electricity to c.35,000 commercial customers ranging in size from corner shops to light industrial units and major multi-site corporations and large energy users.

The Problem

During a period of rapid growth the organisation had become highly reactive. In addition, some disconnects existed across the end to end customer management process, from Registration through Customer Services and Debt Recovery. They realised they did not know who whas contacting them, what about or how often.

In the absence of good information about customer contact behaviour, the organisation was unsure how to identify and reduce low value-added contacts. It also faced a substantial re-work problem due to the highly manual nature of the work, especially in Registrations and Debt Recovery.

The Solution

We conducted a thorough analysis of all Operations' contacts to derive a customer contact segmentation model that made sense to the various operational teams. Once this had been confirmed, we worked with Operations to identify a range of performance improvement ideas and an approach to implementation that ensured adequate levels of control and results focus without becoming a large bureaucratic exercise.

The Benefits