communication umbrella - tno · differentiating between consumers segments) is being analysed and...
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Communication umbrella for residential consumers
D5.4
Programme FP7- Cooperation/Energy Grant Agreement Number 308923 Project acronym Advanced Type (distribution level) Public Date of delivery 30-11-2014 Number of Deliverable D5.4 Status and version Final v1.0 Number of pages 106 WP/Task related WP5-T5.4 WP/Task responsible Thomas Mikkelsen (VaasaEtt) Author(s) Thomas Mikkelsen/ Caroline Vanderweerdt Company(ies) Contributing VaasaEtt, TNO, Enel Distr, TNS, ERDF, RWE, Iberdrola
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1. Executive Summary
The concept of AD or Active Demand is not new to the utility business. On the
contrary one could say that it has been there since the oil crisis in the 1970s and
has been under constant development for at least ten years – and in those years
and during that period has seen a lot of different definitions. Maybe that is part of
the reason why it is still not clear to either utilities or costumers how to
communicate or take part in it. Deliverable 5.4 of ADVANCED, focuses on the
residential customer communication in the utility sector and by doing so,
investigates customer perception alongside with the utilities’ perception of their
customers in trying to identify the best ways to create an environment and a
communications strategy where AD can become a valuable asset for the
industry.
The first chapter takes a look at how communication has been treated and used
in the utility industry since the liberalization process began around or just before
the year 2000. The conclusion is, that there is a close resemblance between the
politics influencing the industry and the way communication appears and is being
used and that communication trends are similar in between different European
countries. The next chapter takes a look at the development in communication in
general and in communication channels, which has undergone a dramatic
change from being focused at primarily one way and mass communication to a
much more complex and digitally oriented communication, which involves the
end-customer and focuses on understanding the mechanisms of interaction
between the end-customer and the retailer and how to establish an actual
relationship. The utility industry has so far not been focusing their communication
efforts within these new areas and has very little experience in doing so.
From these analysis and introductory paragraphs the fourth chapter introduces
and explains a communication model, called the AD Communications Wheel
which has been developed specifically for this deliverable and which main focus
is to introduce a concrete way of driving customers through the phases of the
Conceptual Model, explained in D5.1 (Report describing the validated conceptual
models of active consumer participation in AD.
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In chapter 5 the work from D4.2 (Report describing the AD perception in Europe
differentiating between consumers segments) is being analysed and used to
develop a segmentation model, showing the differences in customer perception
and preparedness to participate in AD programmes. The segmentation model
and findings from D4.2 is at the same time the starting point for Chapters 6 and
7, which brings forward a concrete communication strategy and methodology for
establishing trust, understanding and lasting relationships between the parties of
an Active Demand programme - according to the analysis of D4.2 the three key
factors in determining whether an AD programme becomes a success or not. The
learnings and content of the communication from the four pilot projects of the
participating utilities are used to derive messages and explain what works and
what does not, when it comes to customer communication about AD.
The deliverable sums up by showing a couple of examples of how the
methodology can be applied to real life situations and actual customers and
concludes that in order to succeed, changes are needed not only among
customers, who needs education – but also internally in the utilities and in the
industry, as new ways of interacting with the end-customers is a necessary
means to gain new grounds in Active Demand.
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2. Table of contents
1. Executive Summary ..................................................................................... 3
2. Table of contents .......................................................................................... 5
3. Communications in the Utility Industry ...................................................... 7
3.1. A (short) history of Utility Communication in post-liberalization times ................... 8 3.1.1. Liberalization process .................................................................................................. 9 3.1.2. An early start ............................................................................................................. 10 3.1.3. Brand building ............................................................................................................ 11 3.1.4. Educating and caring utilities ..................................................................................... 12 3.1.5. Crisis Communication ................................................................................................ 13
3.2. Building relations ......................................................................................................... 14 3.2.1. A steep learning curve ............................................................................................... 14 3.2.2. A starting point for customer communication ............................................................ 15
3.3. Advantages and challenges ........................................................................................ 18
4. On communication channels .................................................................... 20
4.1. The development in communications ........................................................................ 20 4.2. Digital communication ................................................................................................. 21 4.3. Change in the media landscape .................................................................................. 23
5. Methodology ............................................................................................... 25
5.1. The AD Communications Wheel ................................................................................. 25 5.2. The Steps of the AD Communications wheel ............................................................ 27
5.2.1. Targets and Goals ..................................................................................................... 27 5.2.2. Stakeholder Analysis ................................................................................................. 31 5.2.3. Identifying customers ................................................................................................. 34 5.2.4. Data collection and analysis ...................................................................................... 35 5.2.5. Communications ........................................................................................................ 35 5.2.6. Measuring effects ...................................................................................................... 36 5.2.7. Organizational set-up ................................................................................................ 37
6. Identifying the Actors ................................................................................ 39 6.1. Knowing your customer .............................................................................................. 39 6.2. Knowing your targets ................................................................................................... 39 6.3. Knowing your responsibilities .................................................................................... 40 6.4. Customer segmentation .............................................................................................. 40 6.5. Defining customers – an example .............................................................................. 41 6.6. Defining targets and means of communication ........................................................ 41 6.7. Segmentation for Active Demand ............................................................................... 42
6.7.1. AD segmentation model ............................................................................................ 42 6.8. Personas in Active Demand ........................................................................................ 43
6.8.1. Active segment .......................................................................................................... 44 6.8.2. Moderate segment ..................................................................................................... 46 6.8.3. Indifferent segment .................................................................................................... 47 6.8.4. Oppositional segment ................................................................................................ 48
7. Building an Engagement Engine .............................................................. 50 7.1. Knowing your targets ................................................................................................... 51
7.1.1. Benefits from communicating AD services ................................................................ 52 7.2. Knowing your responsibilities .................................................................................... 54
7.2.1. Electronic consents ................................................................................................... 54
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7.3. Internal involvement and understanding ................................................................... 55 7.3.1. Competences and staff.............................................................................................. 55
7.4. A project oriented mind-set ......................................................................................... 55 7.5. Getting started .............................................................................................................. 57
Strategy, conceptualisation and ambitions ........................................................................... 57 Building, integrating and implementing ................................................................................. 57 Delivering, developing and revisiting ..................................................................................... 57
7.6. Strategy, development and implementation .............................................................. 59 7.6.1. First step – goals and KPI’s ....................................................................................... 59 7.6.2. Second step – data and analysis .............................................................................. 60 7.6.3. Third step – Engagement plan .................................................................................. 62 7.6.4. Fourth step – concept and design ............................................................................. 64 7.6.5. Fifth Step - implementation ....................................................................................... 65 7.6.6. Launch ....................................................................................................................... 66 7.6.7. After the launch ......................................................................................................... 67
8. Identifying Customer Journeys ................................................................. 68 8.1. The development process ........................................................................................... 68 8.2. Building a digital marketing platform ......................................................................... 69 8.3. What makes it work ...................................................................................................... 69 8.4. From data to insights ................................................................................................... 70 8.5. Triggering the next step ............................................................................................... 71 8.6. Adequate information – don’t tell me, show me........................................................ 71 8.7. Customer dialogue = customer relations................................................................... 72 8.8. Introducing customer journeys................................................................................... 73
8.8.1. Drive .......................................................................................................................... 73 8.8.2. Act .............................................................................................................................. 74 8.8.3. Grow & Share ............................................................................................................ 74
8.9. Learning from the Pilot projects ................................................................................. 74 8.10. Customer journeys by Persona .................................................................................. 79
8.10.1. Getting started ........................................................................................................... 81 8.10.2. After the first sign up .................................................................................................. 82
8.11. Journeys, personas and relations to the pilots ......................................................... 82
9. Examples of applied communication ....................................................... 90
9.1.1. Making Daniel an AD advocate ................................................................................. 90 9.1.2. Making Maria aware and interested .......................................................................... 92 9.1.3. Reaching out to Susanna .......................................................................................... 93
9.2. Regional variation ........................................................................................................ 94 9.2.1. Regional variation in figures ...................................................................................... 94 9.2.2. Working with regional variation ................................................................................. 98
10. Revisions .................................................................................................. 100
10.1. Revision history .......................................................................................................... 100
11. Conclusions .............................................................................................. 101
12. External documents ................................................................................. 103
13. Appendix A: Figures and illustrations in full format ............................. 105
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3. Communications in the Utility Industry
As an introduction to developing a Communications Umbrella for applying a
successful AD programme this chapter will take a look at the communication
activities and strategies in the past 15 years within the utility industry. This will
serve as a back ground for the changes suggested in regards to communication
and organization later on in the deliverable and to introduce some overall
concepts of communication, which will be used throughout the documents.
Retailers in the utility industry have experienced a challenging market position
ever since the liberalisation process started in the industry in the late 1990’s. The
industry has developed a market with increasing marketing costs and in most
markets also low returns. At the same time, the past ten years have seen rising
energy prices and high investments in for example smart metering, grounded
cables and in some countries even fibre optic cables, known as FTTH.
Figure 1, Electricity prices 2005-2012, Eurostat and European Commission.
Note that prices are relative to the year 2005, so that differences in taxes and
VAT between regions does not influence the picture.
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May be as a result of the increase in prices and most certainly because of the
attention to the industry created by the increase in marketing and sales efforts
also the consumer organisations around Europe have experienced a growing
watchdog effectiveness and in many European countries the trust in utilities is
very low indeed [Ernst & Young, 2013].
As a result most utilities seek to form communication strategies to encompass the
growing scepticism of consumers, to promote a green agenda, to build actual
relationships with their customers and last but not least, to develop new products
and services which will help expanding their business in an industry facing
increasing market pressure.
When it comes to communication around Active Demand it is a key aspect to
enable the participants of pilots and future customers of products and services to
understand the principles enabling them to ‘actively participate’. Only by active
participation the results will be optimal for the individual and for the system.
Establishing relationships between customers and retailers in the utility industry
has not been exercised much among most utilities before. Communication should
support households to Act (save energy and offer flexibility), to experience the
benefits (and consequences) of AD and to iteratively grow into their new role in
the energy system.
This chapter deals with the underlying motivations and inhibitors which can be
used to create the communication needed for making residential customers
engaged in Active Demand Services.
3.1. A (short) history of Utility Communication in
post-liberalization times
“No communication is an island” one could say with a small transcription of the
old expression. Hence, to successfully introduce a new story called “Active
Demand” to energy consumers it is a prerequisite to understand which stories
has already been told to customers from and about the energy industry.
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3.1.1. Liberalization process
European legislation on liberalizing the energy sector took its first step in 1988
with the release of “The Internal Energy Market” from the European Commission
and soon thereafter real legislation was released with Directive 96/92/EC
(electricity) and Directive 98/30/EC.
These political actions, which can be said to follow a more global pattern for
liberalization throughout old - often state owned – and integrated – monopolies,
created a whole new landscape for the utilities throughout Europe in which to
manoeuver. The political aspirations were high as the state ownership or private
monopolies had failed in improving efficiency within the sector. To introduce
competition in the areas no longer considered to be “core monopolies” such as
generation and supply appeared possible and effective, also in the electricity and
gas sectors and it was expected that prices should fall, companies merge and
production units and grids be modernised.
In the years to follow not everything followed the plan laid out and the political
aspirations behind it. In the 2002 Energyforum Global Report [Lewis et al, 2002]
the state of the liberalization process is described as slow – close to non-existing
in many countries except for the UK and the Netherlands.
Today it is still discussed how far the liberalization process has yet emerged. The
American financial consultancy and IT solutions provider Sungard Financial
Systems sums up the way they see it in this way: “In November 2012, the
European Commission (EC) released a report on the progress of the
liberalization of the European energy markets. The liberalization effort, underway
for more than 20 years and culminating in the Third Energy Package of regulation
released by the European Commission in July 2009 and effective September of
the same year, envisioned a more or less homogenous European market for
power and gas, one in which supplies of energy could seamlessly cross national
borders, ensuring adequacy of supply at the lowest possible price for consumers.
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However, in the Commission's November report, the regulators note that
progress has been much slower than originally envisioned, and the goal of a fully
liberalized market by 2014 is in jeopardy. In fact, 18 of the 27 member nations
have yet to complete the required transposition of the rules contained within the
third energy package into national law and continue to operate regulated energy
markets, well past the March 2011 deadline for transposition” [Sungard, 2014].
So let’s take a look at the different communication strategies and efforts from the
industry over the past 15 years
3.1.2. An early start
As can be expected the first efforts in this newly liberalized market basically
focused on trying to get people’s attention and introduce the company brand.
In 2001 RWE introduced themselves to the market through a campaigning
activity based on John Lennon’s immortal “Imagine” and a basic storyline which
could be seen in different versions over most of Europe with different brands and
different music, but all explaining the importance of electricity and those who
secure a safe delivery. Not much can be said of these
early communication efforts beside the fact, that they
proved very professional, most probably expensive but can also be labelled
something like: “- We’ll give them a good song and hope they’ll like us”. Basically
people liked the setting and the song. The only thing was that the product was
invisible for the end costumer inasmuch as it came to life on the screen.
The classic dilemma of the communication was,
that it made no differentiation whatsoever between
the utilities, and soon they needed to be more
focused on how to stand out from the crowd.
RWE commercial; Imagine 2001
E.On commercial; Mix it 2001
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To stand out, the electricity product in itself needed to be unfolded and made
more tangible. Most people still saw electricity primarily as a commodity.
E.on’s 2001 campaigning activity; “Mix it” is a good example of these first
attempts to stand out. Coupling with a world famous actor and the idea that
people could themselves decide the source of their energy generation proved
how hard it is to explain and educate consumers to a complex product in a field
which for most customers was absolutely incomprehensible.
3.1.3. Brand building
Upon these first attempts to
differentiate the players in a field not
yet marked out, a next logical step for
the utilities was to start brand building
or simply name recognition. The
number one target to achieve in those
years was how many people would be
able to name your company, when asked in a survey. Among these campaigns
most are very professional and very costly sponsorships indeed – not at least
among national football teams.
A study of these early attempts concludes that even though being extremely well
made (and costly) the communicated values do not match the target group.
“Branding In a Climate of Change” [Wellendorf and Larsen, 2009]
The study continues to state, that the
gap between the consumer, the
messaging and “energy” is just too
big, so messaging ended up
becoming unclear and in a time of
rising energy prices the spending on
DONG Energy sponsors Danish National Football team 2004
Iberdrola campaign 2010
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commercials seemed ridiculous to many people.
As stated above, this trend can be found all over Europe with most sponsor ships
ending in between 2010-2012.
In the more recent versions of these communication efforts the relation between
the individual player and the individual customer comes into play, like in the
beautiful Iberdrola campaign from 2010.
But still the messaging is unclear and primarily focused on creating a brand and
over the last 4 years the trend of utilities spending large budgets on brand
building through big sponsorships has almost disappeared.
3.1.4. Educating and caring utilities
The branding effort in the industry left many customers annoyed with the
supposed high marketing costs and all over Europe customers were falling either
ignorant or even in opposition to the communication efforts of the utilities. Also
the effectiveness of the communication had only proved to heighten the
knowledge of the industry and a few named
companies and not the likability of the
individual utility, so a new strategy in the
communication from the utility industry can
be observed from around 2007-2009 –
although overlapping with traditional
branding campaigns, this trend grows
stronger until the beginning of the financial
crisis. It is an attempt to educate the customers and to show the importance of
the product – and to how serious and caring the utilities are in providing it.
Still though, many people had a hard time relating to the product – and
increasingly the sector was under pressure to show evidence of market
competition.
ERDF campaign 2009
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3.1.5. Crisis Communication
And then – a change appeared. Following the financial crisis a head start was
given for the sector to find a new focus and create a new relation to both
customers and stakeholders. In most of the Western world, the energy sector
became part of the problem; in terms of finance (not providing cheap energy for
industry and consumers alike) and in terms of climate change (still firing on fossil
fuels). Investments and political discussions followed - and so the strategies for
engaging in electricity markets in Europe saw dramatic shifts; Within these new
terms of engagement a fossil free energy sector emerged as a major focus for
regulators and with it concepts like Smart Grid and Demand Response.
It also gave way for a new ways of communicating with customers:
All over Europe the utilities created new
green products and a new green profile.
But for the end customer it was still hard to
decide whether the energy really was
green – since it appeared to be the same
product whatsoever.
In terms of communication the appealing
thing for the industry was that all of a sudden the product became more tangible
and even more likeable.
It was easy to communicate about being green – but it was also dangerous
ground; what many utilities realised as they became easy targets for consumer
groups stating that all the fuzz about being green was not true and that the
industry made a profit out of destroying the environment.
As concluding remarks to this short
story of customer communication
Enel Green Power 2010
Anti RWE ad made by consumers on Social Media, 2010
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in the utility industry it is clear that the industry has indeed fought hard to build a
market and establish positions amongst each other– and has made mistakes
along the way, which has caused customers to become dissatisfied with the
industry as a whole. The other side of the story though, is the fact that within the
short time span of 10 to15 years, the industry has also been capable of changing
point of view and adapting to both stakeholder’s and customer’s changing
viewpoints many times which proves an adaptability and engagement in creating
customer relationships.
3.2. Building relations
3.2.1. A steep learning curve
The whole process of creating a market and changing the utility industry to a
commercial business has happened extremely fast. In only ten years a whole
sector has changed its DNA, from slow moving, securing stability and providing
only long term investments to fast moving, ever changing and focused on
profitability. Many people will claim that this process is not yet finished and most
of the industry will agree on that.
On the other hand it must also be acknowledged that change has indeed taken
place and the industry from 10 years ago cannot be recognized in what it has
become today. When it comes to communication, the learning curve has also
been steep, and so the media landscape has also changed dramatically. There
was nothing like Social Media in the year 2000 and the internet had only just
begun to prove its worth back then. This is easily forgotten when looking at the
many flaws and miscommunications which can be found when analysing the
communication trends from the early years up till now. To start communicating
about Active Demand and to create a starting point for the communication about
it, all this history needs to be taken into account. From the ADVANCED project
new knowledge has also been found, which can guide us along the way to find a
new starting point.
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3.2.2. A starting point for customer communication
When looking at the results from the surveys in the ADVANCED project D4.2
(Report describing the AD perception in Europe differentiating between
consumers segments) we can identify some very interesting correlations between
customer perceptions and customer actions, which can serve as a way of
identifying where to start the communications process – and in terms of getting in
the loop of the AD Communications Wheel, which targets and goals to start out
with.
The same correlations has been shown in D5.1 (Report describing the validated
conceptual models of active consumer participation in AD) where the correlations
are shown in relation with the conceptual model:
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By isolating the correlations a chart can be build, which shows the different
correlations and how they are related to each other:
Figure 2. The Validated Conceptual Model - Key Validated Variable Inter-relationships, from D5.1
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First of all it should be noted that two areas stand out when it comes to the key
areas of Active Demand “Customers paying more attention to consumption” and
“Customers desire to save Energy”.
One correlation lies in the fact, that a “high bill as share of income” makes
consumers more likely to look after savings. Another correlation lies when people
feel informed; they are also more likely to desire energy savings.
In this respect it is important to observe an important difference. With a high bill
as share of income customers tend to be dissatisfied with their energy provider
whereas, when they feel informed they tend to be satisfied with their energy
provider. Satisfaction with the current or existing supplier is not enough in itself to
attract people to participate in AD, but it is an important step to create trust with
the industry. And from the survey it is clear, that there is a correlation between
trust in the industry as a whole and the readiness to take on services like AD.
From this much shortened summary of the quantitative survey it is in other words
clear, that making people feel informed is an important element in making AD a
success. From a communications perspective this is even more interesting as
communication must be accepted as one of the most important aspects of
Figure 3: Correlation chart between areas of the
quantitative survey of the ADVANCED project (D 4.2).
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making AD a success. When looking at what makes people more informed one
important measure comes about; being introduced to easy energy monitoring and
managing tools and services.
In chapter 4 we will look at how a communications strategy can be built on the
findings, we have just sketched out here.
3.3. Advantages and challenges
In this chapter we have been looking at the different explicit and implicit
narratives which need to be taken into account when communicating to the
customers with whom we want to interact and with whom we want to create a
relation which in turn can make Active Demand a success for reducing costs and
CO2 emissions in and from the industry.
Firstly we looked at the complexity of the utility industry and the very short time in
which it has existed on a commercial playing field. It has given the industry a
somewhat discredited reputation among both customers and policy makers.
Whether this is due to much too high expectations for rapid change and lower
power costs or failure in the industry to make the right choices is not for this
report to guess upon. In a communications perspective it is nevertheless in
important factor to be aware of.
Secondly we looked at the history of utility communications which in turn is also a
story of a very steep learning curve and an industry maturing very fast in the art
of communicating. The utility industry is in many ways also a proof of the fact,
that communication cannot be separated from a business’s actions. In the first
years of the liberalization in the industry it is only all too clear when looking at
how and what was communicated, that marketing and communication were
separate entities of the utilities and not an integral part of the management as
communication and actions all too often looked as they were not coordinated. We
only know begin to see a change of this perspective.
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Thirdly, we have been looking at the opportunities which lie in the large surveys
conducted as part of the ADVANCED project as they tell us a lot about the
correlations of peoples actions and their perceptions of the industry and their
likelihood to participate in service offerings as Active Demand. In this respect
these surveys can give us a starting point for creating a customer
communication, which will lead to success for Active Demand programs in the
industry.
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4. On communication channels
To begin the discussion on how to create a successful communication for
introducing AD, let’s take a look on the development of communication channels.
This is needed to understand the difference between the communication which
has been used so far in and by the industry, and what is needed in order to
succeed in implementing an AD programme.
The media landscape has changed dramatically over the past 15 years. Hence,
in this chapter it shall be briefly discussed on which ground our modern
communication channels are build, and what dramatic impact the change from
traditional to digital media has had on the way we are communicating today in
contrast to the way most communication was designed only a few years ago…
4.1. The development in communications
When the liberalization process in the utility
industry started around the year 2000 most
communication was based on traditional media
like TV commercials, ads in newspapers and
magazines
, letters
and outdoor print. Land line telephones was
the most used tool for instant
communication, with the internet and email
communication moving along fast. The hottest thing on
the street was the Nokia 3210, which helped to
revolutionize the mobile phone industry and in 1999
became one of the first mobile phones to reach mass
market potential.
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The following 15 years saw a dramatic change in almost every aspect of
communications – and
in doing so also changed the
perception of customers and the
way in which to reach them.
From the year 2000 and onwards all traditional media, which had ruled the media
landscape for more than 50 years started to loose importance and impact and
only one platform overtook almost every aspect of the space; digital
communication.
4.2. Digital communication
Nobody could foresee the impact digital
communication would have on everyday
life, business and culture, when people
slowly started to use the internet during
the 1990’s. This might best be illustrated
by the dot-com bubble which burst some
time in 2001, when the market realised, that the expectations to the businesses
of the digital era had been massively overrated and misunderstood – in other
words, that the market and businesses were extremely immature and that almost
no one understood the mechanisms from which they functioned.
Nevertheless the channels of digital
media continued to grow in a way
and at a pace, which has seen very
few if any precedents in the history
of the modern world.
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This is true whether you look at email rates, the development and shipment of
smart phones or active users on social media platforms like Facebook.
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4.3. Change in the media landscape
This somewhat dramatic change has also meant a change in the way people
relate to communications. The great omnibus media no longer have the impact
and power they used to, when people start to seek for information on a much
more individualized basis.
With this change the traditional media from broad and passive channels like print
and TV declined and the more targeted and active saw a dramatic increase.
And patterns changed from communication traditionally being sent to a customer,
and the business waiting for the customer to answer the communication to much
more channels – but still only one way. This situation though, only lasted as long,
as the new platforms were still only one way communications channels
Figure 4, “Change in marketing channels” Presentation from Danish marketing
agency. Magnetix 2009
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The really dramatic change happened, when all communication started becoming
individualized, interacting and bidirectional. At this stage, there was no longer
use for a special outbound communication to reach a certain customer, which in
turn returned it to the sender. There were no more sequences on which to rely
but instead a multitude of actions and options - and thus communication changed
from being one way messaging to becoming interaction and interdependence –
which is on the one hand much harder and much more complex to handle, but on
the other hand also holds a big set of new opportunities to create better customer
relations.
Figure 5, “Omnichannel marketing” Presentation from Danish marketing agency. Magnetix 2009
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5. Methodology
From understanding the development of communication in the utility industry and
during the years in which it has been liberalized now is the time, to look at the
methodology from which a new communications platform can be developed.
In this respect it is important to realize that Active Demand is not a tangible
product but more of a service. One could even argue, that it is not even a service
but rather a concept, where a company and a client or customer reach a mutual
understanding of the needs of the other - and accepts their different roles and
responsibilities in making the concept function to the benefit of both parties.
5.1. The AD Communications Wheel
To understand the mechanisms of communicating a concept to a mass audience,
rather than a product, it is fruitful to look at “social marketing”, which became a
discipline in the 1970s, when pioneers of marketing theory; Philip Kotler and
Gerald Zaltman realized that the same marketing principles that were being used
to sell products to consumers could be used to get acceptance of ideas, attitudes
and behaviours.
In 2007 Kotler together with A.R. Andreasen defines social marketing as
“differing from other areas of marketing only with respect to the objectives of the
marketer and his or her organization”. In this respect social marketing seeks to
influence social behaviours, not to benefit the marketer, but to benefit the target
audience and the general society. [Kotler et al. 2007]
Like commercial marketing, the primary focus is on the consumer; on learning
what people want and need - rather than trying to persuade them to buy what
happens to be produced. Hence it is important to observe the difference between
talking to the consumer, and about the product – where the latter in most
instances will be the focal point of most businesses - all communication, which
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seeks to involve and engage the customer, should take its starting point in
identifying the motivations of the individual in focus.
In this respect, the marketing and communications theory of Kotler and
Andreasen supports the different stages identified in the conceptual model of
chapter 5.1 (Report describing the validated conceptual models of active
consumer participation in AD)
In this chapter the stages of the conceptual model, which was developed in D5.1,
have been transitioned into a concrete tool that describes a communication
process called the AD Communications Wheel. It builds on the different stages of
the AD customer in the Conceptual Model, but transforms the developments into
actionable steps.
In doing so the AD Communications Wheel also introduces a learning curve for
both the utility and the customer. It builds on the fact, that customers are not
alike, do not share the same readiness to participate in programs like AD and
therefore needs to be addressed in different manners. Similarly it encompasses
the other factual part of the equation; that utilities need to change and adept to
customer behaviour in a similar way as the customer does. In other words: the
communication will have to change in accordance with the changes in the
engagement between the two parties as it grows larger and they become more
and more interdependent.
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5.2. The Steps of the AD Communications wheel
Taking the first loop in the AD Communications Wheel will always demand more
attention and resources than when the steps has already been taken once. The
initial starting point would normally be to describe what we are trying to achieve.
5.2.1. Targets and Goals
Targets and goals
Stake-holder
analysis
Identifying customers
Data collection
and analysis
Communi-cations
Measuring effects
Organizational set-
up
The AD Communi
cations
Wheel
Figure 6: The AD Communications Wheel
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The first step to be addressed is the focus of the communications and should
initially consist of answers to questions like: What is the primary focus of the
communication – i.e.: Are we focusing on education, information or actual
participation? These questions could (and should) take their starting point in the
Conceptual Model’s 5 key areas:
1. Intervention
2. Enablement
3. Drivers
4. Actions
5. Sharing experiences
It is utmost important, that each communication addresses only a very few
elements, since trying to communicate everything at once will make the
communication unclear and less understandable – and in the end the effort will
most probably have no effect.
Figure 7: The Validated Conceptual model from D5.1 showing the 5 key areas
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In this respect the first step is almost entirely a strategic decision, which needs to
be discussed and agreed between Directors of Business Development and
Directors of Marketing and Communication.
An example from ERDF, being one of the participants in the ADVANCED project
could serve as a means to understand this in a more concrete manner. The
following statement was articulated during the process of the project:
Within its current strategic and operational development along the lines of Active
Demand ERDF wants to:
1. Better understand what the real potential of AD is:
What is the actual level of consumers' interest and engagement?
Are the impacts of different types of AD programs on load curves?
What are the economical, sociological, technological and regulatory
barriers and, on the contrary, key success factors?
What will be the available potential in the next years?
Are there interesting benchmarks?
2. To learn about the impacts of AD for DSOs:
What are the opportunities and risks of AD?
How can we use AD to optimize distribution network planning and
construction, system
operations, management of emergency situations, etc.?
What are major issues to optimize the value created by AD? (for example,
identify best practices in terms of cooperation between TSOs, DSOs and
AD operators)
What are the prerequisites to avoid destroying value at the distribution
level (when using AD exclusively upon national energy balancing criteria)?
What are the views of foreign DSOs on these issues?
To share our ideas and better understand the positions of other parties
involved
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Looking at these goals and targets it is worth observing, that they all belong to
the first three parts of the Development & Learning curve in the Conceptual
Model: Intervene, Enable and Drive.
Along the same lines it should be noted that all targets are related to answering
questions – not to achieve a particular change of behaviour or start the process
of actually implementing AD.
This will almost always be the case in the early stages of a communications
programme. A more matured programme will normally have most of its efforts
focused on the last three elements: Drive, Act and Share and will focus more on
how to influence and educate the recipients of the communication.
Source: Marie Miquel; Direction Strategie et Grand Projets, Aug. 14th
2014
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5.2.2. Stakeholder Analysis
Getting back to AD Communications Wheel, the next step is the
Stakeholder analysis. Before initiating any communication, you
should always consider the environment in which the
communication is going to take place.
The illustration above describes the 5 key factors related to stakeholder relations
identified during the project development. To understand the content of a
stakeholder analysis in relation to AD, here is an example.
Expectations of Politics
First of all are the expectations of the legislators and regulators. The
observations should be made at both international, EU and at national level,
primarily focusing on larger trends and the most important aspects. It is merely a
question of being observant of the megatrends of the industry and the political
aspirations behind current legislation.
Figure 8: Stakeholder Umbrella. Roelien van Attema, TNO
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As an example the above chart illustrates a global trend in governmental
spending on providing green stimuli in different countries. This trend is
furthermore backed by statements from leading politicians, that green jobs is the
way out of the economic crisis, as president Obama told the world in 2012 after
accepting the nomination for presidency for a second time:
“We have doubled our use of renewable energy, and thousands of Americans
have jobs today building wind turbines and long-lasting batteries.”
Even though this statement and the politics behind it has been (and still is)
questioned, it remains a major influencer of political decisions and investments
and thus should be seen as an important part of the political environment in
which the communication for AD has to be performed. Hence the stakeholder
analysis is not about arguing about what is right or wrong but rather to observe
and describe the different political motivations and trends, obviously in an overall
descriptive manner and focusing on what is important on a national level.
Expectations of the public
On a more indirect level the observations of the public (i.e.: all citizens) also has
major impact on the way any communication from the energy industry will be
received. Thus, the expectations of the public needs also to be taken into
consideration before starting to communicate. As it will be shown and discussed
Figure 9, Green Stimulus Spending, HSBC 2009
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in the chapter 4 “Identifying the Actors” one way to deal with the different
expectations of the public is to identify segments and communicate in
accordance with their different values and belief systems.
On a more overall level though, it is worth noticing from the analysis in D4.2
(Report describing the AD perception in Europe differentiating between
consumers segments) that the impact of the current economic crisis on a national
level has a significant impact on the way new measures like AD is received by
the public. This might explain why some of the southern economies of Europe
seem to have more incitement to reduce energy costs by participating in AD
programs, compared to some of the more northern economies, which is one of
the more striking findings in D4.2.
In the public domain is also other major influencers, like the Fukushima disaster,
which led both Italy and Germany to phase out nuclear power due to public
pressure, even though nuclear was previously seen as an important means to
reduce CO2 emissions.
Needs of DSO’s and retailers
The utility industry needs to balance between the legislator’s demands for a
competitive market and a change to greener energy generation on the one hand
and the consumers focusing on stable supply and low cost. In this situation all
investments in new AD measures will notoriously be part of a careful cost benefit
analysis. The results of which might in many instances hinder an immediate
massive roll out of new technology since the economical aspect of AD has
proven difficult to predict, which again results in smaller roll outs and a step by
step approach to introducing AD.
Marketing and Behavioural insights
Two other measures - Marketing and Customer Psychology - should be observed
as part of an initial stakeholder analysis.
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As an example of how customer
psychology can influence the direction of
customer communication a consortium led
by Aarhus School of Engineering and the
Alexandra Institute performed an
anthropological study of how users interact
with new technology designed to reduce
and control energy consumption. The study
which is known as MC-HA or Minimum
Configuration – Home Automation
concludes that people tend to interact with
new technology at three levels; Personal,
Social and Societal and which level is the
most predominant changes with the context.
So the study concludes; Customer’s behaviour are irrational – but even so, they
want to be taken seriously. Customers tend to act simultaneously in various
areas. Their actions are context dependent and often conflicting. Hence; in
accordance with this study any communication based primarily on rational and
educational content is most likely to fail.
In the following chapters another approach to reach customers and engage them
in AD is suggested. It is based on meeting customers in their everyday life with a
methodology known from modern behavioural marketing based on data
generation and rule based dialogue.
5.2.3. Identifying customers
After initially deciding the reasoning behind the communication
and the landscape in which it is going to take place the next step
is to identify who will be addressed in order to get questions
answered and goals achieved.
In this part of the loop two elements are taking precedence. The first element is:
What do we know about our current and future customers? The second element
Figure 10, Entwistle et al, 2009
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is defining our current relation with them. We will examine these elements closely
in the following chapters, therefore we will not go into this discussion here.
5.2.4. Data collection and analysis
In the next step of the communications wheel we will should look
at our existing data. In the preceding parts of the wheel we have
decided what we want to say and to whom we want to say it to,
and now only one thing remains before we can start the actual
communication; identifying what we know about the customers from before. This
will enable targeted and personalized communication and with this increase the
potential effectiveness of the communication.
Looking at existing data enables much more individualised and pertinent
communication through profiling and segmented content. Using data as part of
the communications process is often underestimated. As an example the
combination of consumption data, a simple benchmark and an acknowledgment
will in most instances prove the professionalism and seriousness of the sender
and make the communication effort much smoother.
This part of the communications process is also where it is recommended to think
ahead for the next loop in the Communications Wheel. For example: So if we do
not have an email address, should this part of the communication give us access
to communicate via this channel next time?
The data collection and analysis should always look to expand our knowledge of
the customers and collect new knowledge to build on.
Much of this will be discussed in chapters 6 and 7.
5.2.5. Communications
Now we know what we want to achieve, to whom we want to
speak and how we are able to do it. Hence, this part of the
Communications Wheel is what most people will define as the
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“real” thing. This is where:
1) The message is defined
2) The channel is chosen
3) The timing is decided upon.
The communications process is likely to be creative and will be the most tangible
part of the process. What is important to emphasize is, that no communications
effort is better than the preparations allows it to be. Even though you can have
success with a communication out of chance, you will most likely not be able to
identify why - and in this way the momentum gained from the success will be lost
in trying to find out what happened.
Hence, in this part it is discussed what are the best means to reach a specific
customer group; are we for example able to reach out via email or is it a very
specific target group which is better addressed on the phone? Or even; do we
need to address a lot of people (that are more or less anonymous to the utility)
and thus use mass media?
Part of constructing the message is also to look at how best to address the
specific target group and look for opportunities to time the effort for maximum
impact. We will examine this further in chapters 5 and 6.
5.2.6. Measuring effects
So did the communication have the expected effects? The
answer to this question will in almost every instance be both yes
and no. When it comes to complicated and complex
communications like engaging customers in Active Demand it
should even be expected to have more “no’s” than yes’s”. The delicate part is,
that in most businesses success is linked to answering “yes” to this question and
failure linked to answering “no”.
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If we want to learn and not do the same mistake again this prerogative is wrong
and it should be stressed, that a lot of important knowledge disappears from
businesses, when employees are trying to cover up their mistakes because they
are afraid of being sacked when a communication effort has gone wrong.
Hence, the measuring of effects should be taken very seriously in the business
and instead of asking whether the communication succeeded it is much more
fruitful to ask: What did we learn? In this way communication is also accepted as
a process instead of a means to a definite end.
5.2.7. Organizational set-up
The last part of the loop before it can start all over again is to
look internally at the organization. Where the measuring of
effects takes a look at external changes it is almost as important
to look at the deliveries and responsibilities of the organization.
As each loop in the communications wheel also changes the relationship
between the sending and the receiving party it is necessary to seriously consider
these changes of also being part of the business’s set-up. As an example AD will
collect a lot of data. Who in the organisation is responsible for taking care of the
analysis – and what about privacy issues?
Will the changes in the relationship give rise to new questions from the
customers or new expectations? Who is responsible for hardware installations
and are there new risks to take into consideration regarding billing, when the
complexity of the relationship expands. In complicated environments and with
more complicated products involving AD the customers might also choose to get
in contact with the utility to try and clarify issues that are “open” from their point of
view (i.e. additional call center capacities might be needed and all channels of
communication the customers might use should be aware of what is ongoing and
where to “send” customers asking for additional information on AD.
Hence this part of process seeks to identify and prevent misunderstandings
which can occur as the result of the changes in the relationship between the
costumer and the company.
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6. Identifying the Actors
When focusing on creating a communications umbrella for residential customers
the identification of the actors in this chapter has been limited to discussing the
actors in the relation between residential customers and the utility industry.
To start defining the actors three noticeable elements from the preceding
chapters should be taken into consideration.
6.1. Knowing your customer
First there is the knowledge gained from the surveys conducted in the
ADVANCED project. As previously shown it has been possible to establish a
hierarchy of correlations between the utility industry and its customers. It gives
us insights into the relation between the end customer and the industry and
creates a path on which to start the communications.
6.2. Knowing your targets
The communication path helps us in determining targets. From an AD
perspective several steps are needed in order to create success for any given AD
project. As a first step customers need to feel informed and trustful.
With this in mind it is paramount to realize, that any AD activity will be linked to
other activities from the industry as a whole. Hence; in defining targets for the AD
activity also targets for the business in itself should be articulated. As an
example; could and should the AD communication activity be linked with a
retention or a selling activity and is the communication then performed by a
distribution company or a retailer – and is this even legal?
The target could also be to help customers reduce their energy consumption or
even to make them become happy customers or even ambassadors. Targets
need to be quantifiable and measurable and it needs to be agreed when and how
these targets are measured. The classic mistake in this process is to define only
sales targets of products or in the case of AD only the amount of flexible kWhs.
Since any AD activity is long term by nature it is all about relationship building.
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6.3. Knowing your responsibilities
As we have learned from the surveys establishing a relationship and creating
trust are two main factors for a successful roll out of AD. This fact however, is
also a challenge in the sense that if a business fails to deliver in an already
established relationship, then the impact is much bigger because expectations
are much higher. – Just like if someone you know well fails you… Everybody in
the business needs to understand that - and responsibilities need to be delegated
and appointed from the beginning.
6.4. Customer segmentation
As a starting point it is worth looking at the principles of customer segmentation
in the utility industry, and how they are useful in determining goals and ambitions
– not to mention describing strategies for the different groups. First a classic
example from a very well documented segmentation model from the Danish utility
SEAS-NVE.
The important aspect here is not so the much the model in itself as it is how it can
be used to specify the different ways to communicate to each customer group –
and ultimately define which goals to achieve.
Basic
Advanced
Rational Creative
The Comfy
The Economical
The Green
The Dreamer
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6.5. Defining customers – an example
As an example of the way the segmentation can be used is first a set of high
level descriptions of each customer segment - primarily to make it easy to
understand them. Underneath this high level definition is (or can be) a hierarchy
of determining factors, which eventually can be used as a questionnaire in the
dialogue with end-customers to make an initial segmentation, which in turn will
determine the next step in the communication cycle. To make the segmentation
more comprehensible it is also of value to create personas [Jenkinson, 1994] – or
personifications – of each segment. It means creating a character, with whom
you will be able to relate and who has a set of distinct characteristics which you
will find represented among the customers belonging to a certain segment. This
being said a persona should be seen as a tool and a representation, which can
help in shaping the right communication, but it will never be able to hold all the
elements from a segment, since segmentation per se can be subdivided into
each and every individual living human being on the planet.
6.6. Defining targets and means of communication
From understanding the basic values and preferences of the customer next step
is to determine how to communicate and what goals to accomplish. It need not
be in a long document analysing each segment – since in the end the ultimate
goal is to make each customer their own individual segment (like we all feel we
are, indeed). Hence this exercise is merely to agree on some common ground,
on which the communication can get started:
Segments Utility role Ways of communicating
The Dreamer Guide
Where can this take me? Inspiration, options, very
descriptive, lots of words and imagery, Many positive
words
The Comfy Advisor Step by step explanation, constant reassurance, not
too many words. Easy to understand diagrams,
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The Economical Analyst A lot of data – very few words. Comparisons, do it
your self-tools, savings/benefits
The Green Coach Asking questions – giving answers. Encouraging,
status on environmental benefits
6.7. Segmentation for Active Demand
One of the major findings in the ADVANCED study is the segmentation models
for Active Demand. From the surveys and the pilot projects in the ADVANCED
projects it has been possible to establish a segmentation which we in turn can
use to determine what and how to communicate with customers for an AD
programme.
6.7.1. AD segmentation model
TNS, which has been the responsible party for the surveys within the
ADVANCED project, has done a latency analysis based on the questionnaires of
D4.2 (Report describing the AD perception in Europe differentiating between
consumers segments)
In doing so they have identified four distinct groups, which can be described as
this:
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In identifying four distinct groups it would at a first glance be most appropriate to
fit these groups into a matrix in order to logically arrange differences and
similarities. As we have seen from the example above, this is also the most
common way to work with segmentation, but in the case of Active Demand the
four groups are ordered in different dimensions. This led to a reorganization of
the matrix into a polarized axis:
6.8. Personas in Active Demand
In what follows, the four consumer target groups that were identified within the
different steps of the ADVANCED project are analysed more deeply using the
Figure 11: Latent Class Analysis by TNS, August 2014
Figure 12: Four segments of Active Demand
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concept of “personas” [Jenkinson, 1994]. As described in the introduction to this
chapter a Persona is a “typical” or rather archetypical customer that could belong
to one of the segments. In this part each Persona derived from the segmentation
of the Active Demand surveys of WP4 (Quantitative surveys of ADVANCED) is
described more deeply and is provided with a “story” that describes his life, living
situation etc. more deeply.
6.8.1. Active segment
Daniel Martin - Active
Power by the people – let’s get into action
- When tucking his son into bed, he tells him a story
about a penguin that together with his friends comes
into action to preserve his icy nesting ground. “And
by a stroke of luck, without him even knowing, he
inspires all the penguins in the world”.
Daniel is 45 years old and works as a planner for a local construction company.
He owns an apartment in a city, where she lives with his wife, son and daughter .
He is an enthusiastic cyclist; he thus tries to juggle his time with his work,
children, work, household matters and his hobbies as efficiently as possible. He
does not hesitate to use technology to support him with that; before hanging out
with his kids he quickly orders some new t-shirts online and shares thoughts
about good routes on a social network for cyclists. On weekdays it is mostly not
before 6PM that Daniel and his wife come home after having picked up the kids
at grandma’s. In the weekend they like to be outdoors a lot, as well. For
transportation he prefers walking or cycling, but he is quite content with the new
small electric vehicle they bought ever since chargers became available outside
their apartment building.
Daniel has incorporated energy conservation behaviour in his daily life. Motivated
by a concern of how his children will be able to enjoy nature when they grow up,
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and the possible scarcity leading to an increase in costs, he actively looks out for
options to save energy at home. He recently bought a so-called ‘smart’ display
that shows how he uses energy in real-time. He also uses an app that, based on
his actual usage, compares with historic usage figures and figures of other
households. His daughter has her own app; a game with which she earns points
for environmental actions, such as collecting batteries and drying laundry outside
on the balcony. Daniel has a good laugh when his daughter points out to her
what she can do differently, yet he is glad to see her so committed.
Daniel likes a good debate on societal topics such as the energy domain. He
feels that energy companies should actively join in this discussion, and even
guide by making really clear how his actions, and those of the community, can
contribute to saving energy. Not in the least, the energy companies should be
honest and transparent in their standpoints and how they foresee the near future,
he feels. What will the main sources of energy be in the near future? Can he
make use of local initiatives for producing energy with sun and wind? And what
does this mean for costs and pollution? Daniel is inspired by a good dialogue,
rather than one-way communication through a marketing campaign. He wants to
feel challenged and supported by the people and organisations around him, so
that he in turn is motivated to take specific action and set real goals that will
actually contribute.
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6.8.2. Moderate segment
Maria Bruno – Moderate Progress is good, but one step
at a time
“A few years ago I never imagined myself playing
Patience on a tablet, but look at me now”, she
laughs while chatting with her friends. She is quite
proud of the fact that she often tries to adopt new
things.
Maria is 62 years old and lives with her husband in a modest-sized detached
house in a local town. Her children are grown up and now have children
themselves. Not all of them live close by, but the family enjoys coming together
on a regular basis to catch up and enjoy Maria’s pot roast. Although she did not
finish school and was a stay-at-home mum, she is quite savvy when it comes to
running the household. While her husband pays the bills, she is the one that
actually makes the household decisions, ranging from holiday destinations to the
insurances they have. Doing that, she likes to deal with the same organisations
she has known for a long time. Being retired and a central point for the family,
they spend quite some time at home.
Her mother already taught her to be modest with using water and turning off the
lights, as she felt she should not waste resources and she should save money.
Maria still continues these habits until this day. Also her children, motivated by
school programs, have influenced her to be more aware of the environment and
the positive actions she can take. This made her care more than she used to. A
while ago, the energy company called her and told about a renewed energy
contract with flexible (day and night) pricing in combination with a new energy
display. She went along with the proposal and had her new display installed
recently. It took some time to learn how to interpret the figures on the display, but
after her son explained it thoroughly to her, she now gives her energy usage
much more thought. Being home a lot, a significant part of the household budget
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is spent on the climate of the house (aircon in the summer and heating in the
winter) and she is interested in more efficient ways to heat and cool her house.
For Maria to take on new things and experiences, she must always be sure she
can rely on the help and service of other parties. For her, long-term relationships
are key. Also, her doubts should be addressed thoroughly, whether they have to
do with changing her habits and the effect that will have, operating new tools, or
her apprehension regarding privacy. Being coached and reassured, she learns
and becomes more self-secure. Step by step, she becomes more comfortable
with new things, and in a while, even becomes an ambassador.
6.8.3. Indifferent segment
Susanna Weber - Indifferent I have lots of other things to
care about
Having dinner with her parents, Susanna discusses
the plans she has for the future, which seem
unrealistic sometimes. She loves them for the
support and advice they continue to give her.
Susanna is 25 years old and lives in a rented apartment with her boyfriend in the
university town where she remained to live after finishing her study. She is
looking for a job; she obtained her master degree in Communication and the
amount of interesting and available positions in that domain is still low. In the
meantime, she does some freelance work for small companies in need for a
communication message or the like. Given her situation, she is home quite a lot,
more than most of her friends at least, resulting in more use of heating and
electricity for her laptop that is on for a large part of the day.
Energy in itself is not a topic Susanna is very much concerned with, though. She
believes her energy costs are quite low and besides being conscious about
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turning off the lights, there is not much she can do about it anyway since the
landlord is in charge of energy management of the whole building she lives in. Of
course she knows that the environment is not an inexhaustible source for energy,
but she feels that energy saving on a personal level is a bit futile considering, for
instance, many large companies that seem they cannot be bothered. Given her
situation, there are also other things that motivate her much more, such as
sustaining an income to pay for the rent each month.
Susanna has lots of plans and ambitions for the future, such as buying a nice
house, building a solid career, travel more, and maybe start a family. Being able
to grasp every possibility that comes along to shape her life is what drives
Susanna the most. She likes to spar with people she respects and trusts, and is
open to new ideas or advice on alternatives from them that fit her situation. She
is however not out to try new things that are seemingly pushed by large
companies and do not have a direct positive influence on her personal situation.
Her scepticism can be overcome by addressing and understanding her situation,
and by giving her easily accessible, straightforward and suitable advice.
6.8.4. Oppositional segment
Simon Miller – Oppositional Listen to the man in the street
“Sure, those people should do whatever they please, but
not in my backyard”, Simon grunts as the local windmill
initiative is discussed in the pub.
Simon is 55 years old. He is married and has 2 children; a
16 year old son, and his 23 year old daughter who lives
close by with her husband and baby girl. He lives in a residential area of a
midsize town, where he owns a terraced house. He likes to do a bit of gardening
in his small backyard and enthusiastically supports his local soccer club every
Sunday. Simon works as an administrative official for his municipality. He is
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committed to his work and he enjoys the contact he has with his colleagues,
although he does look forward to his retirement sometimes; he struggles with his
health and high blood pressure, and he would like to be able to spend much
more time with is grandchild. But he is well aware that his work pays the bills, and
he surely does not want to have to worry about his expenditures, which are rather
modest anyway.
With the same amount of devotion towards his family and beloved soccer club,
he opposes to institutional forces that want to interfere with his life. For instance,
being forced into other behaviour by what he calls ‘sensation seekers’ who
proclaim climate change, upsets him. The saving tips he has received from the
energy company once, he thus considered to be intrusive rather than helpful. He
does not care too much about his yearly energy bill; it is quite the same every
year and he does not really know how his own behaviour can influence the
figures.
Simon does have regard for authority, but only if it is earned. He puts trust in
organisations and institutions that have shown understanding for his situation and
for his neighbourhood, and actually listen to what is important to them. He is
open to new ideas and experiences, as long as they are shared and brought by
people he can relate to- and not “some guy in a suit who tells what’s going to
happen and that’s it”. On the other hand, if he is educated by someone he
recognises as one who understands him, he is very willing to learn.
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7. Building an Engagement Engine
From describing segments, creating personas and thus making them come alive;
to understanding the dramatic change in communication which has taken place in
the past 15 years, the next step is to start identifying the appropriate means in
which to establish a relation with each segment.
Taking into consideration the segmentation model and the demand for interactive
communications we can build a model to describe the different means for the
individual segments. For the segments within the AD segmentation the model
looks like this:
From this differentiation in means of communication for each segment also the
targets within the scope of introducing Active Demand can be illustrated using the
same methodology:
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From this point on the actual goal setting is becoming much more tangible and
the next step in the process can start.
7.1. Knowing your targets
In returning to the AD communications wheel from the third chapter:
Figures 13 a and b: ADVANCED segment communications approach
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The first thing to do is to define the ambitions. The nature of these ambitions will
determine how the actual AD communication effort is designed as it will seek to
support the customer experience related to the goal setting. The nature of the
targets can be divided in to sub groups like this:
Sales and services: Ambitions, markets, products, offerings
Building relations: Customer Life Cycle, differentiating customers
Customer Retention: Segmented targets and propositions
Customer in-sights: Customer database and profiling for accumulated
knowledge and business planning
7.1.1. Benefits from communicating AD services
Considerations over the different benefits which an investment will deliver will
normally be included in the process of target setting. Not only, but to a certain
extent to enable an actual business-plan to get built. The AD communication
supports in this respect a number of areas, as it gives a natural and direct access
to each customer participating in the programme. The following are a number of
examples, which relate to both distribution and retail business, depending on
which part of the business is supposed to run an AD programme:
Increased marketing effectiveness
Reduce reliance on expensive direct mail, advertising and telesales
Communication will not be identified as marketing, so it can be distributed to
all consumers – an added benefit as greater numbers of consumers opt out
from traditional forms of marketing communication
Will give access to the customer at multiple platforms – with their consent
Incremental Customer Acquisition
Deliver proposition differentiation
Move the sales conversation away from price and towards support,
understanding & lowering bills
Cross Selling Opportunities
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Energy efficiency insights will identify where customers are wasting energy
and suggest products and services that will reduce long term usage
The communication with the end-customer will create insights into energy
waste and where energy use can be optimized
Possible Home Energy management System Product Sales
Hardware that will capture granular consumption data enabling insights to be
gathered and greater savings to be made
Hardware that will deliver greater control to customers, so in the future they
can take control of changes within more advanced ToU commodity tariff
regimes.
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7.2. Knowing your responsibilities
Last, but not least an organisation running a communications cycle based on the
AD communications wheel should consider legal and organisational issues –
both in order to avoid crossing the line of data privacy and as importantly to
secure that the whole organisation is supporting the new way to drive customer
relations. In following the steps of the communications wheel this should both be
considered in the “Stakeholder analysis” phase and after a communications cycle
has been maintained referring to the section called “Organizational set-up”.
7.2.1. Electronic consents
Using personal data in one-to-one communication requires in many countries an
active consent from each user. Some times this has to be added to the service
and/or privacy policies of the company. A customer engagement programme like
AD needs marketing permissions in order to initiate any communication which is
even the slightest bit marketing oriented or individualized in the way that was
described earlier. Furthermore it needs a lot of individual permissions from single
customers in order to create a viable business case and produce the desired
results. If such permissions do not exist at the outset a non-individual “buy-in”
programme needs to be instigated.
This chapter will not go into detail with concerns related to electronic consents or
data privacy, which is much more thoroughly explained in D6.4 (Report on
privacy and data protection impact assessment).
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7.3. Internal involvement and understanding
Starting up an AD communications programme requires initially only a few
resources from the company providing the service – it should be easy to get
started.
On the other hand it also has the risk of alienating the internal business from the
customer dialogue and the customer insights gained from starting to work
systematically with customer relations.
During the process of rolling out the AD related offerings month by month and
year by year business and product owners have to be involved and are needed
to give input and need to be updated on progress, insights, leads and sales
generated on an on-going basis.
On-going feedback is required from the business in order to fine tune messaging,
tactics and graphical appearance as well as an overall understanding of the
concept is needed to get support from the managerial level.
7.3.1. Competences and staff
The company providing an AD service offering should set a team working with
the Active Demand communication. The team should provide input to and make
quality assurance of all AD services and offerings to ensure the offering will not
offend the customers making them turn their back to future offerings.
Suggested staff for a business running an AD communications programme:
One project manager – full time
Involvement of all relevant business unit decision makers
Including visual branding responsible
IT resources for providing data and setting up integration
7.4. A project oriented mind-set
Whether an Active Demand programme is kicked off by an initial project which is
setting things afloat or it is being directed by a certain department – or even
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departments - working continuously with customer engagement should not be
taken lightly, as it demands a constant focus not to fail.
After the first communication cycle from the AD communications wheel, the focus
changes to a more process oriented approach where small insights are obtained
and optimization is carried out on a rather tactical level. This can raise the
demand for a different group of people working with the programme on an on-
going basis, than the ones initiating the programme.
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7.5. Getting started
Building the engine to maintain AD communications and establish an ongoing
relationship with the end-customer can be described in three steps:
Strategy, conceptualisation and ambitions
The first step is about defining the vision and the strategy. It consists of various
workshops defining the scope and will eventually end up delivering an
implementation plan and a budget
Building, integrating and implementing
The second step is building the solution based on the output from the strategic
phases. This is half technical; delivering the rules engine, the usability, the
technical integration. But the other half is as important – delivering the content,
the graphic design and the project management to constantly keep the focus on
the overall strategic decisions.
Delivering, developing and revisiting
The third step is the launch. But launch is not the right word. It is more of a
beginning. As soon as the AD Communications engine is running it has to be
constantly monitored, developed and accustomed to customer behaviour.
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7.6. Strategy, development and implementation
Implementing a digital communications strategy is closely related to the steps
taken in the AD Communications wheel. The difference comes from the fact, that
when you implement the strategy it will initially involve also building a software
and hardware system to support the growth and scaleability of the
communications efforts. In other words, the first time the communication process,
described in the AD Communications Wheel is started, it involves also building
the system to support it for the future. In this section, the first implementation is
decribed in six steps.
7.6.1. First step – goals and KPI’s
Initially the first step is a workshop, which will enable the out-coming strategy to
aim for the right targets. It is about understanding the specific needs of the
business. This first step is closely linked to the first two steps of the AD
Communications Wheel
The first work shop should bring together a number of either
external experts and/or employees combining knowledge on
customer engagement, data analytics, energy products and
digital communication. The first work shop should also include
people from product development and marketing.
The workshop could be a whole day event or a series of events
with the following agenda:
Goals and
KPI’s
What do we want to be for whom and with which result?
Workshop to gain insights into existing systems and data
Determining relevant KPI’s – measurable
and realistic
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The outcome of the first step is a documentation report which describes
customers, ambitions, strategy and targets. It will sum up the work shop in
clearly measurable KPI’s which in turn can be used to decide the actual
content of the solution.
7.6.2. Second step – data and analysis
The second step is an analytical process to identify
what knowledge is available in the business today
about the customers. It is intimately connected to the
third step of the AD Communications Wheel. This is an
important step, because it will enable the right
decisions to be made about creating a starting point –
and to be able to ask the relevant questions to get the
answers which is not available. For example about the
knowledge which is already available on our
customers.
Analysing existing data is sometimes already
institutionalised in the business, and can as such be a
Creating Customer Engagement in a world of digital overload
Insights from existing communications channels, rule based marketing
Marketing insights – the move away from traditional advertising to more
direct and personalised communication channels
The Customer as a starting point
Business experience – What do you know about your customers? What
contact point do you have with your customers today?
Working with segmentation and personas
Defining the right solution for your business
Discussion to identify customer goal and targets when dealing with
Active Demand.
Identify long term plans for customer relations and ambitions within AD.
Data and
Analysis
Who are our customers? How do we identify desired and critical behaviour?
Data mining Gap analysis Interactive data sessions Cluster-analysis Key Correlations
Customer insights Set goals for KPIs
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discussion with the data analysis department. Sometimes it takes a determined
effort by data mining specialists to perform it. Either way; it is a very valuable and
important step which will deliver new insights to the business about its customers
The most common way to undertake this session is to get a data dump of the
existing customer data, to perform an analysis on them, and come back with
findings to be discussed in a session including product development, marketing
and strategy people.
The outcome of the second step is a description of existing data, and a
structured set of goals defined on the basis of existing data. This step is
also setting the scene for the actual implementation strategy as it is
uncovering where a customer dialogue could start from.
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7.6.3. Third step – Engagement plan
Step 3 is the strategic output of the two first steps.
Basically it comprises all the knowledge gained from the
first two steps and gives adequate and thought provoking
new ideas on how to drive customer engagement and
active participation in AD.
This step is either a presentation or a report. Obviously a
lot of work will have been done ahead and the recipients
would normally be product development, marketing and
strategy and presumably some of the senior executives.
The report or presentation is basically a strategy
document, which holds the knowledge to conclude on the
budget and which targets from the first two sessions,
should be pursued.
In most cases it is relevant to focus on a smaller amount of
the KPI’s to keep the budget down, but from a
management perspective this session will also provide
knowledge on to the cost/benefit of the different objectives
set by the business and how much effort and money it
would take and cost to achieve.
The output of this step is like a communications business plan with
concrete recommendations for a customer engagement strategy. It is the
foundation for the creation of an actual activity and the white paper to start
building the AD communication programme.
Engagement Plan
What do we communicate to whom, how, at which time and via which channel?
Prioritized idea catalogue Mapping of all relevant touch points Influence on data and systems
Segments
Conversion
Recruitment
Key messages
Dialogue
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7.6.4. Fourth step – concept and design
In contrast to the preceding three strategic steps the fourth step is
much more concrete. In this step the creative output, design and
content will be created – either by external partners or internally.
Basically the fourth step is a conceptual design to translate the
strategy into actual content.
It will normally involve people from marketing and product
development. Also marketing agencies or other marketing
professionals can take part in this session if the business wishes to
include them in the process.
The outcome is a document describing how to approach the
different customer segments, with what messages and via
which channels. It is at the same time giving life and colour to these
messages and describes the technical implementation needed to
implement the ideas. It will also include a full budget.
Concept
and Design
How will it look? How will is sound? How will it feel?
Concept Design Text tonality Detail prototypes
Finished creative elements ready for production and technical
implementation
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7.6.5. Fifth Step - implementation
Fifth step is building the solution. It will involve people selected to
participate in the process; primarily technically skilled IT
professionals, which are rarely internal employees, depending on
the size of the company. To ensure that the dynamics and
ambitions of the strategy are actually built in to the solution this
step will also demand strong project leadership. The process will
as such vary - depending on the wishes from the business. Much
can be done internally and much can be done via out sourcing.
These things have already been described in the fourth step, and
the fifth step is more or less the actual plan being executed.
The outcome of this project is a proto type solution, which is
refined until a common solution is reached, on which the
different parties in the business all can agree. When the
prototype is signed off, the communications engine for
creating an engaged AD customer is ready for launch.
Production and technical
implemen-
tation
Production and implementation of selected ideas and
efforts
Production plan
Complete script
Detailed design
Dialogue flows Setup and
Configuration
Integration
Finished digital and physical elements
Emails, SMS
Rule flows
Full integration
Web interfaces
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7.6.6. Launch
The process leads to a launch. From a communications
perspective though, this is only the beginning. This is
where the strategy meets the customer and the real
testing takes place. It creates a lot of excitement, but to
avoid pit falls, some simple measurements should also
be taken. When the project is launched, this is referring
to the point of the AD Communication Wheel named
“Communications”. In the wheel two more steps follows,
before the wheel turns again: “Measuring” and
“Organizational review”.
Launch
Quality Assurance and status on results and achievements
Stepwise launch Quality assurance Control group benchmarking Evaluations
Documented results
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When launching a complex communication tool, it is advised to do it in small
steps:
1) For most people it may seem trivial, but to ensure the quality and
comprehensive behaviour of the complex customer communication now
beginning it is advisable to do a step by step launch and even create
control groups among internal staff and trusted customers.
2) For the business in itself the launch is the start of getting paid back the
investments done in building the mechanisms to fulfil the strategy. Hence
it is appropriate with an agreed documentation and evaluation process as
part of the launch.
7.6.7. After the launch
As mentioned, the launch is basically only the beginning, and the dynamics of the
setup will require constant attention and focus.
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8. Identifying Customer Journeys
Continuing the cycle of the AD Communications Wheel, utilising the Engagement
Engine described in the previous chapter – or repeating it with new content is
about developing a relationship with the end-customer. Building this relationship
is herein described as Customer journeys.
Customer journeys are a way of describing the different steps different customers
are taking on their way towards a certain goal. In this chapter we will take a
closer look at the different approaches and the different measures which should
be taken in order to meet the expectations of our different customers and thus
enable us to lead them along the way to a more engaging and positive attitude in
relation to Active Demand.
8.1. The development process
The development process as described in chapter 6 shows the phases from
building the strategy to the actual launch of the service. This figure basically
comprises the 6 steps described in the chapter into one model.
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The process is basically the strategic and tactical approach by which a working
AD communications platform in the utility industry can become realized. In this
chapter we will take a look at the paths or customer journeys, by which the digital
communications platform can lead customers to become much more engaged
and active volunteers for AD programmes. Before this, we will briefly sum up the
findings so far and complete the picture of what we are building.
8.2. Building a digital marketing platform
From our research and findings so far, it is quite clear, that a successful Active
Demand programme cannot function properly without a strong strategic
foundation in the corporate strategy of the business implementing it. Hence – as
we have seen in the previous chapter - the first three stages of the development
process are dedicated to building exactly that. After the initial strategic exercises
the next step is to build a database, rules, explore the organization and develop
marketing elements for launch and support.
Building the actual AD communications platform is both an exercise in software,
organization and communication. From the mock-ups made in the consultancy
phase now everything needs to be made to function in reality, and also the
campaigning elements and the launch need to be prepared. It is likely, that a
marketing agency already applied to the utility will create most of these elements
– but it cannot be done as a stand-alone exercise – it might be necessary to force
different actors/departments to play on the same stage.
8.3. What makes it work
The digital engagement engine is best described as working from three main
principles:
Data
Creating an ever growing knowledge database not only helps individualising and
familiarising the content it is also a cornerstone for developing customer
propositions and expanding the communication strategy
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Triggers
Decides when, where and how communication is presented for the end-
customers
Gamification
The concepts stands on the pillars of gamification, a term gaining much
momentum from the 2012 book by Andrzej Marczewski: “Gamification: A Simple
Introduction”. It is about presenting data in a way which is compelling and makes
people want to engage. It is the opposite strategy of telling people what to do -
we are teasing people to get involved, hiding things and promising disclosure
from just a tiny effort.
8.4. From data to insights
The idea behind collecting data, storing and analysing data on a constant basis is
sometimes referred to as “big data”. As this concept might be either unfamiliar or
suffer from becoming a buzz word, we will primarily stick to the concept of
collecting customer data and in doing so shaping a profile, which in the case of
an AD communications programme can be used to start a conversation. Hence;
from the thousands of data representing a normal household’s energy-
consumption we want to add more. In the following chapter, there will be
examples of what is meant by this – but the simplest add-on is a simple bench
mark of consumption with households of similar sizes. A more sophisticated add-
on is adding for example consumptions patterns and suggestions of how
electricity usage during night time might be translated into savings, since it is
often stand-by consumption. This will not happen over night, but analysing data
and asking the right questions enables us to create a dialogue about customer
behaviour which actually triggers end-customers to want even more because
they can see themselves and are met with relevant information – which is only
visible when presented in a larger context. Also it is important to design such
systems of customer engagement in a proper way, i.e. utilising privacy by design
principles, in order to make sure that data are not misused.
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8.5. Triggering the next step
So how can one best utilize customer data to create end-customer engagement?
The idea behind is called: Triggers. So when spotting a trend in analysing
clusters of data – we have got a potential trigger.
A trigger in this respect is a rule, which will be built in to a bigger set of rules. And
when a certain condition occurs – out goes communication addressing this and
that specific situation, i.e. if it is known that the consumer is interested in e.g. a
heat-pump (which might include flexibility options if set-up in the right way), it
makes sense to make the customer aware of such flexibility options and the
potential advantages they might bring to him or her.
The more we know, the more data we collect – the more rules can we build – and
the more adequate will the communication feel to the end-customer.
Behind the theory lies the idea that we as individuals are subconsciously aware
of many of these trends and can easily comprehend them, when they are
presented for us. In this respect the message based on analysing data is just
taking us the little step from being on the edge to actually take the final step…
The idea here being that positive experiences with data sharing (e.g. actual
savings realised) build trust between the parties and provides a “fair” deal on
data, i.e. consumers who share their data for certain purposes are actually
profiting from such sharing.1
8.6. Adequate information – don’t tell me, show me
1 Another practical example for such sharing could be a prosumer who allows the network operator to explicitly
monitor the production of the PV or CHP installed on the premise in very short time intervals. Based on these and
other data a DSO could actually make a projection of overall production in the geographical area while at the same
time providing information to the prosumer if such an installation was behaving irregularly.
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The oldest theory of all communication is – as is well known from personal
behavioural science – we hate to be told, but love to discover.
From the theory of gamification [Marczewski, 2012] comes the add-on, that what
you can discover yourself, will have even greater implications if new discoveries
are recognized and immediately responded to – who does not want to be
applauded for a personal revelation?
8.7. Customer dialogue = customer relations
Many people love listening to themselves. And in these days of ever increasing
numbers of people talking, we are all automatically developing a filter keeping
noise and people only trying to sell us something away from us. The sad fact is,
that many companies have not realised this fact and are still trying to persuade
buyers by simply overdoing their own abilities. The fact is, that we as individuals
now have created a very few limitations to our automated rules of not listening.
The only way to become accepted is to apply the simple rule of life and
persistently keep to that: “if you are worth listening to, people will listen”
Hence, the theory behind the AD communications programme is very simple:
“By always teasing or asking questions and not giving answers people will
start discovering for themselves, thus getting involved. Every bit of
knowledge is in turn turned into a new part of the equation – making the AD
communication evolve with the user.”
From a communications point of view, the utility will have to stay one step ahead
to direct the customer in the direction they want – not two. Always curious,
always wondering but never further away, than being considered an equal
partner in the communications dialogue.
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8.8. Introducing customer journeys
The customer journey explains the development of the relationship with the
customer and it is in this respect a series of communication points in which the
customer and the utility creates an understanding of each other’s needs.
The ADVANCED Customer Journeys are based on the ADVANCED conceptual
model and the materials used in the pilots, and in this chapter we will seek to
identify the consequent differences in nature of the different customer journeys,
when addressed to the four identified segments of the ADVANCED
segmentation.
It should also be noted, that the journeys support the realisation of the phases
‘Drive’, ‘Act’, and ‘Share’ (as the phases ‘Intervene’ and ‘Enable’ do not require
specific marketing and communication) in the conceptual model. See D5.1
(Report describing the validated conceptual models of active consumer
participation in AD) for a complete introduction.
8.8.1. Drive
In the “Drive” phase it is necessary to reach a potential customer while he is not
even aware of either his consumption or the AD offerings at hand.
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First and foremost this is a phase, where the utility primarily wants to attract
attention and get a first point of contact. In this respect it is possible to use more
traditional means such as for example, competitions and mass media to establish
a first touch point.
8.8.2. Act
In the “Act” phase active participation will often require a change in behaviour
and this should be addressed. In terms of segmentation it should, for example,
be thought of how a customer would prefer to sign-up and what securities and
guarantees they need. In this step it is of great importance to support the
customer with the first steps (installation, first use, etc.) and to lead him by the
hand and give instant feedback on every change or interaction. The first steps in
the “Act” phase might be the most delicate, since this is kind of a trial and error
experience for the end customer, where he tests out, whether these services
or/and offerings are of use to him.
8.8.3. Grow & Share
In the final phases a sort relationship and trust will have been established. The
communication is as such not as delicate as in the “Act” phase, since the
customer is now very much aware of the how and when of the AD
communication. On the other hand this phase should be compared to a loyal
subscriber of a newspaper or other service. Most customers will accepts some
flaws, but if the service continues to fail and the experience is becoming less and
less relevant the relationship will easily turn from positive and engaging to loud
criticism and even termination.
The opportunities however in this phase are also great. Since both trust and a
relation has already been established this type of customer will have the
opportunity to influence his own network and he can be an invaluable asset to
grow the AD community when motivated to share experiences in a way he/she is
comfortable with.
8.9. Learning from the Pilot projects
Many of the suggestions, ideas and methodology which is presented in this
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document is related to the communication initiatives which was part of the four
pilot projects; ADDRESS in Spain and France, Enel info+ in Italy and E-DeMa in
Germany. At an overall level the projects started out without looking specifically
at segments, and without addressing them individually – but as importantly all the
projects ended up recognising segments, which can be related to the final
segmentation of the ADVANCED project. This will be firther elaborated in
chapter: 7.11. “Journeys, personas and relations to the pilots”.
Also the Spanish ADDRESS project conducted a segmentation analysis after
they had started their pilot. During this analysis three clusters were identified.The
aim of this cluster analysis was to explore what characteristics a household might
possess that would make their adoption of ADDRESS type technology more
likely.
The three types identified was:
Example of segmentation from the German E-DeMa project based on how Users
(Nutzergruppen) have different approaches to energy management and control.
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Effective time managers: 75% of the participants grouped in this cluster would
consider adopting ADDRESS type technology in the future. They are divided
almost equally between those whose homes are occupied during weekdays and
those whose houses are unoccupied except between 2 and 4 on typical
weekdays. 75% of those participants changed the settings on their EBoxes.
Time constrained doubters: None of the participants grouped in this cluster
would adopt the technology, whilst most of them have irregular time schedules,
and 30% of them have houses that are unoccupied on weekdays. However, 50%
of those participants changed the settings on the EBoxes.
Laid back adapters: All the participants in this group would accept the
technology, and whilst the way their homes are occupied varies, only 20% of
them have changed the settings on their EBox.
The ‘Effective time managers’ may have found the technology intrusive, however,
their ability to be home (either throughout the day or in the afternoon) and having
changed the settings, they were able to accept the technology. It appears that the
‘Time-constrained’ doubters, due to other commitments and demands on their
time, appeared less likely to want to engage with the technology or consider
adopting it in the future. The final grouping, the ‘Laid-back adapters’, do not find
the technology intrusive, however, they would consider the technology. This
group is less likely to be constrained by an irregular schedule and have found the
technology not intrusive on their day-to-day life.
[Source: D5.2 - Key societal factors influencing the adoption of the ADDRESS
Smart Grids architecture, ADDRESS project, May 2013]
It is also clear from the pilots, that establishing a relation with the end-customer
and focusing on establishing trust and ensure education of users are some of the
most valuable elements in securing success of an AD roll out.
As an example the ADDRESS project in France went door to door to involve
customers on Houat and Hoëdic islands, they did demonstration of the
equipment in rented houses and established contact with a teacher of a
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secondary school – to make a visit of the pupils to make information spread on
the islands. Also technical assistance was offered to all participants together with
website, brochures and a hotline. It is not possible to make such a close attention
to participants in a full roll out, but it shows the level of engagement which is
needed to make people participate, when you start from a point, where nobody
has any knowledge fom before.
One of the important elements from the Enel info+ communication in Italy was the
way education and building a relationship with the customer was used.
Source: ADDRESS pilot in France - communication material
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Not only did the information materials show advanced user interfaces on energy
consumption, but even more importantly; the information from the active users was
used to communicate directly and start a dialogue about the consumption via a report.
This is an important learning which is being used also in this final report Customer
Commuinications, since it showed, that by doing this it is much simpler to keep the
attention and engagement of the end-customer.
Source: Enel info+ - communication material
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8.10. Customer journeys by Persona
As described in chapter 5 each Persona has its own characteristics; explaining
the differences in their journeys. Customer Journeys must in this respect be
understood as the individual experience from customer to customer of moving
from being unaware about AD to becoming a sharing part of an AD community.
Source: Enel info+ - Consumption report
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The differences in the journeys are also related to the differences in the starting
point of different personas but also in the communication related to what
motivates the individual Persona on the path to becoming a participating and
engaged customer in an AD programme.
In this introduction we will start with a small recap of the four Personas and their
characteristics before moving into the discussion of how they can be motivated
through different means of communications.
Daniel - Active
Strong environmental views; concern over energy costs; takes action in reducing
energy consumption
Maria – Moderate
Some environmental views; some concern with energy costs; takes action in
reducing energy consumption
Susanna – Indifferent
Some environmental views; less concerned with costs; less interested in taking
action to reduce consumption
Simon – Oppositional
Anti-environmental views; not concerned with costs; not interested in reducing
consumption or in technology.
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8.10.1. Getting started
To take a first step as a customer - you need to have an incentive. For attracting
the attention of the four different Personas, there will be different ways of
communication – and most probably different media in which to get their
attention. Also they will need different carrots to make them take their first step.
A common denominator to create a hook for the first communications to start
could be a reward programme or prize draw. It can be described in three easy
steps:
1. Get rewarded for signing up
2. Receive communication in accordance with whom you are
3. Start the Customer Journey
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8.10.2. After the first sign up
In the first contact through the generic approach a minimum of data should be
collected about the individual. For example: Age of the house, Household size,
Energy consumption and costs, Income level, and the satisfaction level with
energy products and services. The balance is to get enough information to keep
the communication being relevant and still not annoying the customer, to make
him step back from the programme. Basically this communication could reach out
to both existing and potential customers.
From every bit of information given, the customer should experience a sort of
feedback. For example the above mentioned data, is enough to provide the
customer with a benchmark of energy consumption to similar households.
8.11. Journeys, personas and relations to the
pilots
Every Persona will then experience different Journeys in becoming more
engaged in an AD programme and it is possible to identify some overall
characteristics of the journeys related to each Persona. For crafting these
Customer Journeys, the communication material and practices of the four pilots
have served as inspiration and concrete input. Examples of these are given
below, beneath the different Customer Journeys themselves. (Note: These
matrixes can all be found in full format, which might be more readable in the
Appendix A)
Daniel:
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Input from the pilots for Daniel: E-DeMa
The E-DeMa pilot proposed a very clear distinction between different
functionalities and usability aspects of AD, for the research they conducted
among participants. They found, for instance, that a large percentage (66%) used
the (personal) display and found it had added value for the whole ‘AD
experience’, more than the pilot ‘Marketplace’ (an online platform about the pilot
as a whole). This served as inspiration for the focus on personal statistics in
Daniel’s journey. Furthermore, a significant positive relationship was measured
between participants that have affinity with technology and/or focus on saving on
the one hand, and (perceived) usefulness of the display on the other hand, which
implies an even greater role for a display with interesting items to engage Daniel,
also focused on savings and quite technology savvy, more with AD.
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Source: E-DeMa_IKT_GWI_Fraunhofer_Chartbook_final.pdf
Connection between attitude (Einstellung) and how features are valued
(Bewertung)
Maria:
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Input from the pilots for Maria: ADDRESS
The target group for ADDRESS seems comparable to Maria, for instance
because of the geographic overlap (Maria is a Persona that can largely be found
in Spain). For ‘driving’ AD uptake and motivating people to actually join,
ADDRESS has given ‘home visits’ a prominent part of their campaign. In fact,
personal contact and support has been quite fundamental in the ADDRESS
communication strategy with participants, resulting in the same suggestions in
Maria’s journey. Also, the very clear step-by-step information seems as a good
way to go for engaging Maria.
The sequence of contacts with the participants can be summarised as followed:
1) Recruitment call 2) Second call for confirmation 3) Home visit to sign the
contract and get information from the house 4) Home visit for installation and
setting up the system 5) Pre-questionnaire (all participants) 6) Interview (30
participants) + Diary (17 participants) 7) Final questionnaire (all participants) 8)
Deinstallation.
[… ] During the physical visit to get the contract signed participant more
information about the project was delivered and questions were answered. On
the installation day more questions were answered and the equipment manuals
were given to the participants as well. Moreover, participant had at their disposal
different channel to received support (i.e. telephone number, email and physical
helpdesk)
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Source: ADDRESS pilot communication material
Susanna:
Input from the pilots for Susanna: Enel
Enel put a lot of effort into reaching potential participants by communicating
about the pilot in a wide array of places that fit into people’s daily life. As
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Susanna is best reached in situations that fit hers, Enel’s approach served as
logical input for her journey. Both by being present physically on specific suitable
locations, or by reaching her through setting where a lot of her peers are, such as
a campus. The visuals used by Enel, emphasise this connection to someone’s
daily, too and are very concise and clear.
Source: Enel pilot communication material
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Simon:
Input from the pilots for Simon: ADDRESS
ADDRESS has given a lot of attention to creating awareness through media and
‘channels’ that are familiar and trusted by potential participants, such as local
newspapers, the municipality and local schools. As Simon needs reassuring
cues, such as parties he knows or peers that are already participants of AD
programs, this approach by ADDRESS has served as input for Simon’s Customer
Journey, as well. Furthermore, the local open information sessions held by
ADDRESS help to create an atmosphere of transparency, trust and partnership
instead of selling, which is sure to turn off Simon.
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Source: ADDRESS pilot communication material
These four different ways of leading different customers towards the same goal is
the key to keep the process unfolding. In the last chapter we will take a deeper
look into some concrete examples of the journeys.
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9. Examples of applied communication
In this chapter, actionable information and practical examples are provided for
applying the above described communications umbrella and strategies to real-life
practice. Examples of segment variation in communication
In order to make the AD Personas and their respective Journeys come alive,
three distinct and descriptive examples are given here. These concepts or mock-
ups serve to explore the possibilities and inspire for actual campaigns,
demonstrating variations in tone-of-voice and the importance of delicacy as
elaborated upon earlier. They are just examples; logically, actual communication
means and messages should be preceded by a solid strategic approach as
described earlier.
9.1.1. Making Daniel an AD advocate
Compared to the other Personas, Daniel (Active Persona) will be easiest to reach
and willing to adopt AD. A greater challenge for Daniel is thus to make him, once
a customer, a real AD advocate and even motivating others (e.g. other
Personas) around him to also participate. The example below thus focuses on
Daniel’s Customer Journey phase: ‘Grow & Share’.
Following from the fact that Daniel prefers to use digital channels as a customer,
the example below shows how Daniel’s needs for insight and control in his
household energy figures are addressed. He can check his performance, see
how he compares to others, and share his good results with friends. Gamification
is brought in as a tool to educate and empower him more, and also to involve his
children. Lastly, by giving him the chance to give feedback on possible
improvements, he will feel even more engaged.
The important difference between this example and the various numbers of
solutions out there, which gives access to consumption data in various formats, is
the way data is treated as a way of communication and interaction. Data is not
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only shown but is presented in accordance with other data: As benchmarks, as
suggestions, as controls, as proposals, as advice and in a multiple of other ways,
which creates value for Daniel and his fellow Personas.
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9.1.2. Making Maria aware and interested
Maria (Moderate Persona) is a segment that is already in some way concerned or
active regarding energy behaviour and/or costs. With a certain tone-of-voice, she
can represent a viable segment for AD.
In the example below, Maria has participated in a campaigning activity for a prize
as described in chapter 6. The reward program asks her for a very few details on
household size and yearly consumption.
To test and prove the communication options, this example is then based on a
profile which:
1) spends below average on energy costs
2) Is not (yet) an AD customer
3) Has a moderate interest in energy savings
The goal of the e-mail below is to introduce Maria to Active Demand as a service
(Drive); build trust; build a profile of this segment (expand knowledge) and
prepare her for the next step (Act).
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9.1.3. Reaching out to Susanna
For Susanna (Indifferent Persona), it is important to align with her main concerns
in life in order to even have her become aware of the possibilities of AD. One way
she can be reached, for instance, is thus by relating to her main life events. In the
example below, information on Active Demand is given at an information market
on a new building project for people first entering the housing market.
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9.2. Regional variation
The Personas are for a large part based on the ADVANCED surveys executed by
TNS. Although the names chosen for the Persona do reveal a slight connection
to the region in which their dominance is greatest, the regional differences are
still important to clarify to ensure effectivity of AD campaigns. In the following, the
most distinctive differences and their effect on campaigns are highlighted (for
detailed information, please refer to D 4.2 (Report describing the AD perception
in Europe differentiating between consumers segments)).
9.2.1. Regional variation in figures
Broadly, the TNS surveys turned out that the degree of involvement and activity
in saving energy moves along a diminishing path from Southern Europe to
Northern Europe.
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Interestingly, the pattern of regional variation continues when it comes to the
technological advancements in regards to control over the energy management:
as the graphs below demonstrate, in the Southern regions people have more
control over their heating system and are more open to monitoring by the energy
company. (Overall though, people want to control their appliances themselves,
rather than fully handing over control to the energy company).
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There is an interesting deviance from the ‘South to North’ pattern explained
above here, though, and that is that in Spain people are (much) less satisfied
with their energy company than in other countries and especially compared to a
Nordic country such as Sweden.
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The findings above on the degree of involvement and activity in saving energy,
are summarised by TNS in the following way:
Source: TNS - Active (green), moderate (yellow), indifferent (blue) and
oppositional (red) segments by country in the survey
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Not surprisingly, the Active people are dominant in Italy and Spain and the
Moderates in France and Germany. The Indifferent segment makes up a large
part of the studied population in the Netherlands and the United Kingdom,
whereas even more northerly, in Sweden, the Oppositional segment is most
dominant. In other words, farther away from the Mediterranean, people tend to
show more ‘anti-green’ sentiments and (far) less concern for the environment and
energy costs.
9.2.2. Working with regional variation
For some, all the above might seem counterintuitive. Have the Nordics not
always been frontrunners when it comes to green politics and giving priority to
sustainability? It might be explained by the fact that the Southern parts are simply
catching up and the Nordics are slowing down. Another explanation can also be
that in the Nordics environmentally conscious behaviour has so much become a
fact of life, that it is now actually a 'low interest' topic. But, as the data turns out,
there might also be other dynamics at play, such as reluctance towards AD
requirements such as monitoring and/or control by the energy company; which
differences between countries may here for instance be culturally shaped. The
uptake on energy saving in Southern countries, may also be explained by
economical drivers, which motivates people to actively seek ways for saving
costs (“it is possible that the amount spent on electricity is related to the
perceived importance of reducing energy consumption”), although that probably
is only one side of the story [reference from D4.2 (Report describing the AD
perception in Europe differentiating between consumers segments)].
These variations in behaviours and attitudes between different countries is
challenge for AD initiatives that are pan-European. It becomes clear that
communication strategies should not only take into regard different drivers and
barriers (explained in the Personas) but also these regional and cultural
differences. Here it is important to note again, however, that certain regional
aspects are, however implicitly, incorporated in the Persona’s, as well. For
instance, the indifference of Susanna, who in name and appearance seems to be
of Northern European origin, resembles the level of indifference in the Nordic
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countries.
As described already by TNS in D4.2: “…improving satisfaction and enhancing
the image or providers will be a critical first step in the Spanish market, but less
important in the Netherlands, where more effort can be directed in instilling a
need for behaviour change”. And in Sweden, the scepticism towards AD as a
means for more control by the energy company should at some point probably be
addressed. Thus, when creating a communication strategy or just one piece of
material, a local ‘check’ on how it is received, is a good step before finalising.
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10. Revisions
10.1. Revision history
Version Date Author Notes
0.1 1/10/2014 Thomas
Mikkelsen
First draft
0.2 10/10/2014 Stella Di
Carlo/Oliver
Franz
Comments
0.3 20/10/2014 Thomas
Mikkelsen
Document revision
0.4 30/10/2014 PM/TM Comments
0.6 15/11/2014 Thomas
Mikkelsen
Document revision
1.0 30/11/2014 PC/QM Final check and approval
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11. Conclusions
The ADVANCED Customer Communications Umbrella for residential customers
is one of the most actionable outcomes of the whole ADVANCED project. As
such the knowledge gained through the pilot projects, analysis and interviews
throughout the project period is summed up in the parts of this delivery.
D5.4 is based on an analysis of existing communications material from the pilot
and the research from the surveys established in the project, and on this basis is
provided a set of tools and a way of working with communication alongside the
roll out of Active Demand which seems promising for the future.
To secure success with the roll out of future AD programs it is shown, that
engaging customers and establishing relations is crucial. The trust and the
relation in between customers and utilities is a necessary prerequisite for rolling
out AD.
To ensure the building of trust and establishing a relationship a step by step
approach is needed in the communication. The conclusion of this chapter is, that
this is possible – especially since utilities in the relatively short period since the
liberalization of the energy markets in Europe has been able to relate to changes
in their environment very quickly. With new digital ways of communication at
hand, the transformation in communication needed in the industry is mostly about
making the decision as to when and where.
In this respect it seems most possible, that the potential flexibility and the energy
savings of future energy consumers can be dramatically changed. This however
demands a change not only in the customers mind, but also in the approach of
the utility sector towards their customers and towards communication over all.
The most important findings can be summed up in the following 8 points:
1) A new methodology – the AD Communication wheel – has been created.
It emphasizes the fact that communication about AD programmes of the
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future needs to be a part of the business development and take its
starting point in actual business goals.
2) From analysing pre-existing communications in the utility sector – not
necessarily related to AD activities, but in a broader sense focusing on the
messages sent and perceived from all communication coming from the
industry - it has been observed, that communication until now has been
focusing on mass market and above the line communication channels and
content. When moving into AD, this needs to change to become
personalised and relevant for the individual customer.
3) At the same time as the energy market has been liberalized the whole
world of communication has seen a dramatic change from traditional
mass media campaigns to digital and targeted communication.
4) Findings from surveys in the ADVANCED project have been turned into
actionable goals and segments, which enables a much more targeted
communication approach.
5) On the basis of segmentation, the project has been able to establish a
digital Engagement engine, which provides a methodology to ensure the
roll out of AD programs in the future.
6) The pilot projects from the participating utilities has provided unique
insights into which communication methods that works, and which does
not. This has been a major contribution to developing the methodology
and the examples of communications for driving AD participation.
7) Most importantly, the finding from the ADVANCED project does not only
require change within the minds of the customers but as important
internally in the organizations of the utility industry.
8) The methodology of personal customer communications opens up also
new possibilities and business options for the industry
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12. External documents
[Accenture, 2012a] - Actionable Insights for the New Energy Consumer;
Accenture end-consumer observatory 2012
[Accenture, 2012b] - The New Energy Consumer Balancing Strategic and
Operational. Imperatives Reference guide 2.0
[Alexandrov et al, 2013] – Alexandrov, A., Lilly, B. and Babakus, E., 2013. The
effects of social- and self-motives on the intentions to share positive and negative
word of mouth. Journal of the Academy of Marketing Science, 41:531-546
[Berger and Schwartz, 2011] – Berger, J., and Schwartz, E.M., 2011. What drives
immediate and ongoing Word of Mouth? Journal of Marketing Research, Vol.
XLVIII, 869-880
[D5.2] - Key societal factors influencing the adoption of the ADDRESS smart
grids architecture. Report on the results of WP5 verified by the experience
obtained in the field tests – ADDRESS consortium
[Fleissner, Gölz, 2013], E-DeMa_IKT_GWI_Fraunhofer_Chartbook_final.pdf,
Report on ERGEBNISSE E-DEMA IKT-GW I, Kundenakzeptanz-Forschung
[Langley et al., 2012] – Langley, D.J., Bijmolt, T.H.A., Ortt, J.R., and Pals, N.,
2012. Determinants of social contagion during new product adoption. Journal of
Product Innovation Management, 29(4):623-638
[Kotler et al., 2007] Kotler, Philip and Andreasen, A.R.: Strategic Marketing for
Nonprofit Organizations, Addison Wesley, 2007)
[Entwistle et al., 2009] Entwistle, Johanne Mose (ed.): Minimum Configuration of
a Smart Home, Aarhus School of Engineering and Alexandra Institute; 2009
[Lewis et al., 2002] Lewis, Philip E. (ed.): Energyforum Global Report
On Deregulated Electricity Marketing, Energyforum International AB; 2002
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[Wellendorf and Larsen, 2009] Larsen, Astrid Klarskov and Wellendorf, Kristine
Schaumann: Branding In a Climate of Change, CPH Business School; 2009
[Ernst & Young, 2013] Postance, Richard (Author director): In utilities we trust?
How can energy providers win back the trust of their customers?; Ernst & Young
2013
[Jenkinson, 1994] Jenkinson , A .: ‘Beyond segmentation’ , Journal of Targeting,
Measurement and Analysis for Marketing , Vol. 3 , No. 1 , pp. 60 – 72
[Marczewski, 2012] Marczewski, Andrzej “Gamification: A Simple Introduction”,
April 2012
Web resources:
“Green Stimulus Chart”: http://www.wri.org/resources/charts-graphs/green-
stimulus-spending-country
“Barack Obama DNC speech” http://www.opposingviews.com/i/politics/2012-
election/transcript-barack-obamas-dnc-speech
[Sungard 2014] “Sunguard Financial Systems on European Electricity liberalization”:
http://financialsystems.sungard.com/solutions/energy-trading-operations/Industry-
Topics/emerging-regulation
13. Appendix A: Figures and illustrations in full format
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Customer Journey for Active Segment – Persona: Daniel
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Customer Journey for Moderate Segment – Persona: Maria
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Customer Journey for Indifferent Segment – Persona: Susanna
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Customer Journey for Oppositional Segment – Persona: Simon