idc_eon_case_study

May 2015, IDC Energy Insights #EISC05X

BEST PRACTICES

E.ON UK Rebuilds Trust with Customer Engagement and Digital Transformation

Roberta Bigliani

IDC ENERGY INSIGHTS OPINION

Customer trust and satisfaction are the pillars of success for any utility. These pillars are even

more important in competitive energy markets where energy retailers compete to retain and

acquire customers and to possibly generate new revenues streams.

E.ON UK is one of the UK's leading power and gas companies, generating electricity and retailing

power and gas to about five million residential and business customers. In 2012, the company

radically changed its strategy and market approach, and began a customer journey to "reset" its

relationship with customers and digitally transform the customer experience, aimed at improving

trust and satisfaction, reducing churn and ultimately enhancing the company's performance. Key

elements included:

A new company strategy that focuses on becoming customers' trusted energy partner was

formulated and agreed upon.

A customer transformation program was created to focus on a series of key "customer

moments." The key moments are supported by new and simplified customer-centric

processes and new digital tools, such as the "Saving Energy Toolkit".

E.ON UK's Saving Energy Toolkit was delivered to residential customers. The online tool,

built on Opower's platform and software as a service solutions, leverages Big Data

analytics and behavioral science to enable E.ON UK to provide personalized advice and

products to help customers control their energy use and reduce their energy bill.

So far, above-plan benefits have been achieved. E.ON UK's Net Promoter Score (NPS)

has improved, and the company is leading among the larger suppliers. Also, brand metrics

demonstrate consistent improvements, while overall the number of customers who choose

to manage their energy online has doubled. Additionally, customers started saving energy.

©2015 IDC Energy Insights #EISC05X 2

IN THIS STUDY

To successfully compete in a very dynamic energy market and reestablish customer trust, E.ON

UK has profoundly redefined its strategy, services and marketing approach to focus on customer

experience and digital transformation. This report highlights the pillars of this transformation, and

describes the successful implementation of the company's "Saving Energy Toolkit'"(SET) with

Opower, as well as the approach it took, the business value delivered, and the lessons learned.

IDC Energy Insights Case Study Series

IDC Energy Insights' case studies series provide utilities with fact-based, comparable, consistent,

and independent views on interesting projects implemented across geographies. The focus is on

IT and operational technology solutions or, more broadly, energy technology initiatives that

contribute to innovation and sustainability. Collaborating with utility companies and vendor

personnel directly involved in the projects, IDC Energy Insights analysts gather all relevant

information and analyze the approaches taken and the solutions' success in meeting their stated

goals. Case studies are assessed against four criteria that IDC Energy Insights believes are critical

to generate additional value: contribution to operational effectiveness, degree of technological

innovation, transformational impact on the company's businesses, and, more broadly, the utilities

industry value chain.

Why This Case Study?

This case study was selected as a best practice example of how a utility can transform its existing

relationship with customers to improve their satisfaction and their trust in the company. This case

study describes the experience of a large energy retailer, which operates in a competitive energy

market — the UK — but is equally relevant for utilities that operate in regulated and vertically

integrated markets.

This case study demonstrates how E.ON UK effectively changed its customer strategy and, by

taking advantage of digital technologies, redesigned its entire customer experience. Overall, the

report provides concrete examples of actions to consider for all utilities that embark in a

transformation journey. Additionally, it proves how to effectively scale up consumer engagement

pilots to make them part of marketing activities and part of real customer-centric operations.

SITUATION OVERVIEW

The Competitive Energy Market in the UK

The UK energy market (both electricity and gas) is unbundled and competitive in every segment of

the value chain except transmission and distribution, which are regulated businesses. Consumer

protection and economic regulation of the market is carried out by the Office of Gas and Electricity

Markets (Ofgem). The country was a European pioneer in the liberalization of national service

monopolies, a process that had its genesis during the 1980s. For the electricity industry,

liberalization had its first major milestone with the Electricity Act 1989, which privatized electricity

supply in Great Britain, and culminated in 1998 with the introduction of competition in the supply of

electricity to the domestic market. Later, the Energy Act 2008 mandated the rollout of smart meters

for both electricity and gas supply as a responsibility of energy suppliers (and not of distribution

companies as was mandated in the majority of continental European countries). This process,

which is currently scheduled to start in 2016, involves the installation of 53 million smart meters in

over 30 million properties at an estimated investment of about $17 billion (£10.9 billion).


Over the past 15 years, energy supply coalesced into 6 large suppliers– British Gas, EDF Energy,

E.ON, npower, Scottish Power, and SSE), in addition to a number of smaller suppliers, such as

First Utility, Flow Energy, Ovo Energy, and Good Energy. To varying degrees, the larger suppliers

are part of international vertically-integrated groups that own electricity generation and supply

businesses.

Company Overview


power and gas. Selling electricity and gas to about five million residential and business customers,

E.ON UK is the country's third-largest domestic gas and electricity supplier (based on market share

data published by Ofgem in 2014).

E.ON UK is part of the German E.ON Group, a major investor-owned energy supplier with facilities

across Europe, Russia, North America, and with partnering operations in Brazil and Turkey.

E.ON's diversified business consists of renewables, conventional and decentralized power

generation, natural gas, energy trading, retail and distribution. The group supplies around 35

million customers, and owns about 61 GW of generation capacity.

Business Needs

The utility industry is going through a period of profound transformation. Traditional

utility business models no longer work effectively it can be argued. In the electricity

business, for instance, profitability which traditionally originated in power generation is

now dramatically shrinking, and value creation has moved away from generation

toward the downstream segments. In this evolving context, the E.ON Group radically

changed its traditional generation-centric approach to become "the partner of choice for

energy solutions." The customer is now at the heart of the Group's vision. Consistently,

E.ON UK's strategy is to become its customers' trusted energy partner by helping them

"pay no more" and "use no more" than what they need.

Management Challenges

The UK market is not only a competitive and heavily regulated energy market, but can

also be an unsympathetic environment for utilities to operate in. Over the last several

years, the media and consumers associations have routinely confronted the larger

suppliers. In its "State of the Market Assessment" issued in March 2014, Ofgem reported that

"levels of customer confidence and trust are not what we would expect to see in an industry that is

successful in meeting its customers' needs and expectations." Only about 52% of customers said

they were satisfied with their supplier. Additionally, customer complaints have increased by more

than 50% since the beginning of 2011. Ofgem's analysis showed that in 2013, 43% of customers

did not trust energy suppliers to be open and transparent in their dealings with them. Ofgem's

report also highlighted that customers are reluctant to engage in the market, and require large

savings to consider switching worthwhile.

In this complex scenario, in 2012 E.ON UK decided to radically change its strategy and approach

to the market. The company began a journey to "reset" its relationships with customers, and to

digitally transform the customer experience, aimed at improving trust and satisfaction, reducing

churn and ultimately enhancing company performance.

A new straightforward strategy — to become the trusted energy partner for customers — was

formulated and agreed upon. This enabled the company to focus on a number of key goals,

including achieving market-leading customer satisfaction and helping customers control their

energy use.

E.ON UK's

strategy is to

become its

customers'

trusted energy

partner, by

helping them

"pay no more"

and "use no

more" than they

need.


THE BEST PRACTICES

Program Background and Objectives

E.ON UK's customer journey began by listening to customers and to the ideas of internal

employees. The company found, and continues to find, new ways to listen and involve employees,

customers, and stakeholders.

E.ON became the first UK energy supplier to create an Independent Customer Council, made up of

business leaders, stakeholders, and customer advocates to report to every month. The council

convened for the first time in early 2012 to explore whether E.ON UK properly understood its

customers' concerns and made adjustments accordingly. In response to the council's feedback, for

instance, in 2013 E.ON UK reduced its utility bills from six sheets to one sheet, which made it more

legible and environmentally-friendly. Most importantly, the council challenged E.ON UK's top

management to really transform into a customer-centric company by looking at internal processes

with an outside-in perspective.

Since the "Reset" process began, E.ON has continued to listen to the views of its customers and

employees: about 1,300 internal people are involved with the "MySay" colleague research panel;

sessions involving residential, SME, and corporate customers are held to enable extensive

customer dialog; and the "YourSay" online forum is now established with 28,000 customers

expressing their opinions and making suggestions.

As part of the customer transformation program, and ahead of the Retail Market Review which

made a reduction in tariffs mandatory, E.ON's tariff options were simplified and reduced, making

choosing the best deal easier for customers. More recently, smart meters started to be rolled out.

The company now has more than 440,000 smart meters deployed in the field.

With a strategic goal to encourage more customers to manage their energy accounts online, since

2013 digital transformation became a core component of E.ON UK's customer operations

redesign. Digital "evangelists" were brought on board to disseminate digital capabilities. Initial

improvements included basics such as improving the corporate website. Over the past three years,

the digital team has grown significantly from 8 to 50 people, equipping E.ON UK with a mix of

digital native experts, marketeers, project managers, deliverers, strategists, planners, and analysts

to deliver a series of services and tools designed to make life easier for customers, including the

Saving Energy Toolkit in collaboration with Opower, a Direct Debit Manager tool, a Prepayment

Store Locator tool, and helpful video content. The team also manages mobile optimization and app

development and social media.


FIGURE 1

E.ON UK's Digital Transformation

Source: E.ON UK, 2015

Solution Description: The Saving Energy Toolkit

Customer engagement is essential for any utility. It creates intimacy and trust, and opens the door

to sell more. The Saving Energy Toolkit has played a fundamental role in E.ON UK's customer

engagement transformation and is delivered to residential customers.

The online tool is built on Opower's platform and software-as-a-

service solutions, which use Big Data and analytics, and behavioral

science to enable E.ON UK to provide personalized advice and

products to help customers control their energy use and help reduce

their energy bill. The following are the core features of the Saving

Energy Toolkit:

Energy consumption tracking

Social benchmarking

What uses most

Energy saving tips

Energy saving plan/goals

The Saving Energy Toolkit enables customers to monitor their energy

usage and costs to find out how much energy nearby households in

similar homes use. Each household's energy use is compared

anonymously to around 100 homes of similar size so they can

compare their consumption to average peer households. The

comparison feature encourages positive behavior changes and

nudges users to adopt recommended tailored energy-saving tips. The Saving Energy Toolkit helps

"Engagement is about us

helping and motivating our

customers to make

informed decisions

regarding their personal

energy use, allowing them

to choose what is

important to them —

comfort, cost,

convenience, control —

and making it easy for

them to do so."

Anthony Ainsworth, E.ON UK


customers understand how they use energy and when they use it the most. It provides easy to

read charts that detail how energy use changes on a month-by-month basis and how energy is

currently used in the home, divided between heating, lighting, hot water, appliances, and other

uses. Participants can use social media like Facebook and Twitter to share their energy-saving

successes with others.

Since it was launched in October 2013, one million E.ON UK residential customers have visited the

Saving Energy Toolkit.

FIGURE 2

Saving Energy Toolkit Screen Shots

Source: EON UK, 2015


Selecting the Solution

For its customer transformation program, E.ON UK looked for customer-led technology innovation,

assisted by the E.ON Group's Strategic Co-investments Team, which brings a combination of

commercial collaboration with VC investment designed to bring more value to E.ON and its

partners.

Opower was selected since it matched the purpose well, thanks to its strong integration of

behavioral and data science.

Implementing the Solution

The Saving Energy Toolkit was launched in October 2013 and was smoothly delivered thanks to

tight collaboration between E.ON UK and Opower.

The launch was complemented by a strong integrated communications campaign, leveraging all

types of channels including social media, TV and cinema advertising, email, direct mail, and other

direct customer communication, digital displays and PR. Internal communication to colleagues was

also key for the launch. This campaign made it possible to have an immediate reaction from

customers and to reiterate momentum over time.

Business Value

The customer transformation program created a series of key customer moments and supports

them with new and simplified customer-centric processes and new digital tools, such as the Saving

Energy Toolkit. The overall benefits derived from the Saving Energy Toolkit have surpassed those

originally anticipated.

One of the key performance indicators for customer satisfaction and loyalty monitored by E.ON UK

is the net promoter score (NPS). It measures customers' willingness to recommend the company to

their friends. E.ON UK's NPS has improved and it now leads among the major energy suppliers.

Also, brand metrics and churn demonstrate consistent improvement by E.ON UK.

On the customer side, E.ON UK collected signs of consumption reduction from engaged customers

that use the Saving Energy Toolkit, with average savings of around 1.4%

The entire digital transformation program was very successful, and in 2014, showed the following

statistics:

Almost 30 million unique visitors to E.ON's website in 2014, double that of the previous

year

Over 10 million visits were via mobile devices

Over 1 million visits to the iFAQ help pages

Double the number of customers managing their accounts online

A significant increase in online product switches

Over 30,000 customers helped via social media

Over 1 million customers signed up for E.ON Rewards

Helping customers understand and control their own energy use is core in E.ON UK's strategy and

this will continue to be important as the rollout of smart meters progresses.


Lessons Learned

The introduction of a new strategy to become its customers' trusted energy partner enabled E.ON

to embed an internal cultural change and put the customer experience at the center of the

company's ways of working. Additionally, it enabled better alignment and accountability among

different E.ON teams, including the marketing and sales teams.

The introduction of the Saving Energy Toolkit drove significant improvement in customer care

metrics and helped encourage customers to use E.ON UK's digital channels.

Top management commitment and business people engagement were critical factors for success.

The program execution focused on the customer experience, with the digital strategy layer

supporting it. The digital team engaged the business during the transformation program. The team

executed several training sessions, road shows and engagement workshops, which were critical to

create company participation and achieve results.

E.ON UK's digital maturity increased throughout the program and digital

transformation is now a strategic priority.

E.ON UK understood the importance of two-way conversational customer

engagement via digital channels to improve the personalization, effectiveness and

value of the next communication/action. Digital cannot only be seen by utilities as a

website and outbound communications. It is not a push approach but a pull one. It is

not only data provisioning but data capture and reciprocity: "give us more information

about you and we can provide more value."

Overall, "Digital First" is E.ON UK's new strategic marketing approach.

Along the transformation journey, E.ON UK learned that the customer owns and

drives the conversation now more than ever before. Based on this, the company is

evolving the way it interacts with customers, to adopt an "Always On" model for

customer engagement (Figure 3).

"Digital is changing

the way we talk

with our

customers, it is

not a technology

or architectural

change"

Anthony Ainsworth,

E.ON UK


FIGURE 3

E.ON UK "Always On" Model for Customer Engagement

Source: E.ON UK, 2015

The transformational program was heavily scrutinized for its budget as is consistent across all of

E.ON UK's operations. In an industry in which compliance to constant regulatory changes can

absorb large amounts of operational units and IT budgets, it is extremely important to set priorities

and execute accordingly.

Finally, E.ON UK learned an important lesson about scale. To really make a change, execution

needs to impact the entire customer base, evolving from pilots to full-scale implementations. E.ON

UK has taken consumer engagement beyond its "pilot phase," making it the "new normal" business

practice.

FUTURE OUTLOOK

Next Steps

Customer trust and engagement are the basis to attract and retain customers, and to support them

beyond the pure commodity business. With its transformation program, E.ON UK has helped

customers to better understand their energy consumption, to know what consumes most energy

and how much it costs. The next step for E.ON UK is to make it easy for customers to buy smart

products that will help them save energy.

Additionally, there are enhancements planned for the Saving Energy Toolkit, including improved

information dashboards and mobile optimization. The positive collaboration with Opower is set to

continue.

ESSENTIAL GUIDANCE

Project Impact Assessment

IDC Energy Insights believes the E.ON UK customer journey has very effectively transformed the

company's culture, and its approach to residential customers, driving cost to serve reduction,


operational effectiveness and measurably improving customer trust. The ongoing digital

transformation deployed new capabilities and has evolved from a matter for the small initial core

team, to a much larger group made up of digital experts, marketeers, project managers, deliverers,

strategists, planners, and analysts. The collaboration with Opower quickly enabled E.ON UK to

scale up the Saving Energy Toolkit to deploy it to its entire residential customer base. All the above

makes for an excellent program, and a very relevant reference for other utilities that operate in both

competitive and non-competitive energy markets. Figure 4 presents a summary of IDC Energy

Insights' project impact assessment evaluation.

FIGURE 4

E.ON UK's Customer and Digital Transformation: Project Impact Assessment

Source: IDC Energy Insights, 2015

Operational Effectiveness

Technological Innovation

Business Transformation

Industry TransformationLow High


Actions to Consider

Engaging customers, improving their trust and satisfaction is more easily said

than done, especially in the utilities industry. The truth is that many residential

customers find energy and water commodities a boring topic and dedicate a

very limited amount of time to them. Therefore, it is vital for utilities to make

the most of customers' attention by providing them with an effortless

experience and by delivering value. This is even more important in competitive

electricity and gas markets, where residential customers can freely choose

and switch their supplier, and are encouraged to compare offers. Nonetheless,

trust is the pillar on which utilities can build opportunities for the additional

revenue streams they are looking for in the new energy scenario in which they

operate.

In more detail, utilities that are undergoing customer transformation journeys

should consider the following:

Lead an "outside in" business environment. Bring inside the customer voice and put

yourselves in your customers' shoes. Think as a customer, and listen to their voice in any

way possible. To act accordingly, anticipate their needs and make things easier for them.

Try to be "genuinely helpful."

Give scale to your initiatives. Stop executing isolated pilots. Test if needed, but then

quickly scale up to create synergies and impact the customer base. This is the only way to

really release the full benefits of customer engagement initiatives and most importantly

trigger your company customer transformation journey. And from a technical perspective,

consider cloud options as a way to easily scale up your customer experience initiatives.

Assess your company's customer experience maturity. Assess your organization's current

culture regarding customer management. To what degree has management taken an

active or leadership role in formulating, communicating, and implementing the customer

experience vision? Is management giving customer experience the time commitment

required to play out? Focus on the big picture of what it is you want to achieve. Look at the

existing processes and systems in place for customer operations, from either an inbound

or an outbound perspective. Are these connected, consistent, and comprehensive?

Show top management commitment and engage employees. Customer experience

strategies and the infrastructure required to execute them take time to be put in place.

Assign a C-level executive, and ensure that the leaders of the initiative are given the

authority to enact change and garner support. Ensure all employees are engaged in their

own career paths and are proactive advocates for the organization.

Measure success. Metrics and analytics need to be in place. Develop required customer

experience-related KPIs, in conjunction with business performance metrics, and review

correlations.

Select the right partners. Bring partners and suppliers into the broader "experiences"

strategy. Review and evaluate current suppliers and partners for their ability to operate to

satisfy the customer experience initiative and their ability to represent the corporate

mission.

LEARN MORE

References

Interview with:

Anthony Ainsworth, B2B and Marketing director, E.ON UK

Digital engagement is

not a website and

outbound

communication. It is a

pull not a push

approach. It is not only

data provisioning but

data capture and

reciprocity.


Company website:

www.eon-uk.com

www.eon.com

https://www.eonenergy.com/for-your-home/help-and-support/saving-energy-toolkit

Ofgem: State of the Market Assessment, March 27, 2014

Related Research

To learn more about customer engagement in Utilities industry please refer to the following IDC

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Marketing Effectiveness Improvements in the Spotlight for Energy Suppliers (IDC Energy

Insights #EISC01X, March 2015)

Utilities Smart Customer Operations Quarterly Update: October-December 2014(IDC

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IDC FutureScape: Worldwide Utilities 2015 Predictions (IDC Energy Insights #EISC04W,

December 2014)

Utilities IT Investment Priorities for Solutions: Results from the Western European Utilities

2014 Survey (IDC Energy Insights #EIOS10W, January 2015)

Business Strategy: Shedding Light on Social Media Practices in Utility Customer

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Business Strategy: A Unified Customer Experience Through Customer-Preferred

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Gamifying the Enterprise (IDC Energy Insights #EISC02W, July 2014)

Smart Customer Management: The First Utility Way (IDC Energy Insights #EIRS03W, May

2014)

Utilities Scaling Up Growth and Innovation in Their IT Budgets for Successful Customer

Operations (IDC Energy Insights #EISC01W, April 2014)

Business Strategy: The Role of Gamification in Utilities' Consumer Engagement (IDC

#EIRS04V, January 2014)

Residential Customer Engagement: An Opportunity or a Threat for Utilities? (IDC Energy

Insights #EIRS02V, April 2013)

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Reinventing GIS for the Modern Utility: The United Utilities Enterprise GIS Solution (IDC

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Thames Water's AORTA: Wipro Enables Real Time Insights for Thames Water's Asset

Operations (IDC Energy Insights #EIRS03V, September 2013)

http://www.eon-uk.com/

http://www.eon.com/

https://www.eonenergy.com/for-your-home/help-and-support/saving-energy-toolkit


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Low Carbon London, Promoting Innovation in the Distribution Network (IDC Energy

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Best Practices: Spotlight on Mobile Applications — Mekorot, Israel's National Water

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Deep Dive into Smartcity Málaga Ranked #1 in IDC Smart Cities Index for Spain (IDC

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Best Practices in Building Energy Management: Høje-Taastrup and Middelfart

Municipalities Partner with Schneider Electric to Improve Buildings Performances (IDC

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Best Practices: Portugal's Way of Driving Electric Mobility — The MOBI.E Project (IDC

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Services, With Wipro as Systems Integrator (IDC Energy Insights #EIOS05T, August

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Best Practices: Veolia Water Transforming Metering — The m2ocity Innovative Business

Model and Oracle Utilities MDM Deployed by Power Reply (IDC Energy Insights

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Data Privacy and Security for Smart Metering: Alliander Certification Case Study (IDC

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Iberdrola's Control Center for Renewable Energy (CORE): A Model for Grid Integration of

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Synopsis


power and gas. It sells electricity and gas to about five million residential and business customers,

and is the country's third largest domestic gas and electricity supplier.

To successfully compete in the UK's very dynamic energy market and rebuild its customers' trust,

E.ON UK profoundly redefined its strategy and its marketing, sales, and service approach to focus

on the customer experience and digital transformation. This report highlights the pillars of this

transformation and describes the company's successful implementation of the "Saving Energy

Toolkit" as well as how E.ON UK teamed up with Opower, the approach it took, the business value

derived, and the lessons learned.


"Customer engagement is essential for any utility. It creates intimacy and trust and opens the door

to sell more. E.ON UK's Saving Energy Toolkit was a fundamental component of the company's

customer engagement transformation," said Roberta Bigliani, associate vice president and head of

Europe, Middle East & Africa, IDC Energy Insights. "The benefits derived from the deployment of

the Saving Energy Toolkit to all of E.ON UK's customer base even surpassed those originally

planned."

About IDC

International Data Corporation (IDC) is the premier global provider of market intelligence, advisory

services, and events for the information technology, telecommunications and consumer technology

markets. IDC helps IT professionals, business executives, and the investment community make

fact-based decisions on technology purchases and business strategy. More than 1,100 IDC

analysts provide global, regional, and local expertise on technology and industry opportunities and

trends in over 110 countries worldwide. For 50 years, IDC has provided strategic insights to help

our clients achieve their key business objectives. IDC is a subsidiary of IDG, the world's leading

technology media, research, and events company.

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