ubuso “the face of eskom” a case study on eskom’s customer relationship management solution...
TRANSCRIPT
UBUSOUBUSO
“The Face of Eskom”“The Face of Eskom”A Case Study on
Eskom’s Customer Relationship Management Solution
By:Hugh McGibbon (Divisional Customer Service Manager)Kevin von Berg (Senior Consultant (Customer Service)) (Presenter)Distribution Division, Eskom Holdings Ltd
18 May 2005
Topics
• Background• The aim of CRM (in a regulated Utility with a Captive
market)• Selection of an appropriate CRM solution for a utility
company• Essential foundations as a base for a CRM solution • Implementation project - lessons learned• Improvement in performance • Benefits tracking• Future vision
Over 3,7M Customers
Eskom’s Customer Service environment
VIRTUAL FRONT OFFICE
Contact CentreCampaign Mgt
OutboundTelephone, SMS
Service Agents
Contact CentreCampaign Mgt
OutboundTelephone, SMS
Service Agents
7 xContact Centre
Front OfficeInbound
Telephone, SMS,Email, Fax, MailService Agents
7 xContact Centre
Front OfficeInbound
Telephone, SMS,Email, Fax, MailService Agents
EATFace to face,Telephone,
Email, Fax, MailService Agents
EATFace to face,Telephone,
Email, Fax, MailService Agents
99xWalk in Centres
InboundFace to Face
Service Agents
99xWalk in Centres
InboundFace to Face
Service Agents
Service RepsInbound
Face to FaceService Reps
Service RepsInbound
Face to FaceService Reps
Customer ExecsInbound
Face to FaceCustomer Execs
Customer ExecsInbound
Face to FaceCustomer Execs
Self Service
InboundIVR, CSOnLine
Automated
Self Service
InboundIVR, CSOnLine
Automated
VIRTUAL CC
VIRTUALBACK OFFICE
Hundreds of locations
Risk ManagementBack Office
Handling of routed Work ItemsCRM Workflow
Admin / Processing / Service Resolution
Risk ManagementBack Office
Handling of routed Work ItemsCRM Workflow
Admin / Processing / Service Resolution
Contact CentreBack Office
Handling of routed Work ItemsCRM Workflow
Admin / Processing
Contact CentreBack Office
Handling of routed Work ItemsCRM Workflow
Admin / Processing
CS AreaBack Office
Handling of routed Work ItemsCRM Workflow
Admin / Processing
CS AreaBack Office
Handling of routed Work ItemsCRM Workflow
Admin / Processing
WorkflowManagement /System Admin
3 x Account OperationsBack Office
Handling of routed Work ItemsCRM Workflow
Admin / Processing / Service Resolution
3 x Account OperationsBack Office
Handling of routed Work ItemsCRM Workflow
Admin / Processing / Service Resolution
Wires BusinessWires Business
4 million Customer Contacts a year (270000 per month), 7 languages, 24x3654 million Customer Contacts a year (270000 per month), 7 languages, 24x365
Internal Workflow65% Electricity Supply Problems
20% Accounts, Payments & Meters5% Applications
5% Credit Management
Internal Workflow65% Electricity Supply Problems
20% Accounts, Payments & Meters5% Applications
5% Credit Management
The aim of CRM in EskomTo Reduce Cost through efficiency, while improving Customer
Service Electricity Supply Problems
Accounts, Payments & MetersApplications
Credit Management
Electricity Supply ProblemsAccounts, Payments & Meters
ApplicationsCredit Management
Aim is 75% First Contact Resolution(Immediate resolution)
Aim is 75% First Contact Resolution(Immediate resolution)
Aim is 95% One Contact Resolution(Only 1 inbound contact
from the customer)
Aim is 95% One Contact Resolution(Only 1 inbound contact
from the customer)
CASE MANAGEMENT(Tracking, & Escalation (if necessary))
Multiple outbound contacts(as required)
Inbound customer contact(Service Request)
EXCEPTIONS(Overdue or repeat customer contact)Escalated to Customer Accountable
AND Task Accountable people) Resolved (with Escalation)
(Aim is Zero never resolved)
Resolved (with Escalation)
(Aim is Zero never resolved)
CASE MANAGEMENT(Case closed immediately)
Pure Framework Solution (as opposed to a Package or Hybrid Solution) • to match Eskom’s processes exactly• to fit in with our CIS Billing package
Flexibility• REDs• Scalable• Able to integrate with all billing and engineering systems • All major electronic interfaces (telephone, e-mail, SMS and the Internet) Speed of Implementation
Maximise Existing Investments• Existing Value Chains and business processes• Compatibility with existing IT investments
Low Business Impact• Training• No disruption on switch over• Easy to use
Selection of a CRM solution
Essential foundations to implement CRM Achieving a Win-Win balance between Customer
Expectations & Cost STEP 1 - VISION (1995)• Geographic accountability to a person• All interactions possible electronically• Move to remote contact• Single virtual Contact Centre• Full contact history• No cash handled by Eskom• Process focus• Customer choice of channels / media
STEP 2 – PROCESSES DEFINED (2000)• Value Chains (Manage Revenue Cycle, Optimise Customer Interaction, Acquire
Customer, Manage availability of supply, Network Asset creation)• Bench marking / World Practices• Process ReEngineering• ARIS modelling
STEP 3 – CORE SYSTEMS• Virtual Contact Centre Infrastructure / Multimedia (2002)• CIS (2003)• Field Service Management
– Work Management / Scheduling / Despatch (2000)– Mobile Data Terminals (2001)– Cellphone / PDA (2004)
STEP 4 – CRM FRAMEWORK SOLUTION• Ubuso Project – The Face of Eskom using Framework CRM solution
Overall picture
3,7M customers
7 Contact Centres99 WICs3 Acc Ops
CSDC
Accountability1 Virtual Workforce
7 languages
4 services
CRM PROCESS MANAGEMENT
CIS FIELD MANAGEMENTCASE HISTORY
MDT
DisconnectCell/PDA’s
How CRM fits in: Business System Architecture
CRM Solution:CRM Solution:
Agent desktopScripting
Knowledge MgtMultimedia Queue(Fax, Email, SMS)Case Management
Workflow
CIS / Billing:CIS / Billing:
BillingCredit Management
Payments
Field WorkField WorkManagement:Management:
Wires businessWork scheduling
Enterprise WorkflowEnterprise Workflow
Document ManagementDocument ManagementeMail & SMS:eMail & SMS:In & outbound
Contact CentreContact CentreTelephony:Telephony:
Call RoutingVoice Mail
Voice LoggingIVR
Outbound Dialling
CS OnLine:CS OnLine:Web Self Help
IVR:IVR:Self Help servicesAccount Balance
Fault info
CTI:CTI:
Computer-TelephonyIntegration
Call control fromAgent Desktop
Calling Line ID
Dialler:Dialler:Call campaigns
Technology Architecture – Integration bus
Wires DB
CRM DB iBusCRM
ProjectMgt
CISGIS
CIS DB
SMSEmailFax
DataMining
(Reports)
XAI
I V RDialler
Fault MgtWork Mgt
Legend:iBus adapter
CRM Service Object
Point-to-point interface
CTI PSTNSwitch
CTI PSTNSwitch
CTIPSTNSwitch
CTI PSTNSwitch
CTI PSTNSwitch
CTI PSTNSwitch
CTI PSTNSwitch
Regional
Regional
Case Management: Workflow
Customer hasrequest
Additionalwork required on
case
Case Closed
Case HistoryCase HistoryCase History
CRMWorkflow
GTXInbound
Inbound agentopens a customer
case
CRMWorkflow
Configuration
KPI configurationRouting
configuration
WorkflowRejections
EscalationsEscalationsEscalations
EATWork items
External SystemRejections(Maximo)
External SystemRejections(Maximo)
External SystemRejections(Maximo)
Workflow Management
Route toDepartmentLocation and
Position
Workflow HistoryWorkflow HistoryWorkflow History
Responsible position indepartmentResolve
Accountable position indepartment
Monitor
User rejects work assigned to them. Workis routed to the CCDC who either does afollow up or re-allocates the work.
When EAT Work Item are sent, theRegional CS Manager, AreaManager and Task Accountable Managerof the applicable region are notified.
Engineering Work Item is rejected.Follow-up done by person who viewsMaximo rejections. Work item is followed-up or re-logged.
If KPI is exceeded, the work itembecomes overdue and the person’smanager is notified.
Proactive Service: Campaign Management
Campaign builtby an
administratorCRM Campaign ManagementReceived campaign from
external system
Extract
Create and send e-mails on the execution date
Dialler
Calls sent to Agent via Dialler
Phone
Calls assigned to back office Agent
to complete
SMS
Create and send SMS message to customer on the execution date
Campaign Execution
CRM CampaignManagement
CRM Workflow
CRM Workflow
Task Accountable and Customer Accountable Escalation
Front Office “Contact Logger”
And“Case Opener”
Back Office “Workflow Recipient”
And“Work Doer”
CRM Work Flow
Manager / Supervisor(Accountable for Task)
Area DC /Customer Exec
(Accountable for Customer)
Escalation when task overdue1=“Task” escalation to the Doer’s boss to chase the work2=“Customer” escalation to the person accountable for the customer to advise him in case proactive intervention / customer feedback is necessary
Notes:Could be the same person eg an Area DC is accountable for the customer AND is accountable for his service agent doing the work - in this case the person will get both views.
Could be to 2 different people – eg the Billing Mgr gets the task escalation and the Area DC gets the Customer escalation when the Billing clerk fails to deliver the work on time.
The customer accountable person is the NAMED person accountable for that specific customer.
1 2
“VIP / Sensitive” customers Principles:a) Workflow is identical as for non-
vip / sensitive customersb) The only addition is notification
to the customer accountable person that a case has started
Notification of new case
opened
Fit to generic CRM Functions
1) MARKETING – Campaign Management for :• Service Availability (Planned / Unplanned)• Credit Management• New Service Activation audit checks• Ad hoc Sales campaigns
2) SALES – No focus (future)
3) SERVICE:• Multichannel (Web / Contact Centre / SMS)• Resource Planning & Optimisation (Work Force Management across
7 CC’s)• Case Management (Logging / Workflow / Escalation / Monitoring up
to Regional Manager level / Segment differentiation (VIP flow))
4) ANALYTICS (Reporting):• Service Levels / Overdue• Interaction Types trends• Costs• Channel trends
Fit to generic CRM Functions
5) AGENT DESKTOP:>Case Logging >Scripting>Fault Analysis >Electronic Contracting>Case History >Dashboard>Case Based reasoning >Knowledge Management Toolbox
6) SELF SERVICE:• Account Balance (IVR) / Web site / Fax & Email
7) FIELD SERVICE MANAGEMENT:• Mobile Data Terminal – Mile 1,2A, 2B, 3• Cell / PDA – Disconnect / Reconnect Work Orders
8) DATA MANAGEMENT:• Customer Details• Customer / Network Link / GPS• Sales Info - Follow up on No Sales for theft
Learning Points - Process
• Aggressive timeline of a year worked well (trimmed scope to fit)
• Phased implementation with a core at each site and overlap with old system worked well
• Extensive user involvement in design and testing proved valuable (workshops, SMEs, Testing, secondments)
• Framework solution easy to fine tune & change processes
• Workflow structuring is excellent down to Person level and easy to maintain
• Workflow co-ordination / administration roles required
• Dashboard Reporting is good - Generating analytical reports requires a good report writer tool
Learning Points - Technology
• Pilot use of iBus technology, lack of skills and experience.• Multiple major initiatives in the business (726, CDX
upgrade, etc)• Too many External Dependencies –13 different teams
involved• Integration effort took much longer than estimated• Training database performance not good (hardware
capacity)• Full infrastructure requirements (Dev/QA/Training) unknown
upfront• Multiple sessions open impacts licence usage• Client and workflow kernel crashes• Not enough upfront DR planning
Learning Points – Change Management
• Training on Framework System with familiar processes was easy
• Extensive line involvement during development and testing created strong ownership and knowledge/experience
• Implementation structure with team members deployed to support regions was very successful – Change Management Missionaries
• Extensive project communication involving many channels and addressing all levels of stakeholders created a “pull” from the business.
• Strong business involvement and ownership of Change Stream
• Strong sponsor involvement and direction across all streams• Dual system usage had both positive and negative effects.
Benefits description
Service / Process Efficiency:• Efficiency resulting from reduction of average handling time, by
presenting all relevant information in a timely manner• Efficiency from first contact resolution (reduction in despatched
items)• Efficiency from self service channels• Efficiency from improved Case Management• Efficiency from one contact resolution (reduction of repeat calls)• Increase in service levels by being able to handle more requests in
shorter timescales and reduced number of repeat calls • Reduced growth in manpower due to efficiencies in all areas (e.g.
reduced call volumes, better case management, efficiency from self-service channels, reduced AHT, etc.)
Secondary Benefits:• Reduction in training costs (reduction in agent training time due to
the intuitive nature of the CRM System Solution)• Efficiency from flexibility for process changes• Ongoing benefits in terms of process improvement to continually
increase efficiency and customer service.
Benefits Tracking
• Reduced cost of service by 25% (cost per customer) since 1995
• Improved Customer Service
• New indicators:–One Contact Resolution–First Contact Resolution–Average Handling times–Manpower costs / count–Training costs / days
National Service Level - Inception to date
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
Jan-
00
Mar
-00
May
-00
Jul-0
0
Sep
-00
Nov
-00
Jan-
01
Mar
-01
May
-01
Jul-0
1
Sep
-01
Nov
-01
Jan-
02
Mar
-02
May
-02
Jul-0
2
Sep
-02
Nov
-02
Jan-
03
Mar
-03
May
-03
Jul-0
3
Sep
-03
Nov
-03
Jan-
04
Mar
-04
May
-04
Jul-0
4
Sep
-04
Nov
-04
Jan-
05
Mar
-05
SL month
SL 12mmi
Target
National CSI (12mma for 2004 to 2005)
72
73
74
75
76
77
78
79
80
Tar
get
Jan-
04
Feb
-04
Mar
-04
Apr
-04
May
-04
Jun-
04
Jul-0
4
Aug
-04
Sep
-04
Oct
-04
Nov
-04
Dec
-04
Jan-
05
Feb
-05
Mar
-05
6 Months after Go Live
• Contact Centre Staff say it is a huge improvement• Account Ops Staff love it and use it actively• Wires Works Management Centre say it is an
improvement• Area staff are extremely enthusiastic and say it has
reduced their work load• CS Deliver Controller says:
“It is fantastic. I can sit at my desk and see the status of all customer issues my remotely located service agents are handling.”
• Service Agent at remote locations love it.
Such a positive reaction to a new major system is unique in Eskom, especially after only 6
months during which time performance was interrupted at times
Future Vision
• Flexibility of Framework Solution– To integrate many legacy systems from Municipalities
and Eskom into Regional Electricity Distributors (REDs)– To provide economy of scale across 6 independent REDs– Variations and phased versions of the above
• Interaction Automation
• Personalisation
• Relationship Management via People Interface
• Expansion into Sales & Marketing
Enquiries: [email protected]
Making Eskom “Easy to do business with”