payment processing may 13-16, 2014 nashville, tn 1 2014 customer service benchmarking data review...
TRANSCRIPT
Payment Processing
May 13-16, 2014
Nashville, TN
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2014 Customer Service BenchmarkingData Review Conference
Agenda
◼ Guidelines Review – for relevant section◼ Key Measures and Financials◼ Anomalies, Issues, Outliers and Corrections◼ Next Steps
Customer Service Benchmark Study Organization
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CS Support and CS ITCS Support and CS IT
Customer Contact• Contact Center• Local Office• Self Service• Contractors• Credit Inbound calls
Customer Contact• Contact Center• Local Office• Self Service• Contractors• Credit Inbound calls
Back Office•Billing•Billing Field Policies•Payment Processing
Back Office•Billing•Billing Field Policies•Payment Processing
Field Service• Change of Account• Billing Field Orders
(meter investigations)
• Credit Field Orders• Order Management
Field Service• Change of Account• Billing Field Orders
(meter investigations)
• Credit Field Orders• Order Management
Meter Reading• Manual• Mobile AMR• Fixed Network AMI
Meter Reading• Manual• Mobile AMR• Fixed Network AMI
Revenue Management• Credit Office and
Outbound calls• Credit Field and Inbound
Contact Policies• Revenue Protection:
Office and Field
Revenue Management• Credit Office and
Outbound calls• Credit Field and Inbound
Contact Policies• Revenue Protection:
Office and Field
Customer Life-cycle: Meter Set to Cash Measures, Policies & ProcessesCustomer Life-cycle: Meter Set to Cash Measures, Policies & Processes
Employees: Safety, StaffingEmployees: Safety, Staffing
Customer: Customer Satisfaction, First Contact Resolution, Customer ExperienceCustomer: Customer Satisfaction, First Contact Resolution, Customer Experience
Areas excluded:◼ Energy Audit/Energy
Efficiency Group◼ Meter Change-out◼ Account Executives
Guidelines Review
Subject Areas for Payment Processing
◼ Volumes and types Payment Options (cash/credit/electronic) Processing types
◼ Outsourcing◼ Payment agencies ◼ Accuracy/Timeliness
Efficiency Productivity Posting/timeliness
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Functional Cost Model
Our approach to collecting cost, performance and staffing information follows customer transactions through each functional area.
If you have significant costs in one of the shaded categories, you can enter your cost in the shaded box.
No boxes are shaded on line.
Subject Areas for Payment Processing
◼ Volumes and types Payment Options (cash/credit/electronic) Processing types
◼ Outsourcing◼ Payment agencies ◼ Accuracy/Timeliness
Efficiency Productivity Posting/timeliness
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Technology – Payment Processing
NOTE: CIS is a separate category
Technology Any technology specifically used for a function such as meter reading devices, mobile data technology, telephone switch or call routing software, call monitoring software etc.
Contact Center:◼ IVR◼ ACD◼ Scheduling Software◼ Workforce Management (WFM)◼ Multi-channel processing◼ Web, Social Media technology costs◼ VOIP◼ Web/email routers◼ Virtual hold technology costs◼ 3rd party applications (OMS interface etc.)
Field:◼ Mobile data◼ Scheduling◼ GPS◼ Telecommunications◼ Routing software◼ Dispatching software
Revenue Protection◼ Tamper plug◼ Data mining software
Meter:◼ Handhelds◼ Routing software◼ Telecommunications◼ Remote disconnect◼ MV 90◼ GPS
Bills:◼ Inserters◼ Web/email, bill presentment◼ C/I billing software (MV 90)
Payment:◼ Image processer◼ Slitter/sorter◼ Interface w/kiosks◼ Routing software for off-site payments◼ Payment Kiosks
Credit:◼ Behavioral scoring◼ Predictive dialer◼ Credit optimization software
Payment Processing Definitions
Transactions◼ Payment = Payments processed should roughly equal bills issued. One
check for multiple bills counts as multiple payments. Multiple payments for one bill counts as multiple payments.
◼ Include all payments whether sent via mail, paid in local office, payment agency or pay station, paid on-line or through IVR or call center, or collected in the field.
Performance Measures◼ Payments that have been posted accurately to the right accounts as a
percent of all payments
Other◼ Payment locations = Payment agencies; local offices, pay stations ◼ Cashiers in local offices should be included with this function since their
primary function is to take payments. Other local office reps who handle activities in addition to taking payments are part of the contact center.
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Payment Processing Definitions (Continued)
◼ Energy Assistance: payments might be processed by another agency or group. 3rd-party is paying on behalf of customer; agency accepts payment, uses other funds and processes it into the utility. Generally, put in "3rd Party"
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Payment Channels & Options
◼ We ask you to provide information on payments both by channel and option.
◼ We also capture information in both the Contact Center (CT305) and Payment (PP5) areas about payments received. Be sure that data is reported in all areas.
◼ If a customer is transferred to a third party to make their credit card payment, we still want to track where they started (CSR, IVR, Web) not where the ended (3rd party). We’re tracking how they intended to deliver the payment, not how you processed it.
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In some cases, customers opt out of a transaction before it’s completed. So your call center considers it a payment call, but payment didn’t receive the payment. So numbers may not match.
Key measures & Financial
Payment Processing Profiles
Mean Q1 Q2 Q3 Bars Mean Q1 Q2 Q3 Bars
Cost
Total Payment Processing Cost Per Account * Commodity
$1.04 $0.79 $1.00 $1.34 11 $1.07 $0.71 $1.18 $1.45 12
Total Payment Processing Cost Per Payment
$0.14 $0.10 $0.12 $0.16 9 $0.14 $0.08 $0.15 $0.17 12
Internal Measures
Payments received or processed by utility using electronic methods
84.4% 98.6% 93.3% 67.1% 12 12
Payments delivered by customer through non-paper and non-in-person channels
50.7% 53.4% 51.4% 48.1% 12 52.1% 51.5% 49.7% 46.8% 12
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2013YE 2012YE
Demographic Profile: Payment Processing
Min Mean Max Min Mean Max
Payments received or processed by utility using electronic methods 54% 84% 100% 50.6% 83.2% 100.0%
Payments delivered by customer through non-paper and non-in-person channels
37% 51% 66% 41.1% 52.1% 91.4%
Payment agencies authorized to collect utility payments 3 778 5313 1 310 645
2013YE 2012YE
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Non-paper
Source PP5, Pg 12 Source PP5, Pg 14
These two graphs are slightly different versions of the same information. On the left we have payments that the utility typically considers as “electronic”. These include lockbox, agency and kiosk payments, which means the customer actually delivered the payment through the mail or by hand. The graph on the right only shows payments where the customer delivered the payment electronically.
Payments received or processed by utility using electronic methods
Payments delivered by customer through non-paper and non-in-person channels
Payment Agencies
Source PP30, Pg 29
PP30 asks for the number of payment agencies. ◼ The idea behind the question is that payment agencies are
replacements to local offices and give customers many places to make payments.
◼ However, “agency” can be interpreted many ways: number of locations or number of companies. We had in mind “number of locations”. These two pieces of information give very different answers. 1000 locations or 8 companies.
◼ What have companies been reporting?
For 2014, we’re going to write a better questions that get useful information such as:
What types of companies do you have agreements with? grocery chains, mom & pop grocery stores, drug store chains, etc.
Anomalies, issues, outliers and Corrections
Issues found: Payment Processing
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Page # Q # Primary Issue Who
3 FL5 Significantly more “materials” costs were reported than anyone else, please confirm
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9 PP5 Seems like number of payments was under reported 26, 34
26 PP27 Please leave this question blank if you outsource payment processing 25
PAYMENTS RECEIVED PER ACCOUNT [V.13]
Company number 26 and 34 look a little low. Should be closer to 12.
Source PP5, Pg 9
Electronic Payments vs Accounts Signed up
Source PP5, Pg 14
Payments Delivered by Customer Electronically
Source PP20, Pg 21
Customer Accounts signed up for direct pay
We would expect that there would be some difference between the two graphs since there are different times for signing up and canceling direct pay. Also, PP5 is asking for slightly different information. However, we would expect the two charts to have more of a relationship. For companies showing more payments than accounts (28, 22), it’s possible that you have some one-time payments rather than regular payments included. For companies showing more accounts than payments (33, 25), it’s possible that you have counted all the sign-ups but haven’t taken out the cancellations.
Payment Processing Performance Measures
If you outsource most of your payment processing, then leave question PP27 blank. Company 25 probably should not be answering PP27.
Source PP27, Pg 26
AVERAGE NUMBER OF PAYMENTS PROCESSED PER DAY AS A PERCENT OF PAYMENTS
Source PP27, Pg 27
AVERAGE NUMBER OF PAYMENTS PROCESSED PER FTE PER DAY
Source PP27, Pg 28
PERCENT OF PAYMENTS PROCESSED IN LESS THAN 1 DAY
Know: Paid /
unPaid
Have Electronic
Record of Pymt Method
Mail: Directly to utility X
Mail: To lockbox [outsourcer or bank] X
In-person: Field collector X
In-person: Local Office X
In-person: 3rd Party Agency - paper X
In-person: 3rd Party Agency - electronic X
In-person: Kiosk X
Call center: Via CSR X
Call center: Via IVR X
Electronic: Mobile APP X
Electronic: Text X
Electronic: Payment through Utility website X
Electronic: Direct debit, automatic bill pay, pre-authorized payment X
Electronic: Customer sends you the money X
Customer’s Using Electronic Options
Can you query your records to find how customers paid? Then you can match that with the info of how they were billed.
Source: BL22, Pg 27, PP5
ebill epymt
Next steps
◼ Minutes from this meeting will be available by May 23.◼ Next Deadline is June 2. This draft will be your last chance to see how your data
compares before the final report, so you need to have all of your data input and correct at this time. The final deadline is for ensuring all of your data is correct.
◼ Your data coach will help you finalize your data.
23Note: Completion % as of 5/9/14
Thank you for your Input and Participation!
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