Touchpoint Teams: Engaging employees, improving customer experience

Roger WoodworthMarketing Executives’ Conference

October 2013; New Orleans, LA

What are the elements of a customer-centric culture and why does it matter?

Variable POV re: CE

The import of CE is clear

“Happy” customers…• Cost less and are easier to serve

• Are more tolerant of rate changes

• Tend to use more of our products and services

• Make work pleasant for customer-facing employees

• Adapt more readily to changes and new technologies

• More likely to be advocates for us with relatives, friends, colleagues

Leads to greater enterprise value

Greater value? Prove it!

January 2012 Report: http://www.oliverwyman.com/media/EGY-_5B_prize_white_final.pdf

Value depends on experience…

January 2012 Report: http://www.oliverwyman.com/media/EGY-_5B_prize_white_final.pdf

…Experience depends on touchpoints

How do you establish a line-of-sight to customers amongst frontline employees regardless of where

they work in the operation?

Another

V

Start with the end in mindA customer experience statement of intent

“At every point of interaction with Avista I feel that I am dealing

with people who listen and genuinely care about me. They are

efficient, open and honest; communicate appropriately; and

are easy to do business with. When problems arise, they are

competent, fair and responsive problem solvers. I trust them to

be proactive and always be there with information and advice

that helps me manage my energy costs. I can rely on Avista.”

Act on intent via Touchpoint TeamsEngaged employees ‘fix’ within a framework

Example: High Bill Inquiry

• Core Team Presentation - December 12, 2012

High Bill Inquiry Touch Point Team

High Bill Inquiry Touch Point Team

Top left to right: Mary E. Smith, Mike Jones, Toni Smith and Michelle Jones. Bottom left to right: Lisa Smith, Connie Jones and Carlos Smith

It takes a great group of Stakeholders to be successful

Mike Smith David Jones

Linda Jones

Kelly Smith

Tom Smith

Andrea Jones

Josh Jones

Carol Smith

Kim Smith

Rod Jones

John Smith

Thank You!

Agenda

How did we get here?

“The Sum of all interactions = Good/Bad Customer Experience”

Current State

• Inconsistency – Across departments

• No ownership – Accountability

• Lack of communication: – Avista-to-customer – Avista internally

• Procedural Breakdown – Many hand offs

• Unclear Expectations– No set Time Frame

• Customer feels that Avista is competent, fair and responsive at solving HBI. “Red Carpet Treatment” across all HBI, not just Commission complaints

Less touch points should = Better HBI experience Consistent ownership & accountability to ensure customer

satisfaction Clarity of expected time frame thru whole process Enhanced communication between Avista-Customer and

Avista-Avista

Priority 2

Low HighBenefitE

ffo

rtH

igh

Low

Opportunity PrioritizationOpportunity List

Priority 1

Priority 3

11

12

14

13

2

7

3

15

8

10

41

9

5

16

17

1819

# Description Priority

1 Revise meter read exception report parameters 2

2 Set expectation for CSR to respond to customer w/ check read results 1

3 Require CSR follow order and follow-up w/ customer after HB investigation is completed. (apology & opportunity to educate and provide additional resources)

1

4 Correspondence (Bill Insert) to customer with corrected bill 1

5 Update flipchart or create checklist for HB procedure to resolve issue during first call – “right the first time” ideally ensures that field visit is one of the last steps

1

Require CSR to ask preferred method of contact for follow-up (procedure)

7 Update search info provided on Web for “High Bill” search 2

8 Engage other Depts. (i.e. DSM) during call to resolve issue 1

9 Annual training for High Bills focusing on ATTITUDE/process (Listening to HB calls)

1

10 AMR (solution to inaccurate reads in WA) 1

11 CSR provides expectation for timeframe to be contacted by field rep – Timeframe changes during “light-up” & “atmospheric” areas – You will hear from a field representative in X amount of days/hrs

1

12 Field rep calls customer to provide realistic timeframe (based on workload, proximity to location) to set up visit not to exceed X days - Field rep is responsible (takes ownership) to track appts commitment

1

13 Create high bill investigation S.O.P. for Electric Meter Shop 2

14 Update high bill investigation S.O.P. for Gas Servicemen 2

High Bill Inquiry Opportunities

15 Update high bill investigation S.O.P. for Gas Meter Shop 2

16 Update/Add messaging information provided in Energy Use Kit (Efficiency, CLB, Home Analyzer, Low Income resources)

1

17 Distribute Energy Use Kit by CSR/Field Rep – procedures and tracking 1

18 Revise gas meter results letter 1

19 Cross training between different depts. that are involved in HB inquiry issues

1

Opportunities Summary

Lessons Learned

Some resisted change

Others removed barriers

It’s ok to say we’re sorry

Process improvements

without additional costs

Peaks & valleys, but

always ended on top

Example: On-boarding Commercial

Welcome Brochure

Example: Seasonal Re-lights

Example: OSM Credit/Collections

How do you validate that the work being done to achieve customer centricity is working?

One More

V

Touchpoint Teams make a difference

Customer Experience Teams

Customer Experience Teams

Customer Experience Teams

Read more about our efforts…

http://bluespaceconsulting.com/blue-space-consulting-story/