If E.ON Can So Can You!

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1 If E.ON Can So Can You! A Systematic Approach To Help You Keep All The Customer Experience Plates Spinning 1

2 Key take aways Customer Centricity Framework Best practices for working cross regionally Lessons learnt along the way 2

3 A, B, C of Earning Customer Loyalty Alignment They actively help me get what I want Benevolence They are a force for good Competence I believe they will deliver Life cycle Management 10% 3

4 4 4

5 A, B, C of Earning Customer Loyalty Alignment They actively help me get what I want Benevolence They are a force for good Competence I believe they will deliver Life cycle Management 10% 5

6 What went right in 2014? 6 6

7 Cross-functional Adopting one size does not fit all Inspire Set up network Top Down & Bottom up Share best practice Giving a voice Getting the right people 7

8 A Systematic Approach To Help You Keep All The Customer Experience Plates Spinning Enabling our organisation 01 Strategic direction and commitment 02 Culture and management 03 Enabling delivery Do we all know where we re going and how we will get there? Do we have the governance structure & culture we need to get us where we want to be? Is the whole business lined up to support customer-facing interfaces to deliver effectively? Serving our customers 01 Strategic direction and commitment 04 Understanding customers and their worlds 05 Experience design and development 03 Enabling delivery 06 Delivery and quality assurance Understanding Experience design customers and development and their worlds Does the whole business understand our customers? Are we able to rapidly change the business in response to our customers needs? Do we deliver an experience that meets our customer s needs? 8

9 Loyal customer = license to operate Net Sales* 2014 Mkr (Swedish krona) Heat Distribution Electricity Production Sales * Adjusted earnings before depreciation, financial items and tax

10 Mapping our customers mind with help of NPS as a method We have chosen to use NPS as a method to understand our customers better - what we do well and what we need to improve Our Promoters tells us that every thing works well, we provide safe supply, good customer service, good customer communication, offer the best price Our Passives tells us that we should lower the prince, provide better customer service, give more clear information, give energy efficiency advice Our Detractors thinks that we should lower the price, provide more reliable supply and increase the our customer orientation 10 It is all about perception!

11 Program operational setup from fundamental to quick wins Bottom up improvements Top Customer Issues Customer Journeys Set the fundamental Experience principles 11

12 Program operational setup from fundamental to quick wins Bottom up improvements Mitigate pain points Create great experience Set the fundamental Top Customer Issues Customer Journeys Experience principles 12

13 Our top customer issues a number of initiatives have been set up to mitigate these issues You are too expensive I am not happy with how you solve my problems I need help with my payments I do not understand my contract Why do I have long and frequent power cuts? You are creating a hassle when I move 13

14 Customer experience principles our promises to our customers all kind of customer touchpoints We make it simple for you We keep our promises Together with you we develop sustainable energy solutions We respect that your time is valuable We are personally engaged. 14

15 Program operational setup from fundamental to quick wins Daily improvements Bottom up improvements Mitigate pain points Create great experience Set the fundamental Top Customer Issues Customer Journeys Experience principles 15

16 Program governance structure a successful cross functional setup NPS Steering Committee CEO Nordic, Senior Vice President Stakeholder Management & Corporate, MD Sales, MD Distribution Electricity, MD Distribution Gas, MD Customer Support, Sales Manager RES & SME NPS Program Management Program Manager, Culture Manager, Program coordinator, Analyst NPS Execution Committee NPS responsible at Sales, Distribution, Customer Support Owners of customer experience initiatives in daily operations 16

17 Lessons learnt Speed of impact. Recognise that establishing and embedding a customer experience programme is a long journey Meet customers. Use customer immersion to bring an emotional response to our customer needs and urgency to top customer issues. Sponsorship. Establish strong board sponsorship and ownership across all programme activities Confidence. Frequency of measurement to gain confidence that we can affect change. Track action versus impact. 17 Celebrate!

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