CUSTOMER RELATIONSHIP MANAGEMENT

Transcription

1 EB-00-0 Exhibit F Tab Schedule Page of CUSTOMER SERVICES 0 CUSTOMER RELATIONSHIP MANAGEMENT Introduction Customer Relationship Management provides services to approximately 0,000 customers supported by THESL s Call Center, Escalations Group and Key Accounts Team. The Call Centre handles an average of,000 written requests including s, and 00,000 customer telephone inquiries per year. The Call Centre also receives approximately,000 calls annually from customers reporting a power outage or wires down. The Escalations Group successfully handles high level customer complaints including those received from the OEB, THESL s Senior Executives, local and provincial political representatives, and the Key Accounts team ensures all concerns of THESL s large volume customers are given timely attention. 0 Activities Customer inquiries to the Call Center cover a broad spectrum and involve most aspects of THESL s business including: ensuring customer records are updated as required to track customer moves and other changes in customer information; verifying information and providing explanations relating to account management, billing, consumption and collections; responding to inquiries regarding Time-of-Use ( TOU ) billing and assisting customers with the TOU web tool; responding to inquiries relating to Conservation and Demand Management ( CDM ) Programs including Summer Savings, Peak Saver, Refrigerator Round Up, Keep Cool and other programs sponsored by THESL; and providing first contact for power outage calls. Using the Outage Management System, Customer Service Representatives enter the information for follow up by

2 EB-00-0 Exhibit F Tab Schedule Page of the Customer Service Dispatch team. They dispatch a Field Service Representative or pass the information to the Control Center for action. 0 The Escalations Group resolves customer concerns covering all areas of THESL. The concerns raised most frequently relate to power outages and high consumption. These customer concerns are received as follows: approximately,000 customer issues annually are escalated through the Call Centre during daily operations; another 0 are received though THESL s Senior Executives and City Councillors; and approximately 0 are received directly from the OEB. 0 The Key Accounts Team responds to issues raised by large Commercial and Industrial customers and assists with their energy management concerns in a timely manner. Large Users often have complex needs spanning various areas of THESL. The team s role is to: meet with customers as required to resolve billing issues, coordinate planned outages and explore possible CDM projects; act as a single point of contact and liaise with internal departments to better meet the needs of this customer group; and build and maintain positive relationships with the business community. Dedicated, knowledgeable staff, process improvements, and the use of technology have allowed THESL to consistently meet or exceed OEB performance level targets in the areas of telephone and written response. The Call Centre answered, on average, percent of calls within 0 seconds from 00 to 00. Written inquiries were responded to in ten days, on average, percent of the time during the same period.

3 EB-00-0 Exhibit F Tab Schedule Page of Along with process improvements and technology, cost escalation has been mitigated by utilizing an outsource Call Centre to assist in the handling of the daily call volumes. This enables THESL to maintain the required staffing levels to ensure service targets are achieved. The Call Centre is able to react to forecast demands of higher or lower call volumes within a shorter time frame. It is efficient and cost effective to add or reduce staff at the outsource call centre as call volumes and other work requirements dictate. Internal resources can then be utilized for tasks of a complex nature or that require indepth industry knowledge. 0 0 The introduction of TOU rates in June 00 increased call volumes by approximately percent in the first quarter of 00. Further increases to call volumes are forecast, as the number of accounts on TOU billing increases. The majority of customers will have received their first TOU-based bill by mid 00. TOU rate increases are also anticipated to have an impact on call volumes. As a result, an increase in Call Centre resources has been necessary. Additional staff training has been required for all internal and external Call Centre resources to ensure customer inquiries on TOU billing, energy management tools and web presentment of customer data are handled efficiently and effectively. By the end of 00, 0 percent of all residential and small commercial customers will be on TOU rates. It is expected that by 0 call volumes will stabilize to a normal level, as customers grow accustomed to TOU rates. The introduction of a new Customer Information System ( CIS ) in the latter part of 00 will result in significant impacts in customer relationship processes. Staff is being trained in both the business process changes and the operating procedures for the new CIS. This will impact overall performance during the transition period. As the technology age continues to evolve, customers are demanding more self service features and tools to proactively manage their accounts. From 00-0, the Customer

4 EB-00-0 Exhibit F Tab Schedule Page of 0 0 Relationship Management team will be focusing on customer service improvements through a variety of technology and communication methodologies. For details, refer to Exhibit D, Tab, Schedule -. These improvements will decrease routine customer inquiries, allowing THESL to redirect resources to more complex work. They will also provide customers with / access to account information, and the means to proactively manage their electricity cost and usage. THESL will be expanding the information and self-service options available on its web site; redesigning our Interactive Voice Response ( IVR ) to provide easier access to information and call centre services; and utilizing new technology to ensure customer inquiries are resolved during the first call. In 00, on-line moves were launched, allowing customers and lawyers to electronically submit move requests. Enhancements were also made to the IVR to increase call volume capacity during storm situations. In 00 the TOU portal was enhanced, providing accessibility options, daily temperature averages (highs and lows),and more options to view consumption and costs, THESL is also working on providing TOU data and prebill consumption alerts to PDA devices. Customers will also have the ability to electronically report power outages, both on the Web and from PDA devices. The initial pilot project will be launched in July 00 to Blackberry users. With the launch of the new customer information system later in 00, THESL will then focus on integrating self-service options with the new CIS behind a log-in to create customized options for customers in 0. Additional improvements to the IVR are also planned, from both navigation and self-service perspectives.

5 EB-00-0 Exhibit F Tab Schedule Page of Costs Table : Customer Relationship Management Operating Costs ($ millions) 00 Actual 00 Historical 00 Bridge 0 Test Customer Relationship Management The decrease in operating costs from 00 to 00 of $0.0 million was due to: $0. million decrease is due to a one-time transfer of labour costs to a project to repair/replace handwells (Contact Voltage Emergency Project) in 00; $0. million represents an increase in the outsource Call Centre costs to cover an increase in call volume due to the TOU rate implementation in 00; and $0. million represents a decrease in payroll costs due to a transfer of resources to Accounts Receivable. 0 0 The increase in operating costs from 00 to 00 is $. million and is due to: $0. million increase in the outsource Call Centre budget in 00 to cover the hiring of additional staff to accommodate the higher call volumes expected due to implementation of TOU billing and to facilitate CIS training and the post conversion transition. This is to ensure that customers are provided with the tools and necessary information to assist them in managing their energy usage and to maintain service levels. Costs are expected to level off in 0, as customers adjust to TOU rates; $0. million has been allocated to manage web data, updates and self service features in 00. Over the next two years, THESL will be introducing customer self service features using web-based technology; $0. million increase as a result of the 00 one-time transfer of labour costs to the Contact Voltage Emergency project; and $0. million is for a contracted increase in labour costs.

6 EB-00-0 Exhibit F Tab Schedule Page of The decrease in operating costs from 00 to 0 is $0. million: $0. million decrease in the outsource Call Centre budget in 0, based on the assumption that TOU rates and the CIS conversion will no longer impact call volumes; $0. million for a contracted increase in labour costs in 0; and $0. million decrease in overtime and temporary labour costs associated with the CIS conversion in 00. Temporary staff was utilized to backfill for resources dedicated to the CIS project in 00.