CUSTOMER RELATIONSHIP MANAGEMENT

Transcription

1 EB-00-0 Tab Schedule Page of CUSTOMER SERVICES CUSTOMER RELATIONSHIP MANAGEMENT Introduction Customer Relationship Management provides services to approximately,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,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 and local and provincial political representatives. The Key Accounts team ensures all concerns of THESL s high usage 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 billing and assisting customers with the Time-of-Use 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/or the Ontario Power Authority ( OPA );

2 EB-00-0 Tab Schedule Page of providing first contact for power outage calls. Using the Outage Management System, Customer Service Representatives enter the information for follow up by the Customer Service Dispatch team. They dispatch a Field Service Representative or pass the information to the Control Center for action. The Escalations Group resolves customer concerns covering all areas of THESL. The two 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; 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 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 most 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 in-depth industry knowledge. The introduction of Time-of-Use ( TOU ) rates in June 00 is anticipated to drive higher call volumes. As a result, an increase in Call Centre resources is necessary. Additional staff training is 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 0, 0 percent of all residential and small commercial customers will be on TOU rates. The majority of these customers will have received their first bill by mid 0. It is expected that by 0 call volumes will stabilize to a normal level, as customers grow accustomed to TOU rates. 0 The planned introduction of a new Customer Information System ( CIS ) in 0 will result in significant impacts in customer relationship processes. Staff will need to be trained in both the business process changes and the operating procedures for the new CIS. This may 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. Throughout 00 and 0, the Customer Relationship Management team will be focusing on customer service improvements through a variety of technology and communication methodologies. For

4 EB-00-0 Tab Schedule Page of details, refer to Exhibit D, Tab, Schedule -. These improvements will decrease routine customer inquiries, allowing THESL to redirect resources to higher valued 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. Costs Table : Customer Relationship Management Operating Costs ($ millions) 00 Historical 00 Bridge 0 Test Customer Relationship Management The increase in costs from 00 to 00 is $. million and includes the following: $. million is due to additional funds in the outsource Call Centre budget to cover an expected increase in costs from the implementation of Time-of-Use rates; $0.0 million represents an increase in allocated costs for occupancy and IT; $0.0 million is a result of IVR improvements for outage management response; and $0.0 million is due to an increase in labour costs for temporary help to cover extended illnesses.

5 EB-00-0 Tab Schedule Page of The increase in costs from 00 to 0 is $. million: $0.0 million is an increase in the outsource call centre budget to cover the hiring of additional staff to accommodate the higher call volumes expected due to implementation of Time-of-Use 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 Time-of-Use rates; $0. million has been allocated to manage web data, updates, self service features and expected GEA requirements. Over the next two years, THESL will be introducing customer self service features using web-based technology; $0.0 million is due to increased cost allocation for IT and Occupancy; $0. million is a result of expected lower recoveries from Contact Voltage and CDM initiatives; and $0. million is for a contracted increase in labour costs and an expected increase in temporary labour costs attributed to the CIS conversion.