New digital technologies like smart metering and smart homes, together with the rise of mobile connectivity and social media, are playing a major role in transforming how utilities and customers interact

1. Utilities the way we see it
Customer centric digital
platform for utilities: Process
to value
New digital technologies like smart metering and smart
homes, together with the rise of mobile connectivity and
social media, are playing a major role in transforming
how utilities and customers interact
The Need for a Customer Utilities in deregulated markets need
Centric Digital Platform to have effective marketing, sales and
Utilities are going through major service processes in place to acquire,
changes with deregulation, grow and keep the profitable
unbundling, competition and customers. Market and customer
sustainability as key drivers. In order intelligence can be dynamically
to face the challenging market and gathered and analysed - with social
regulatory environment in media as an important source - for
combination with changing customer instant identification of customer
preferences and behaviour, utilities demands and to deliver the best ‘next
need to rethink their customer action’ in every interaction whatever
strategy, transform their business the channel.
models, redesign and streamline their
business processes and build a more Energy conservation can be
flexible, agile and integrated powerfully addressed through the
application infrastructure. introduction of digital technologies
like smart meters and smart
The critical consumer needs are homes. Consumers have huge
nowadays customer satisfaction, expectations from these
reduction in energy expenditures and smart energy
mitigating the environmental impact
of power consumption.

2. services. However, the majority of applications that are linked together including social media
consumers have limited awareness by a complex web of relationships, n Personalising interactions and
about the extent of their own active bringing together divisions and information to address customer-
involvement in energy management. departments, connecting key specific needs
Utilities need to promote greater processes, and managing entry and n Legacy systems and processes that
customer involvement by improving exit points between the core hinder business agility to launch
information flows to consumers enterprise and customers using a wide campaigns or new products and
through trusted and preferred range of channels. services (including those related to
communication channels. sustainability) over different
Utilities have made significant efforts channels
The Customer Centric Digital Platform to build front-office desktops and n Shift to lower cost channels
needs to seamlessly connect customers customer portals providing access to preferably handled by customers
with the utility’s front & back-office their multiple back/middle-office themselves
processes, providing a personalized applications and information n Disconnected internal processes,
multi-channel experience. However, repositories. But all too often, leading to lack of visibility into the
this platform also needs to leverage the customer representatives are lost end-to-end process, particularly at
information and processes residing in among too many redundant, an enterprise level
existing IT investments in a ‘wrap & disjointed applications and n Process optimization and
renew’ strategy to reduce overall information. At the same time they are improvement to adapt to changing
investments required for this digital expected to lower their time spent per business scenarios and continuous
transformation. The benefits are high interaction with each customer. In improvement
customer satisfaction, a seamless addition time-to-market for new n Multiple systems and platforms
multichannel experience, maximum products and service could be within the organization that are
operational efficiency with minimum improved, while the benefits of siloed
additional investment, and the process optimization are not realized
leveraging of existing IT investments to due to long time for change. The new digital technologies required
deliver new products and services. for smart energy have made the existing
Some of the key challenges faced are: IT infrastructure incapable of handling
The existing landscape n Connecting across the overall value the new smart services expected by
In most cases, today’s utilities have a chain (including customers and consumers. In addition it is unable to
large number of individual partners) via preferred channels cater for digital consumer technologies.
Figure 1: Existing Landscape
Organizational Silos
Marketing Sales Operations Cust Services Sys Admin
Campaigns
CRM Back Office Contact Center Apps
Product Catalogs
Applications Silos
Customers are lost in the maze The organization is wasting Lack of ability and reactivity to
of offerings and interaction time and resources, generating business or regulation changes
channels productivity losses
2

3. Utilities the way we see it
High Level Customer Journey segments. At the same time, as more recent home energy management
To meet increased customer customers are drawn into online, email systems (HEMS) to present customers
expectations, utilities want to build an or social networking modes, then the with a seamless experience.
end-to-end relationship with consumers old and conventional modes such as
right from on-boarding to exit which mail (post) can be completely abolished. The Customer Centric Digital Platform
will increase customer satisfaction and This would not only help cut down cost streamlines and automates your
create a collaborative relationship with but would also have a positive impact processes to enhance productivity and
them. The entire meter-to-cash process on the environment and ‘go green’ customer value. It also combines the
will continuously involve and empower initiatives. power of process management,
consumers to manage their energy workflow orchestration and intelligent
decisions. It will also tell you how Intelligent BPM (iBPM) based decisioning to:
consumers want to interact, and what Customer Centric Digital n Tailor your offers and services
their expectations are for self service, Platform n Respond better and more quickly to
social media and other non-traditional Capgemini’s Customer Centric Digital customers
channels, at each stage of the customer Platform is based on intelligent Business n Provide a great cross-channel
journey. The content of the Process Management (iBPM). It can experience to customers
communication might range from help utilities maximize their return on n Enhance your productivity
promotional contents, new tariff plans, investment (ROI) by giving them a
billing information or any other forms single platform to unify their customer- Key Benefits
of transactional communication. facing business processes with their An intelligent Customer Centric
internal operational processes. The Digital Platform improves productivity
In the channel and service mix, the Customer Centric Digital Platform and efficiency by automatically
evolution of new channels will look unifies your customer facing contact orchestrating the people, processes,
similar to figure 2 which shows that the centers, social media apps or mobile/ technology, data and the policies.
rapid emergence of smart phone/tablet web channels with your internal n Increase operational efficiency
apps, and other social networking business processes such as meter-to- across the service chain & the
channels could soon make them the cash. It is a platform that spans the multiple roles
most used and effective modes of cross customer information system (CIS), Improve the productivity and
channel communication. Especially as meter data management system efficiency of customer sales
these are sustainable and flexible (MDMS), service delivery system, meter representatives by gaining the real-
enough to cater to the different service communication network (AMI) and the time visibility and control over the
processes
n Anticipate customer behavior to
Figure 2: Channel & Services mix, and the evolution of new channels deliver the next best action
Successfully align products &
services with the customers,
Channel
Online Phone - Smart
enabling you to deliver the right
Social Conventional
E Mail Account
& Website
IVR Contact
Center
Phones
Apps. / iPad
Media Post response to the right customer
Services
n Deliver a consistent experience
Billing
over the multiple channels
Enhance customer experience and
proactively deliver notifications via
Information
online and social media/channels
n Accelerate time-to-value &
Transactional maximize agility of the overall
process
Promotion
Enhance IT-business collaboration
and revise processes to respond to
organization or regulatory changes –
Community
in days, if necessary
n Lower operational costs
Billing - Any activity dealing with sending, receiving Transactions - Any activity that involves to and fro
Relevance: Channel to Services and processing of bills and bill amount communication in terms of information sharing, financial
transactions and account related issues.
Automate routine tasks to improve
HIGH Informative - Anything that is not billing or
MEDIUM transactional, but has information that pertains to Promotional & Community - Any activity that deals with reliability and predictability while
ones account, connection, the company in general, promotion of brand, services or offerings, Community includes
LOW energy saving tips etc. using the social networking/ community mediums to
communicate with account as well as non account holders
minimizing the need for human
intervention
Customer centric digital platform for utilities: Process to value 3

4. www.capgemini.com/energy
Figure 3: Customer Centric Digital Platform
Customer Centric Organization
Marketing Sales Operations Cust Services Sys Admin
Promote new Deliver Provides
Acquire new Product
products and Products and Customer
customers Operations
offerings Services Service
Customer Centric Digital Platform
Campaigns
Product Catalogs CRM Back Office Contact Center Apps
Customer Centric Solutions / Architecture
Collaborative, consistent and efficient business operations leading to fluid customer
interactions, enhanced productivity and better risk management
Why Capgemini? the leading BPM vendors in the solution development and R&D,
Capgemini is your perfect partner to market including Pegasystems, Oracle discounted training and accelerated
implement BPM in your business. and IBM. Capgemini and its partners access to support helpdesks.
Capgemini’s deep industry knowledge regularly work together on client
and delivery capabilities are backed pursuits and solution crafting and
by proven BPM implementation delivery. These global alliances also 1Gartner, Inc., “Market Share: IT Services, 2011,” Kathryn
experience, with sustainable results provide Capgemini with ready access Hale et al, 9 April, 2012
delivered across companies of all sizes. to the latest product versions for
Capgemini can be the end-to-end
provider of services to re-engineer
and transform your processes, enable About Capgemini and the
process improvement initiatives, Collaborative Business Experience
®
automate manual processes, connect
internal processes with the extended With around 120,000 people With EUR 670 million revenue in 2011
enterprise and help leverage your in 40 countries, Capgemini is and 8,400 dedicated consultants engaged
existing IT investments. Capgemini one of the world’s foremost providers in Utilities projects across Europe, North
has worked on various engagements of consulting, technology and & South America and Asia Pacific,
with leading utilities across the globe. outsourcing services. The Group reported Capgemini’s Global Utilities Sector serves
Capgemini’s unique combination of 2011 global revenues of EUR 9.7 billion. the business consulting and information
Together with its clients, Capgemini technology needs of many of the world’s
credentials is demonstrated by:
creates and delivers business and largest players of this industry.
n Deep industry knowledge:
technology solutions that fit their needs
Capgemini is ranked and drive the results they want. More information is available at
#1 in utilities in EMEA for IT www.capgemini.com/energy
business services providers, based on A deeply multicultural organization,
2011 revenue1. Capgemini has developed its own way of
#3 in utilities worldwide for IT working, the Collaborative Business
services providers, based on 2011 ExperienceTM, and draws on Rightshore®,
revenue1. its worldwide delivery model. Rightshore® is a trademark belonging to Capgemini
n BPM implementation experience:
As a leading BPM practitioner,
Capgemini has the advanced service CALORIE Michel Van Zutphen
delivery, program management, Solution Center for Energy and Utilities Vice President, Energy & Utilities
process domain, enterprise calorie.in@capgemini.com Capgemini Netherlands
architecture, and transformation michel.van.zutphen@capgemini.com
skills necessary to support most
BPM projects. Ajay Verma Tanmay Dey
n Leveraging alliances and Enterprise Architect, Smart Energy Services Analyst, BPM GSL
partnerships: Capgemini India Capgemini India
We have strategic partnerships with ajay.verma@capgemini.com tanmay.dey@capgemini.com
© 2012 Capgemini. All Rights Reserved. No part of this document may be modified, deleted
or expanded by any process or means without prior written permission from Capgemini.