PATENT ABSTRACT
A high performance capability assessment model helps a utility industry business meet the challenges of the global marketplace. As a result, the utility industry business can achieve the clarity, consistency, and well-defined execution of core processes that reduce inefficiencies and waste that result from unnecessary process complexity and exceptions. In addition, the high performance capability assessment model helps the utility industry business to identify specific areas in which improvements may be made and understand how to make the improvements, and establishes levels of capability along the way to reaching an ultimate capability goal.

PATENT DESCRIPTION
CROSS-REFERENCE TO RELATED APPLICATIONS 
     This application claims the benefit of priority from Provisional Application Ser. No. 61/154,832, entitled Utility High Performance Capability Assessment, filed Feb. 24, 2009, and which is hereby incorporated by reference in its entirety. 
    
    
     BACKGROUND OF THE INVENTION 
     1. Technical Field 
     This disclosure concerns a system and method to identify the performance of an organization on a scale of mastery across representative capabilities of the organization&#39;s industry. In particular, this disclosure relates to an efficient and cost effective way to assess the performance capability level of key assessment areas within the processes of a utility organization 
     2. Background Information 
     Modern utility organizations operate in an increasingly challenging environment. To survive, utility organizations must adapt to this environment and execute in a clear, consistent, and efficient manner. Furthermore, the regularity requirements and resource management challenges of utility businesses greatly increase the complexity and difficulty of surviving on a day-to-day basis. 
     Despite the need for a utility organization to meet the challenges of the global marketplace, it is still often the case that the business lacks clarity, consistency, and well-defined execution of its core processes. These shortcomings severely constrain the business, and lead directly to inefficiencies and waste due to unnecessary complexity, process exceptions, and customer dissatisfaction. At the same time, it can be very difficult to identify specific processes to which improvements may be made, either because the business itself does not have the expertise to identify the processes or because the complexities of the business frustrate attempts to clearly delineate the processes to be improved. 
     Even if the utility business, on its own, could identify one of the many processes that it needs to improve, the business would not necessarily know how to improve the process or be able to identify a concrete and measurable improvement goal. Another difficulty exists in determining whether there are any intermediate goals that should be reached along the way. As utility businesses struggle to meet the demands of the modern economic landscape, they fail to identify opportunities for maximizing compliance and margin improvement, category expansion, multi-channel execution, selling performance, customer satisfaction improvement, and to reach other important goals. 
     Therefore, a need exists for an efficient and effective system and method to assess the performance level of key assessment areas within the processes of an organization. 
     SUMMARY 
     A high performance capability assessment (HPCA) model helps utility businesses meet the challenges of the global marketplace by defining a scale of performance mastery along which the current practices of the business may be located. The HPCA model accelerates the discovery of process and performance gaps within business operations. In addition, the HPCA model also helps the business to identify specific areas in which improvements may be made, how to make the improvements, and how to establish performance measures during the course of attempting to achieve an ultimate goal. As a result, the business can achieve the clarity, consistency, and well-defined execution of core processes that maximize the operating budget for optimum outcomes. 
     The HPCA model includes a key factor dimension and a performance mastery scale dimension. The performance mastery scale dimension defines multiple mastery levels. The performance mastery levels form a scale of increasing organizational performance. The scale includes a ‘Basic’ mastery level, a ‘Threshold’ mastery level, an ‘Above Average’ mastery level, and a ‘Leading’ mastery level. Each performance mastery level includes criteria specific to a corresponding key assessment area. Each key assessment area identifies some aspect of a capability of a business. 
     A business capability can be defined as a bundle of closely integrated skills, knowledge, technologies, and cumulative learning that is exercised through a set of processes and that collectively represents an organization&#39;s ability to create value by producing outcomes and results. Capability area does not represent a delineation of organizational responsibilities as the business outcomes of a capability may be the result of a number of cross-functional teams. Capabilities of a business may be grouped into platforms. For example, the HPCA model groups the capabilities of the utility industry into eleven high-level platforms, including a manage retail strategy platform, a manage interaction platform, a manage core operations platform, a manage supply platform, a manage field requests platform, a manage retail insight platform, a customer advocacy platform, a monitor performance platform, a manage compliance platform, a manage quality and performance platform, and a manage third party interaction platform. Platforms may include sub-platforms, as well as capabilities. For example, the manage retail strategy platform may include sub-platforms for manage investments, manage regulatory affairs, manage customer strategy, and manage product/service strategy, where each sub-platform may contain the capabilities. 
     The key factor dimension establishes a set of key assessment areas in which to analyze the capabilities of a business. Key assessment areas include performance capability criteria. Performance capability criteria populate the performance capability assessment model. The performance capability criteria may be specific to any one of many different business capabilities. For example, the manage investments sub-platform (corresponding to the manage retail strategy platform) includes performance capability criteria for long and medium term planning, investment and analysis, capital and OM budgeting, and investment review key assessment areas, at each of the capability levels along the performance capability scale dimension. Any number of performance capability assessment models and performance capability criteria may be defined and stored in a capability detail pool for subsequent retrieval and application to a business under examination. Accordingly, the HPCA model provides a flexible and adaptive scale of performance capability against which business practices may be compared to ascertain where the capabilities of a business under examination fall along the scale. 
     Other systems, methods, features, and advantages will be, or will become, apparent to one with skill in the art upon examination of the following figures and detailed description. All such additional systems, methods, features, and advantages are included within this description, are within the scope of the invention, and are protected by the following claims. 
    
    
     
       BRIEF DESCRIPTION OF THE DRAWINGS 
       The utility industry high performance capability assessment model and system may be better understood with reference to the following drawings and description. The elements in the figures are not necessarily to scale, emphasis instead being placed upon illustrating the principles of the capability assessment techniques. In the figures, like-referenced numerals designate corresponding parts throughout the different views. 
         FIG. 1  shows a high performance capability assessment model with a performance scale of mastery and performance criteria shown for different capabilities. 
         FIG. 2  shows a high performance capability assessment model with manage retail strategy capabilities shown. 
         FIG. 3  shows a high performance capability assessment model with manage interaction capabilities shown. 
         FIG. 4  shows a high performance capability assessment model with manage core operations capabilities shown. 
         FIG. 5  shows a high performance capability assessment model with manage supply capabilities shown. 
         FIG. 6  shows a high performance capability assessment model with manage field requests capabilities shown. 
         FIG. 7  shows a high performance capability assessment model with manage retail insight capabilities shown. 
         FIG. 8  shows a high performance capability assessment model with customer advocacy capabilities shown. 
         FIG. 9  shows a high performance capability assessment model with monitor performance capabilities shown. 
         FIG. 10  shows a high performance capability assessment model with manage compliance platform capabilities shown. 
         FIG. 11  shows a high performance capability assessment model with manage quality and performance capabilities shown. 
         FIG. 12  shows a high performance capability assessment model with manage third party interaction capabilities shown. 
         FIG. 13  shows a capability detail pool providing a multidimensional utility industry performance reference set where multiple key assessment performance reference tables are collected and stored. 
         FIG. 14  shows a capability assessment system. 
         FIG. 15  shows a flow diagram for establishing high-performance capability assessment models. 
         FIG. 16  shows a flow diagram for retrieving and applying high performance capability assessment models. 
         FIG. 17  shows a flow diagram for analyzing representative practice data to determine a utility industry and a utility key assessment area to which the representative practice data applies. 
     
    
    
     DETAILED DESCRIPTION OF THE PREFERRED EMBODIMENTS 
       FIG. 1  shows a utility high performance capability assessment (HPCA) model  100 . The HPCA model  100  specifies eleven high-level platforms, including a manage strategy platform  102 , a manage interaction platform  104 , a manage core operations platform  106 , a manage supply platform  108 , a manage field requests platform  110 , a manage retail insight platform  112 , a customer advocacy platform  114 , a monitor performance platform  116 , a manage compliance platform  118 , a manage quality and performance platform  120 , and a manage third party interaction platform  122 . 
     The manage strategy platform  102  includes all the capabilities required to strategically assess, formulate, and plan retail operations. The manage interaction platform  104  encompasses the capabilities that manage and operationalize customer contact through multiple touch points. The manage core operations platform  106  encompasses the management of all customer facing activity from attracting, sales activities, and ongoing support throughout the customer lifecycle. The manage supply platform  108  covers forecasting commodity demand and related procurement processes through to settlement. The manage field requests platform  110  covers the ability to manage requests for field services transactions. The manage retail insight platform  112  covers the ability to analyze transactional data to draw insight on customer behavior and corresponding operational implications. The customer advocacy platform  114  covers the treatment of escalated customer issues and recovery efforts. The monitor performance platform  116  provides a balanced and holistic view of retail operation performance. The manage compliance platform  118  provides a system of processes and controls to manage the security of customer information, financial information, compliance with laws and regulations, public relations and the delivery of effective internal operational controls. The manage quality and performance platform  120  encompasses capabilities to support and empower customer care employees at all stages of the employee lifecycle. The manage third party interaction platform  122  encompasses all interactions between a retail utility, vendors, and industry players. 
     The HPCA model  100  is not limited to the form shown in  FIG. 1 . Instead, the HPCA model  100  may be adapted and modified to fill a wide variety of analysis roles. Additional, different, or fewer platforms may be used in other implementations, with each platform defining additional, different, or fewer capabilities. Each platform includes one or more multiple capabilities  130  for the various platforms or sub-platforms. 
     The HPCA model  100  establishes a multidimensional utility industry performance reference set that includes multiple key assessment performance levels  138 , further described below in reference Tables 1-3. The performance levels  138  establish a scale of increasing effectiveness in delivery of each capability. The key assessment performance reference tables include a ‘Basic’  140  delivery level, a ‘Threshold’  142  delivery level, an ‘Above Average’  144  delivery level, and a ‘Leading’  145  delivery level. The performance levels establish a scale of mastery  146  along which current business practices may be located and identified with respect to any platform and capability within a platform according to an analysis of performance capability criteria (PCC). The capability under evaluation may be assigned the performance level  138  based on a delivery effectiveness position  158  along the scale of mastery  146 . 
     The ‘Basic’ delivery level  140  specifies ‘Basic’ performance assessment criteria, the ‘Threshold’ delivery level  142  specifies ‘Threshold’ performance assessment criteria, the ‘Above Average’ delivery level  144  specifies an ‘Above Average’ performance assessment criteria, and the ‘Leading’ delivery level  145  specifies ‘Leading’ performance assessment criteria. The HPCA model  100  receives input data that specifies a utility business platform (e.g., a retail utility industry area) and a utility industry key assessment area for analysis. The HPCA model  100  searches the multidimensional utility industry performance reference set for a matching key assessment performance reference table that matches the utility business industry platform and corresponding industry capability within the platform and the utility industry key assessment area, and retrieves the matching key assessment performance reference table. The HPCA model  100  initiates analysis of the matching key assessment performance reference table to obtain a resultant performance assessment level for the utility industry key assessment area. 
     Tables 1-3 below provide an explanation of each of the capability delivery levels  140 ,  142 ,  144 , and  145 . 
     
       
         
               
             
               
               
               
             
           
               
                 TABLE 1 
               
               
                   
               
               
                 ‘Basic’ Delivery Level 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                   
                 Description: 
                 Capability mastery at a basic level provides  
               
               
                   
                   
                 minimal evidence of proficiency or demonstration  
               
               
                   
                   
                 of this capability, the minimum to operate, likely  
               
               
                   
                   
                 increasing costs or a negative influence on revenue. 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
               
             
           
               
                 TABLE 2 
               
               
                   
               
               
                 ‘Threshold’ Delivery Level 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                   
                 Description: 
                 Capability mastery at a threshold level is  
               
               
                   
                   
                 indicative of average proficiency or demonstration  
               
               
                   
                   
                 of this capability, neutral effect on cost or revenue. 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 3 
               
               
                   
               
               
                 ‘Above Average’ Delivery Level 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Capability mastery at a above average level is more  
               
               
                   
                 advanced than average demonstration of the capability,  
               
               
                   
                 evidence of investment or priority treatment,  
               
               
                   
                 industrialization or standardization leading to some  
               
               
                   
                 cost reductions, capability is a competitive strength. 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 4 
               
               
                   
               
               
                 ‘Leading’ Delivery Level 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Capability mastery at a leading level is more  
               
               
                   
                 advanced than most Utilities, an industry leader.  
               
               
                   
                 Likely industrialized or standardized to a high degree, 
               
               
                   
                 competitive strength for the Utility, strong influence  
               
               
                   
                 on reducing costs or increasing revenue. 
               
               
                   
               
             
          
         
       
     
     For  FIGS. 2-12 , the capability under evaluation may be assigned a level of mastery  138  based on the business&#39;s position along the scale of mastery  146  (e.g., the ‘basic,’ threshold; ‘above average,’ or ‘leading’ delivery level). Performance criteria corresponding to the basic  140 , threshold  142 , above average  144 , and leading  145  performance levels populate the HPCA model  100 . The performance criteria capture characteristics, and/or other features of the delivery of a capability at a particular performance level. Examples below illustrate performance criteria that provide analysis and benchmarking for utility organizations. The HPCA model  100  performance criteria provide a tool for determining where a platform and capability under examination falls along the scale of mastery  146 . 
     For example, business consultants and business process engineers may interview a business or receive data about the business to determine, measure, or otherwise ascertain the characteristics, criteria, and other features of a particular capability implemented within the business. The consultants and engineers may compare the characteristics of the business to the performance criteria in the HPCA model  100  and arrive at an assessment level  138  for the capability under examination. In doing so, for example, the consultants and engineers may identify where the capability under examination falls in terms of the performance level for each key assessment area of a capability and determine an overall position on the scale of mastery  146  for the capability under examination. Performance criteria may populate the HPCA model  100  in whole or in part. Multiple high performance capability assessments may be collected and stored with the performance criteria for future retrieval and possible modification in a capability detail pool, discussed below. 
       FIG. 2  shows the manage retail strategy platform  102  divided into respective capability areas  202 . The manage retail strategy platform  102  includes sub-platforms  204  for manage investments  206 , manage regulatory affairs  208 , manage customer strategy  210 , and manage product/service strategy  212 . Multiple capability descriptions  220  may be shown for each platform or sub-platform. 
       FIG. 3  shows the manage interaction platform  104  divided into respective capability areas  302 . The manage interaction platform  104  includes a sub-platform for channel management  304 . Multiple capability descriptions  320  may be shown for each platform or sub-platform. 
       FIG. 4  shows the manage core operations platform  106  divided into respective capability areas  402 . The manage core operations platform  106  includes sub-platforms  404  for market  406 , sell  408 , and serve  410 . Multiple capability descriptions  420  may be shown for each platform or sub-platform. 
       FIG. 5  shows the manage supply platform  108  divided into respective capability areas  502 . Multiple capability descriptions  520  may be shown for each platform or sub-platform. 
       FIG. 6  shows the manage field requests platform  110  divided into respective capability areas  602 . Multiple capability descriptions  620  may be shown for each platform or sub-platform. 
       FIG. 7  shows the manage retail insight platform  112  divided into respective capability areas  702 . The manage retail insight platform  112  includes sub-platforms  704  for data management  706 , market insight  708 , sell insight  710 , and serve insight  712 . Multiple capability descriptions  720  may be shown for each platform or sub-platform. 
       FIG. 8  shows the customer advocacy platform  114  divided into respective capability areas  802 . Multiple capability descriptions  820  may be shown for each platform or sub-platform. 
       FIG. 9  shows the monitor performance platform  116  divided into respective capability areas  902 . Multiple capability descriptions  920  may be shown for each platform or sub-platform. 
       FIG. 10  shows the manage compliance platform  118  divided into respective capability areas  1002 . Multiple capability descriptions  1020  may be shown for each platform or sub-platform. 
       FIG. 11  shows the manage quality and performance platform  120  divided into respective capability areas  1102 . Multiple capability descriptions  1120  may be shown for each platform or sub-platform. 
       FIG. 12  shows the manage third party interaction platform  122  divided into respective capability areas  1202 . Multiple capability descriptions  1220  may be shown for each platform or sub-platform. 
     The following Tables 5-71 provide an explanation of the capabilities and corresponding key assessment areas and performance criteria for each capability within the respective platform. Each capability may include one or more key assessment areas. Each key assessment area may include one or more additional key assessment areas. In other words, a business capability may include sub-capabilities, and therefore, key assessment areas corresponding to the multiple sub-capabilities. The tables below show specific criteria used to analyze each capability. 
     The following Tables 5-20 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the manage retail strategy platform  102 . 
     
       
         
               
             
               
               
             
           
               
                 TABLE 5 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Investments 
               
               
                 Long &amp; Medium Term Planning 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Long &amp; Medium Term Planning integrates business strategies into plans 
               
               
                   
                 to achieve the retail utility&#39;s vision of the future. The long and medium- 
               
               
                   
                 term business plans developed during strategic planning are used to 
               
               
                   
                 develop approaches for future investments and capital allocation. 
               
               
                 Basic Criteria: 
                 Planning carried out with little guidance in the form of planning 
               
               
                   
                 policies and guidelines supported by limited planning and 
               
               
                   
                 forecasting capabilities 
               
               
                   
                 Limited planning beyond year ahead 
               
               
                   
                 Examination of current state based on last year&#39;s activity 
               
               
                   
                 No tools beyond spreadsheets used for performance trends 
               
               
                   
                 No market data or trends are used to aid in the planning cycle 
               
               
                   
                 Some longer term plans (2-5 years) for specific programs 
               
               
                   
                 Differing unit plans are held in different formats or systems 
               
               
                   
                 making integration difficult 
               
               
                   
                 No single aggregated view of investment plan, except for specific 
               
               
                   
                 programs 
               
               
                 Threshold Criteria: 
                 Planning carried out by individual units using central guidelines 
               
               
                   
                 and is supported by select individuals from various departments 
               
               
                   
                 with strong planning and forecasting skills 
               
               
                   
                 No standard process to determine retail capability vulnerabilities 
               
               
                   
                 Historical activity adjusted for known unusual events and forward 
               
               
                   
                 looking targets used to examine current capabilities 
               
               
                   
                 Aggregated past market data used to aid planning cycle 
               
               
                   
                 Mainly spreadsheet based tools used to review performance trends 
               
               
                   
                 Comprehensive investment plan for 3-5 year high-level forecasts 
               
               
                   
                 Integrated view of plan built up for business plan, but limited to 
               
               
                   
                 financial information 
               
               
                 Above Average 
                 Central function manages longer term planning, guided by a 
               
               
                 Criteria 
                 comprehensive set of planning guidelines and is supported by a 
               
               
                   
                 highly skilled team in planning and forecasting 
               
               
                   
                 Examination of current capabilities based on adjustments to 
               
               
                   
                 historical baseline, derived from statistical trend analysis and 
               
               
                   
                 forward looking targets 
               
               
                   
                 Quantitative and qualitative understanding of markets incorporated 
               
               
                   
                 into planning 
               
               
                   
                 Non-formalized process in place to assess deficient areas on a case 
               
               
                   
                 by case basis 
               
               
                   
                 Some use of sensitivity and scenario analysis carried out to test 
               
               
                   
                 plans 
               
               
                   
                 Limited use of more advanced decision support tools to review 
               
               
                   
                 performance trends 
               
               
                   
                 Rolling 5 year integrated plan, supplemented by longer term 
               
               
                   
                 forecasts for specific programs 
               
               
                   
                 Aggregated and aligned plan generated, but involves manual 
               
               
                   
                 processes 
               
               
                 Leading Criteria: 
                 Central function manages longer term planning, guided by a 
               
               
                   
                 comprehensive set of planning guidelines and is supported by a 
               
               
                   
                 highly skilled team in planning and forecasting 
               
               
                   
                 Examination of current capabilities based on adjustments to 
               
               
                   
                 historical baseline, derived from statistical trend analysis and 
               
               
                   
                 forward looking targets 
               
               
                   
                 Quantitative and qualitative understanding of markets incorporated 
               
               
                   
                 into planning 
               
               
                   
                 Non-formalized process in place to assess deficient areas on a case 
               
               
                   
                 by case basis 
               
               
                   
                 Some use of sensitivity and scenario analysis carried out to test 
               
               
                   
                 plans 
               
               
                   
                 Limited use of more advanced decision support tools to review 
               
               
                   
                 performance trends 
               
               
                   
                 Rolling 5 year integrated plan, supplemented by longer term 
               
               
                   
                 forecasts for specific programs 
               
               
                   
                 Aggregated and aligned plan generated, but involves manual 
               
               
                   
                 processes 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 6 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Investments 
               
               
                 Investment Analysis 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Investment Analysis develops the comprehensive business cases  
               
               
                   
                 required to enable strategic business decisions, related to policy and 
               
               
                   
                 planning direction, in a manner that optimizes risk and reward. 
               
               
                 Basic Criteria: 
                 Ad hoc process for analyzing projects 
               
               
                   
                 No coordinated methodology for segmentation of projects 
               
               
                   
                 No clear understanding of intentions for business modeling and  
               
               
                   
                 analysis framework 
               
               
                   
                 Appraisal methods vary by project type and location 
               
               
                   
                 No clearly defined allocation criteria for investments or marketing  
               
               
                   
                 initiatives 
               
               
                   
                 Lack of consistent methods for allocation 
               
               
                   
                 Limited amount of data available for use 
               
               
                   
                 Ad hoc authorization procedures 
               
               
                 Threshold Criteria: 
                 Projects prioritized as part of planning and budgeting cycle 
               
               
                   
                 process, but no framework or audit trail for decisions made 
               
               
                   
                 Projects only segmented by project size, budget category 
               
               
                   
                 Ad hoc cost-benefit analysis on certain projects with results being  
               
               
                   
                 inconsistently applied 
               
               
                   
                 Consistent allocation criteria defined, but inconsistent application  
               
               
                   
                 with no ability to roll up results into master reports 
               
               
                   
                 Data is available but is not fully leveraged 
               
               
                   
                 Defined procedure for approving investments and authorization 
               
               
                   
                 level for projects based on size of project 
               
               
                 Above Average 
                 Phasing of projects driven by a well-defined framework based on  
               
               
                 Criteria 
                 business drivers and cost-benefit analysis 
               
               
                   
                 Investments segmented by drivers, project size and other factors, e.g. risk 
               
               
                   
                 Financial appraisal (payback period, NPV) in addition to technical  
               
               
                   
                 evaluation utilized 
               
               
                   
                 Allocation criteria defined and understood and applied consistently by  
               
               
                   
                 the business 
               
               
                   
                 Wide range of data available which is accurate and consistent 
               
               
                   
                 Authorization level and appraisal requirements based on size of 
               
               
                   
                 project and other factors - e.g. risk, level of discretion, investment driver 
               
               
                 Leading Criteria: 
                 Consistent use of decision support tools, sensitivity analysis and 
               
               
                   
                 scenario analysis for project analysis and the formulation of business  
               
               
                   
                 cases 
               
               
                   
                 Regular process to review drivers of prioritization 
               
               
                   
                 Polices and processes to ensure projects segmented using a multi- 
               
               
                   
                 dimensional approach - size, driver, risk, level of discretion, etc. 
               
               
                   
                 Clear processes in place to distribute results for informed decision making 
               
               
                   
                 Easy collation of results into master plans for entire business units 
               
               
                   
                 Projects assessed on the basis of technical, financial, and risk 
               
               
                   
                 considerations using a standard ROI framework 
               
               
                   
                 Allocation criteria for each investment type are defined, clearly 
               
               
                   
                 communicated and implemented (financial, technical and operational  
               
               
                   
                 characteristics) 
               
               
                   
                 Authorization and appraisal based on sophisticated segmentation of  
               
               
                   
                 investment types allows greater focus on high risk projects, less 
               
               
                   
                 bureaucracy for small/low risk projects 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 7 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Investments 
               
               
                 Capital &amp; OM Budgeting 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Capital &amp; Operations Management Budgeting develops forecasts and 
               
               
                   
                 budgets for capital allocation, expenditures, and income from assets as 
               
               
                   
                 well as initiatives based on internal performance requirements and 
               
               
                   
                 stakeholder mandates. 
               
               
                 Basic Criteria: 
                 Central finance function set top down budget 
               
               
                   
                 Budget is seen as more of a reconciliation tool and is checked infrequently 
               
               
                   
                 Ad hoc usage of data tools to support budget planning 
               
               
                   
                 Cost of marketing initiatives not tracked 
               
               
                   
                 No standard measures used for budgeting 
               
               
                   
                 Bottom up plans to meet budget made ‘ad hoc’ with limited coordination 
               
               
                   
                 Budget based on previous years&#39; budgets with central adjustment 
               
               
                   
                 No ability to re-allocate, adjust budgets across business units 
               
               
                   
                 Little to no linkage between overall planning and budgeting 
               
               
                 Threshold Criteria: 
                 Budgets are checked frequently 
               
               
                   
                 Data tools restricted to basic financial measures 
               
               
                   
                 Cost of marketing initiative execution monitored and managed 
               
               
                   
                 Traditional measures used for cost planning 
               
               
                   
                 Budget based on previous years&#39; budgets with defined process for 
               
               
                   
                 accommodating local or exceptional events 
               
               
                   
                 Budget reports generated manually on a periodic (i.e. quarterly) basis 
               
               
                   
                 Some ability to adjust budgets, but no formal process - requires 
               
               
                   
                 time-consuming negotiation 
               
               
                   
                 Static links between overall planning and budgeting 
               
               
                 Above Average 
                 Plans driven mainly at local level, with limited visibility of higher 
               
               
                 Criteria 
                 level issues 
               
               
                   
                 Budgets are checked frequently and leveraged as strategic assets for decision  
               
               
                   
                 making 
               
               
                   
                 Limited use of scenario based planning tools 
               
               
                   
                 Costs of marketing initiative execution are monitored and managed 
               
               
                   
                 individually 
               
               
                   
                 A top down plan made and communicated as a template for the 
               
               
                   
                 business units. Bottom up plans are then made within constraints set by the 
               
               
                   
                 top down plan 
               
               
                   
                 ‘Zero-based’ plans utilized 
               
               
                   
                 Automated budget reports generated quarterly but standardized format  
               
               
                   
                 not utilized 
               
               
                   
                 Formal governance and appeal process for re-allocating budgets 
               
               
                   
                 and for adjusting operating and capital expenditures 
               
               
                   
                 Formalized linkages established between budgeting and planning process 
               
               
                 Leading Criteria: 
                 Central planning function empowered to adjust budgets in order to 
               
               
                   
                 compensate for unplanned events or changing priorities 
               
               
                   
                 Data is used as predictive tool as much as for reporting purposes 
               
               
                   
                 Data and scenario planning tools are used in the budget preparation 
               
               
                   
                 Costs of marketing initiative execution are monitored and managed 
               
               
                   
                 individually and by channel 
               
               
                   
                 Iterative planning process, combining and reconciling top-down and bottom  
               
               
                   
                 up plans 
               
               
                   
                 ‘Zero-based’ and ‘driver-based’ plans 
               
               
                   
                 Standardized automated process for continuous monitoring and reporting 
               
               
                   
                 Central planning assumptions for high level factors and 
               
               
                   
                 coordination to align overall plan 
               
               
                   
                 Two-way continuous closed loop between budgeting and planning process 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 8 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Investments 
               
               
                 Investment Review 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Investment Review provides continuous reporting, review and 
               
               
                   
                 assessment of capital expenditures and initiatives in order to monitor 
               
               
                   
                 investment performance, assess benefits realization and develop lessons 
               
               
                   
                 learned for use on future programs and initiatives. 
               
               
                 Basic Criteria: 
                 No systematic review of individual projects or programs 
               
               
                   
                 No review of processes or policies for investment review 
               
               
                   
                 Control information rarely available in time to provide any 
               
               
                   
                 corrective response to issues 
               
               
                   
                 Data on individual projects not readily available 
               
               
                   
                 No consistent framework for measuring and monitoring unit costs 
               
               
                   
                 No ability to view aggregated investments except in terms of total 
               
               
                   
                 spend vs. budget 
               
               
                   
                 Data at too high a level for managers to target problems 
               
               
                   
                 No mechanism to capture and communicate best practices 
               
               
                   
                 Investment reviews are only conducted reactively 
               
               
                 Threshold Criteria:  
                 Review of major programs with large identified cost variances 
               
               
                   
                 Operational data is aggregated up to provide consolidated views, 
               
               
                   
                 but requires cumbersome manual processes 
               
               
                   
                 Timely data available for financial and budget metrics only 
               
               
                   
                 Performance against investment plan is evaluated, but no formal, 
               
               
                   
                 consistent process for measurement 
               
               
                   
                 Monitoring reports on individual projects can be obtained, with 
               
               
                   
                 significant manual effort 
               
               
                   
                 Investment spending monitored in total, and by major driver 
               
               
                   
                 Feedback on processes and policies captured ad hoc 
               
               
                   
                 No formal process for knowledge sharing - communication on 
               
               
                   
                 major events ad hoc 
               
               
                   
                 Investment reviews are conducted on an ad hoc basis creating a 
               
               
                   
                 reactive solution 
               
               
                 Above Average 
                 Review of major programs and projects for cost variances by 
               
               
                 Criteria 
                 business unit 
               
               
                   
                 Previous year&#39;s activities are reviewed, but no formal mechanism 
               
               
                   
                 for incorporating changes into next year&#39;s business and planning 
               
               
                   
                 decisions 
               
               
                   
                 Timely reporting available for financial and operational 
               
               
                   
                 performance measures for specific initiatives 
               
               
                   
                 Monitoring of spend vs. plan at key intervals 
               
               
                   
                 Full variance analysis covering unit costs, timing, key outputs 
               
               
                   
                 Program spend assessed regularly for variances 
               
               
                   
                 Regular process to capture and communicate best practices, lessons 
               
               
                   
                 learned and methods for incorporating knowledge into updated 
               
               
                   
                 processes 
               
               
                   
                 Proactive approach and processes in place 
               
               
                 Leading Criteria: 
                 Analysis of the effectiveness of all projects and programs in 
               
               
                   
                 delivering outcomes 
               
               
                   
                 Systematic review of processes and procedures, root cause analysis 
               
               
                   
                 and changes incorporated into planning guidelines 
               
               
                   
                 Performance against investment plans part of a balanced scorecard 
               
               
                   
                 Ongoing monitoring of actual spend, volumes, timing, outputs vs. 
               
               
                   
                 business plan and regulatory targets 
               
               
                   
                 Automated information solutions that enable timely reporting of 
               
               
                   
                 variances at level of detail appropriate for management and 
               
               
                   
                 presented in a user friendly format 
               
               
                   
                 Program and major projects monitored and controlled throughout 
               
               
                   
                 the year, using tools to assess variances 
               
               
                   
                 Process for correcting performance 
               
               
                   
                 IT solutions to support knowledge sharing 
               
               
                   
                 Proactive approach and processes in place to actively monitor and 
               
               
                   
                 utilize investment reviews for forecasting 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 9 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Regulatory Affairs 
               
               
                 Regulatory Strategy Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Regulatory Strategy Management defines the process to develop a 
               
               
                   
                 strategy for meeting regulatory requirements and business needs and 
               
               
                   
                 ensuring that all operations are aligned to meet the goals of that strategy. 
               
               
                   
                 The capability includes defining the requirements of a risks and controls 
               
               
                   
                 program and communication plan for regulators. 
               
               
                 Basic Criteria: 
                 Regulatory strategy is inconsistent with attempts to follow and 
               
               
                   
                 change the regulators’ agenda 
               
               
                   
                 No communication plan in place 
               
               
                   
                 Strategy is driven by a focus on in-depth understanding of the 
               
               
                   
                 industry rules rather than on commercial appropriateness 
               
               
                   
                 Management reacts to regulatory requirements or issues only once 
               
               
                   
                 they break a particular compliance threshold 
               
               
                   
                 Internal reporting is based on mandatory regulatory requirements 
               
               
                 Threshold Criteria: 
                 Regulatory strategy is consistent but focuses on following the 
               
               
                   
                 regulators&#39; agenda rather than working collaboratively with other 
               
               
                   
                 industry parties to instigate change 
               
               
                   
                 Ad hoc communication plan is in place but there is no formal 
               
               
                   
                 process for updates 
               
               
                   
                 Ad hoc response processes are in place but are not consistent 
               
               
                   
                 Regulatory strategy considers commercial appropriateness - the 
               
               
                   
                 retailer&#39;s position in industry/regulatory league tables are taken into 
               
               
                   
                 account to ensure strategic programs improve ranking 
               
               
                   
                 Management might react to regulatory requirements too soon 
               
               
                   
                 which adds far more costs than benefit 
               
               
                   
                 Internal reporting is based on mandatory regulatory requirements 
               
               
                   
                 and a need to understand industry needs/performance 
               
               
                 Above Average 
                 Regulatory strategy considers that regulations should be considered 
               
               
                 Criteria 
                 in context of commercial decisions, i.e. sometimes it is appropriate 
               
               
                   
                 to challenge/negotiate terms for new mandatory changes 
               
               
                   
                 Retailer develops an annual communication plan for regulatory 
               
               
                   
                 management 
               
               
                   
                 Management proactively seeks to influence regulatory 
               
               
                   
                 requirements 
               
               
                   
                 Internal reporting integrates regulatory compliance with 
               
               
                   
                 commercial/operational performance 
               
               
                   
                 Standard processes are in place to respond to regulator requests 
               
               
                   
                 Retailer effectively self-regulates operations and processes and 
               
               
                   
                 supports an independent dispute resolution body which is 
               
               
                   
                 established and financed with the principal function of addressing 
               
               
                   
                 account and billing disputes where the customer has been unable to 
               
               
                   
                 resolve the dispute with their retailer. 
               
               
                 Leading Criteria: 
                 A holistic approach to regulatory strategy that aligns commercial 
               
               
                   
                 decisions and industry stakeholders is supported by a multi-channel 
               
               
                   
                 communication plan that is reviewed on an ongoing basis 
               
               
                   
                 Retailer employs a wide range of techniques to shape the political 
               
               
                   
                 and regulatory agenda in order to transform the industry and derive 
               
               
                   
                 commercial advantage - for example the retailer might initiate and 
               
               
                   
                 chair critical industry initiatives that bring together peers within the 
               
               
                   
                 industry 
               
               
                   
                 Internal reporting integrates regulatory performance with 
               
               
                   
                 commercial/operational performance is proactively 
               
               
                   
                 managed/responded to 
               
               
                   
                 Retailer is able to react to new policies - for example, if the 
               
               
                   
                 regulator states that retailers should not seek payment from 
               
               
                   
                 customers where the retailer is at fault for not billing the customer 
               
               
                   
                 for a certain amount of years, the retailer is able to quickly 
               
               
                   
                 calculate the effect of this and implement the change to billing as 
               
               
                   
                 required 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 10 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Regulatory Affairs 
               
               
                 Regulatory Interface Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Regulatory Interface Management includes the management of all 
               
               
                   
                 communication with external regulatory bodies including negotiations 
               
               
                   
                 and policy recommendations. This capability supports the Retail 
               
               
                   
                 utility&#39;s ability to be consistently compliant with appropriate regulation. 
               
               
                 Basic Criteria: 
                 Response to data requests extremely manual/labor intensive and the 
               
               
                   
                 need to produce evidence of compliance drives poor/flawed 
               
               
                   
                 behavior within the organization 
               
               
                   
                 Difficulty in managing to one version of the data as 
               
               
                   
                 communications are mostly uncoordinated 
               
               
                   
                 Regulatory interfaces are average - the retailer is not usually 
               
               
                   
                 prepared for negotiations with the proper data and supporting 
               
               
                   
                 documents 
               
               
                   
                 Manual monitoring of compliance is often flawed and creates 
               
               
                   
                 inconsistencies 
               
               
                   
                 Ineffective, reactionary communication with regulator 
               
               
                 Threshold Criteria: 
                 Response to data requests are labor intensive but mostly accurate 
               
               
                   
                 and therefore the high cost is tolerated and there is no inclination to 
               
               
                   
                 make changes to the system in place 
               
               
                   
                 Difficulty in managing to one version of the data and therefore 
               
               
                   
                 coordinated communication is labor intensive 
               
               
                   
                 Regulatory interfaces are managed to maintain status-quo relations 
               
               
                   
                 with no clear process for negotiations 
               
               
                   
                 Monitoring of compliance is labor intensive but usually accurate. 
               
               
                   
                 There is a lack of a cohesive system to monitor compliance cost 
               
               
                   
                 effectively 
               
               
                   
                 Neutral relationship with the regulator via one-way communication 
               
               
                   
                 (retailer to regulator) 
               
               
                   
                 Ad hoc execution of communication plan 
               
               
                 Above Average 
                 Response to data requests is automated in part, usually requires 
               
               
                 Criteria 
                 manual checks before response is sent 
               
               
                   
                 Data is generally consistent and coordinated communication is 
               
               
                   
                 managed in line with a high-level document plan 
               
               
                   
                 Monitoring of compliance is tied to the automated response system 
               
               
                   
                 resulting in greater accuracy and less FTE&#39;s required to oversee the 
               
               
                   
                 process 
               
               
                   
                 Regulatory interfaces and negotiations are managed well and are 
               
               
                   
                 aimed at building trust 
               
               
                   
                 Good relationship with the regulator via one-way communication 
               
               
                   
                 (retailer to regulator) 
               
               
                   
                 Communication plan is executed well, however there is no process 
               
               
                   
                 in place to measure it effectiveness 
               
               
                 Leading Criteria: 
                 Response to data requests is automated and of high-quality 
               
               
                   
                 Data is collated from a single source and is reliable 
               
               
                   
                 Monitoring of compliance is fully automated and standardized 
               
               
                   
                 regular reports are produced by the system 
               
               
                   
                 Regulatory interfaces and 
               
               
                   
                 negotiations are proactively managed with a robust business case 
               
               
                   
                 for investment support 
               
               
                   
                 Excellent relationship with the regulator via two-way proactive 
               
               
                   
                 communication approach 
               
               
                   
                 Comprehensive communications plan outlining all key interfaces 
               
               
                   
                 and objectives are executed effectively and efficiently 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 11 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Customer Strategy 
               
               
                 Customer Value and Segmentation 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Customer Value and Segmentation includes determining the approach 
               
               
                   
                 and executing customer valuation, profiling and the definition of 
               
               
                   
                 customer segments for the purposes of differentiated treatment. This 
               
               
                   
                 capability encompasses all aspects of defining the differentiated 
               
               
                   
                 customer experience (offerings, communications, pricing, etc) which 
               
               
                   
                 enables a utility to apply its customer strategy at the individual level. 
               
               
                 Basic Criteria: 
                 Customer base not defined in terms of segments or clusters 
               
               
                   
                 Customer Lifetime Value (CLV) not known 
               
               
                   
                 Customer value strategy is focused on the acquisition of new 
               
               
                   
                 customers, rather than acquisition and retention due to lack of 
               
               
                   
                 understanding of relative values within current customer base 
               
               
                   
                 Customer offer is defined according to product/service availability 
               
               
                   
                 rather than customer demand modeling 
               
               
                 Threshold Criteria: 
                 Customer segments are loosely defined according to logical attributes 
               
               
                   
                 Average Customer Lifetime Value (CLV) assessed periodically 
               
               
                   
                 Strategy is not informed by CLV - for example customer growth 
               
               
                   
                 targets are focused on the acquisition of new customers, rather than 
               
               
                   
                 acquisition and retention of high-value customers 
               
               
                   
                 Simple technology in place for customer profiling provided by an 
               
               
                   
                 application that is not dedicated to this function and therefore has 
               
               
                   
                 limited use 
               
               
                   
                 Profit potential of each segment is not formally evaluated in 
               
               
                   
                 quantitative terms 
               
               
                   
                 Customer offers are defined by a balance of product/service 
               
               
                   
                 availability as well as basic customer segmentation but customer 
               
               
                   
                 treatments may be similar 
               
               
                   
                 No standard review of effectiveness of customer value and 
               
               
                   
                 segmentation approach 
               
               
                 Above Average 
                 Target customer base is segmented according to demographic 
               
               
                 Criteria 
                 profiles 
               
               
                   
                 Customer segments are defined according to logical attributes and 
               
               
                   
                 are sponsored by a segment owner who represents the customers in 
               
               
                   
                 strategy discussions across the organization 
               
               
                   
                 Customer Lifetime Value (CLV) assessed periodically for defined 
               
               
                   
                 customer segments 
               
               
                   
                 CLV per segment is reported to other areas of the organization 
               
               
                   
                 periodically but data is often difficult to evaluate and does not 
               
               
                   
                 consistently impact strategy of other retail functions 
               
               
                   
                 Sophisticated technology in place for customer profiling but this is not  
               
               
                   
                 used on a regular basis 
               
               
                   
                 Profit potential of each segment and cluster is determined by reviewing  
               
               
                   
                 revenue against cost to serve 
               
               
                   
                 Customer offers are driven by segmentation analysis and some 
               
               
                   
                 differentiated treatment may be available 
               
               
                   
                 Ad hoc review of effectiveness of customer value and segmentation  
               
               
                   
                 approach 
               
               
                 Leading Criteria: 
                 Target customer base segmented according to customers&#39; needs, 
               
               
                   
                 behaviors and demographic profiles 
               
               
                   
                 Customer segments and clusters defined according to tangible and 
               
               
                   
                 logical attributes, sponsored by segment owners and tracked 
               
               
                   
                 according to movement and behavior 
               
               
                   
                 Customer Lifetime Value (CLV) is known and maintained for 
               
               
                   
                 individual customers as well as all defined customer segments and 
               
               
                   
                 clusters 
               
               
                   
                 Segment and cluster values are reported to other areas of the 
               
               
                   
                 organization on a frequent basis to inform strategy for customer 
               
               
                   
                 acquisition, retention and growth plans, marketing concepts and product  
               
               
                   
                 development 
               
               
                   
                 Sophisticated predictive tools and models used for customer 
               
               
                   
                 profiling on a regular basis 
               
               
                   
                 Formal evaluation of ROI per customer segment 
               
               
                   
                 Customer offers and treatments are defined based on predictive 
               
               
                   
                 segmentation and unique treatments are available tailored to 
               
               
                   
                 customer need 
               
               
                   
                 Regular review of effectiveness of customer value and segmentation  
               
               
                   
                 approach 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 12 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Customer Strategy 
               
               
                 Brand Strategy 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Brand Strategy includes the definition of the brand promise, the role of  
               
               
                   
                 the brand in a retail utility context, brand stretch opportunities and the 
               
               
                   
                 overall customer value proposition. Brand strategy includes defining 
               
               
                   
                 how to measure brand value and customer loyalty. 
               
               
                 Basic Criteria: 
                 Poorly defined brand promise with no tangible value proposition 
               
               
                   
                 No proactive research into or consideration for brand stretch 
               
               
                   
                 opportunities 
               
               
                   
                 Brand measurement is not defined 
               
               
                   
                 Brand strategy effectiveness not measured 
               
               
                 Threshold Criteria: 
                 Inconsistent brand promise with a qualitative value proposition 
               
               
                   
                 described in subjective terms 
               
               
                   
                 Brand stretch opportunities are considered and sometimes 
               
               
                   
                 implemented but without thorough cost/benefit analysis and 
               
               
                   
                 therefore is perceived as being ineffective 
               
               
                   
                 Brand measurement is defined in qualitative rather than 
               
               
                   
                 quantitative terms 
               
               
                   
                 Brand strategy effectiveness measured at inconsistent intervals 
               
               
                 Above Average 
                 Defined brand promise with a tangible value proposition for the 
               
               
                 Criteria 
                 customer 
               
               
                   
                 Brand is sufficiently strong to attract brand stretch opportunities 
               
               
                   
                 that are taken up when deemed to bring about tangible benefits - 
               
               
                   
                 these include extending the brand into new markets 
               
               
                   
                 Brand measurement is defined in quantitative terms and there are 
               
               
                   
                 distinctions made between brand value and brand loyalty 
               
               
                   
                 Brand strategy effectiveness measured regularly and ad hoc action 
               
               
                   
                 taken to adjust brand strategy 
               
               
                 Leading Criteria: 
                 Clearly defined brand promise with tangible value proposition for 
               
               
                   
                 each market or customer segment - this is frequently reviewed 
               
               
                   
                 according to customer and market intelligence 
               
               
                   
                 Brand is sufficiently strong to attract and drive brand stretch 
               
               
                   
                 opportunities. Benefits are realized in terms of increasing customer 
               
               
                   
                 loyalty, market share and brand value - even compared with brands 
               
               
                   
                 in other industries 
               
               
                   
                 Role of Brand is clearly defined within the organization - in line 
               
               
                   
                 with the brand promise and strategy supports ‘living the brand’ 
               
               
                   
                 Brand measurement is defined in quantitative terms and 
               
               
                   
                 benchmarked against other players in the utilities and other 
               
               
                   
                 consumer industries 
               
               
                   
                 Brand strategy effectiveness measured regularly and actions taken 
               
               
                   
                 to adjust brand strategy when appropriate 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 13 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Customer Strategy 
               
               
                 Market Intelligence 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Market Intelligence is the ability to acquire detailed information and 
               
               
                   
                 research into the competitive landscape, regulatory environment and 
               
               
                   
                 customer base demographics. The timely acquisition and  
               
               
                   
                 dissemination of this information to key internal stakeholders and  
               
               
                   
                 partners is critical to effective market responsiveness. 
               
               
                 Basic Criteria: 
                 No proactive market research or analysis 
               
               
                   
                 Market research is reactive, typically infrequent and unstructured 
               
               
                   
                 Limited analysis of demographic data in the public domain - e.g. 
               
               
                   
                 GDP or population trends 
               
               
                 Threshold Criteria: 
                 No proactive market research and analysis 
               
               
                   
                 Any market research or analysis is reactive and typically developed 
               
               
                   
                 in silo capability groups (e.g. pricing) with some coordination 
               
               
                   
                 Simple evaluation of macro economic trends and their impact on 
               
               
                   
                 country specific markets 
               
               
                   
                 Analysis of demographic data in the public domain - e.g. GDP, 
               
               
                   
                 population and demographic trends 
               
               
                 Above Average 
                 Structured and regular market analysis activity, but no dedicated 
               
               
                 Criteria 
                 resources within the company 
               
               
                   
                 Market intelligence data is centralized and used primarily in 
               
               
                   
                 marketing or consumer affairs - it is not leveraged throughout the 
               
               
                   
                 rest of the company 
               
               
                   
                 Evaluation of macro economic trends and their impact on a country 
               
               
                   
                 level on target and current markets 
               
               
                   
                 Quantitative analysis of acquired demographic data at a 
               
               
                   
                 geographic, market and regional level resulting in predicted trends 
               
               
                   
                 General insights gained about the market or major competitive 
               
               
                   
                 activity 
               
               
                 Leading Criteria: 
                 Dedicated Market Intelligence/Research function managing 
               
               
                   
                 structured and regular market analysis activity 
               
               
                   
                 Market intelligence is centralized and analysis is integrated across 
               
               
                   
                 functional teams 
               
               
                   
                 Market and consumer intelligence is gathered and analyzed using 
               
               
                   
                 primary research techniques such as customer/prospect surveys 
               
               
                   
                 Evaluation of macro economic trends and their impact on a global 
               
               
                   
                 level on target and current markets 
               
               
                   
                 Qualitative and quantitative analysis of demographic data at a 
               
               
                   
                 geographic, market and regional level resulting in predicted trends, 
               
               
                   
                 customer behavior and support for customer insight applications 
               
               
                   
                 Specific insights gained about individual competitors&#39; movements 
               
               
                   
                 or actions 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 14 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Customer Strategy 
               
               
                 Customer Information Strategy 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Customer Information Strategy includes identifying what information  
               
               
                   
                 is to be captured for each customer and how this data is gathered,  
               
               
                   
                 stored, protected, used, shared, transferred and disposed of. 
               
               
                 Basic Criteria: 
                 Customer data is not integrated into operational effectiveness 
               
               
                   
                 capabilities, customer insight or planning sessions 
               
               
                   
                 Required, collected and stored customer information is stored in 
               
               
                   
                 multiple applications with various access restrictions - data entities 
               
               
                   
                 are ambiguous (e.g. all free-text fields) 
               
               
                   
                 Definition of data requirements are not centrally formulated and 
               
               
                   
                 controlled 
               
               
                   
                 Customer data is accessible on request, as per regulatory 
               
               
                   
                 requirements 
               
               
                   
                 Data collection strategy does not include collection of touch-point 
               
               
                   
                 and channel integration data 
               
               
                   
                 Data is not integrated across channels 
               
               
                   
                 Agent/team hand-offs require some manual data transfer 
               
               
                   
                 No coordination across different systems and applications 
               
               
                   
                 No meta-data definitions 
               
               
                   
                 Strategy for security solution is not updated on a regular basis and 
               
               
                   
                 presents a recognizable threat to the storage of customer data and 
               
               
                   
                 high value information flows 
               
               
                 Threshold Criteria: 
                 Customer data is treated as a business requirement 
               
               
                   
                 Required, collected and stored customer information is stored and 
               
               
                   
                 is available across multiple views - definition of data entities are 
               
               
                   
                 inconsistent 
               
               
                   
                 Ownership of data definitions are clearly understood 
               
               
                   
                 Customer data is accessible to customer via customer service and 
               
               
                   
                 upon request on an as needed basis for compliance 
               
               
                   
                 Data collection strategy includes intention to collect touch-point 
               
               
                   
                 data and channel integration data 
               
               
                   
                 Data collection strategy includes external data gathering (e.g. credit 
               
               
                   
                 ratings) 
               
               
                   
                 Agent/Team hand-offs require some manual transfer 
               
               
                   
                 Data quality processes are not standardized across all platforms 
               
               
                   
                 Ad hoc tasks to create/maintain meta-data definitions but task is 
               
               
                   
                 rarely completed and effectively reviewed/used 
               
               
                   
                 Strategy for security solution is up-to-date with current technology 
               
               
                   
                 and provides the minimally required level of protection against 
               
               
                   
                 data threats 
               
               
                 Above Average 
                 Customer data is treated as basic operational tool 
               
               
                 Criteria 
                 All required, collected and stored customer information is available 
               
               
                   
                 to view such that there is an integrated view of customer data and 
               
               
                   
                 data entities are defined 
               
               
                   
                 Ownership of data definitions are clearly understood and centrally 
               
               
                   
                 controlled and updated 
               
               
                   
                 Customer data is accessible to customer via web and available in 
               
               
                   
                 writing upon request for compliance purposes 
               
               
                   
                 Data collection strategy includes collection and validation of touch 
               
               
                   
                 point data and channel integration data as well as external data 
               
               
                   
                 gathering such that data is validated/enhanced (e.g. credit ratings 
               
               
                   
                 and addresses) 
               
               
                   
                 Integrated data strategy and data hub such that agent/team hand- 
               
               
                   
                 offs do not require manual data transfer 
               
               
                   
                 Dedicated data quality assurance team who maintain meta-data is 
               
               
                   
                 not used by all other areas of the organization 
               
               
                   
                 Security solution strategy is up-to-date with current technology 
               
               
                   
                 offerings and required security levels and reviewed annually 
               
               
                 Leading Criteria: 
                 Customer data is treated and leveraged as a strategic asset 
               
               
                   
                 All required, collected and stored customer information is available 
               
               
                   
                 to view such that there is a single view of a customer - each data 
               
               
                   
                 entity is clearly defined and validated at point of entry 
               
               
                   
                 Data definitions are proactively managed to ensure the right data is 
               
               
                   
                 being collected and is appropriately protected 
               
               
                   
                 Data collection strategy includes formal collection and validation 
               
               
                   
                 of touch-point data and channel integration which is fully 
               
               
                   
                 integrated into CRM systems and forwarded to retail insights 
               
               
                   
                 Dedicated data quality assurance team who maintain meta-data, 
               
               
                   
                 and this is used as a reference by all other areas of the organization 
               
               
                   
                 to enable intelligent analytics 
               
               
                   
                 Strategy addresses end-to-end standardized risk mitigation 
               
               
                   
                 processes for managing the security of customer information from 
               
               
                   
                 collection to disposal 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 15 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Product/Service Strategy 
               
               
                 Product &amp; Service Development Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Product &amp; Service Development Management covers a retailer&#39;s  
               
               
                   
                 ability to bring a product to market. Included in this capability is the 
               
               
                   
                 development of a product itself, i.e. tariff rate structure, various fixed 
               
               
                   
                 term contracts, sustainable energy offerings, and the delivery of the 
               
               
                   
                 product via the appropriate channels. 
               
               
                 Basic Criteria: 
                 New products/services are investigated and developed in silos on 
               
               
                   
                 an ad hoc basis 
               
               
                   
                 Processes for product/service development (concept to pilot) do not 
               
               
                   
                 include consideration for regulatory requirements so that products 
               
               
                   
                 are released that are not compliant - e.g. not all products are 
               
               
                   
                 suitable for vulnerable customers 
               
               
                   
                 Product or service approval is inefficient leaving other areas of the 
               
               
                   
                 operation scrambling to accommodate approved products or 
               
               
                   
                 services at the last minute 
               
               
                   
                 No capacity for consideration of product/service diversification 
               
               
                   
                 Products are priced by the associated tariff - there is no formal 
               
               
                   
                 consideration for discounting or other incentive rules 
               
               
                   
                 Products rarely contain a corporate social responsibility or 
               
               
                   
                 sustainability component 
               
               
                   
                 Products do not promote energy efficiency 
               
               
                 Threshold Criteria: 
                 New products/services are investigated and developed 
               
               
                   
                 systematically, but in silos 
               
               
                   
                 Product/service development procedures include a regulatory 
               
               
                   
                 compliance check but compliance is not always enforced 
               
               
                   
                 Limited capacity for consideration of product/service 
               
               
                   
                 diversification 
               
               
                   
                 Products are priced based on a limited set of data and price is only 
               
               
                   
                 defined in terms of a tariff. Tariff changes are time-consuming and 
               
               
                   
                 costly and new products frequently require new tariffs 
               
               
                   
                 Products occasionally contain a corporate social responsibility or 
               
               
                   
                 sustainability component 
               
               
                 Above Average 
                 New products/services are investigated, developed and released 
               
               
                 Criteria 
                 according to strategy. Regulatory compliance is ensured at the first 
               
               
                   
                 stage of development and is a mandatory requirement for 
               
               
                   
                 development work to start 
               
               
                   
                 Product development function includes ad hoc searches for 
               
               
                   
                 product/service diversification opportunities but these are not 
               
               
                   
                 always carried through to thorough evaluation and therefore seen 
               
               
                   
                 as a redundant investment 
               
               
                   
                 Fact-based pricing recommendations and decisions are coordinated 
               
               
                   
                 between some business units and are primarily driven by 
               
               
                   
                 competition 
               
               
                   
                 Products usually contain a corporate social responsibility or 
               
               
                   
                 sustainability component 
               
               
                 Leading Criteria: 
                 Product/services are investigated, developed and released 
               
               
                   
                 according to strategy and evaluated throughout the development 
               
               
                   
                 lifecycle through customer analytics 
               
               
                   
                 Regulatory compliance is ensured at the first stage of development 
               
               
                   
                 and is a mandatory requirement for development work to start 
               
               
                   
                 Information on customer values, predicted needs and actual uptake, 
               
               
                   
                 channel requirements and internal company needs is input for a 
               
               
                   
                 dedicated product development team 
               
               
                   
                 Product development is focused on product portfolio optimization 
               
               
                   
                 and retailer is good at product/service lifecycle management 
               
               
                   
                 Retailer deploys a center of excellence approach to manage 
               
               
                   
                 ideation through to commercialization of new products/services 
               
               
                   
                 across the enterprise 
               
               
                   
                 Customer centric methodologies (e.g. customer feedback data is 
               
               
                   
                 fed back into process methodologies) 
               
               
                   
                 Products align with retailer&#39;s stated core values (e.g. always 
               
               
                   
                 contain a corporate social responsibility or sustainability 
               
               
                   
                 component) 
               
               
                   
                 Organization has an integrated, transparent view of 
               
               
                   
                 products/service lifecycle and plan proactively for product/service 
               
               
                   
                 introduction 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 16 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Product/Service Strategy 
               
               
                 Partner Relationship &amp; Alliance Development 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Partner Relationship &amp; Alliance Development is the ability to leverage 
               
               
                   
                 current alliances and identify and develop new alliance opportunities  
               
               
                   
                 to produce enhanced service offerings. 
               
               
                 Basic Criteria: 
                 No process in place to understand the current alliance footprint 
               
               
                   
                 Prospective partners are not fully investigated and impact of the 
               
               
                   
                 alliance not fully realized prior to contractual commitment 
               
               
                   
                 Perceived lack of opportunity to benefit from an alliance due to a 
               
               
                   
                 somewhat introverted product/service strategy 
               
               
                   
                 Retailer has limited integration partnerships 
               
               
                   
                 Rationale and business case for the formation of alliances is not 
               
               
                   
                 clear 
               
               
                   
                 Alliance is fundamentally not profitable for one or all parties 
               
               
                   
                 No periodic review of partnerships is conducted 
               
               
                   
                 Different parts of organization have entered into agreements with 
               
               
                   
                 vendor/partner at different points in time 
               
               
                 Threshold Criteria:  
                 Ad hoc understanding of current alliance footprint 
               
               
                   
                 Alliance opportunities are created as a reaction to offers rather than 
               
               
                   
                 through proactive search/investigation initiatives 
               
               
                   
                 Alliance is designed to benefit driving party and therefore biased in 
               
               
                   
                 terms of realized benefits 
               
               
                   
                 Specific partner information available for manual exchange 
               
               
                   
                 Alliances and partnerships are strategic but effort is not sufficient 
               
               
                   
                 to capitalize on the full value potential 
               
               
                   
                 Alliance is successful in the short-term only and therefore does not 
               
               
                   
                 promote growth 
               
               
                   
                 The customer can recognize differences in services based on 
               
               
                   
                 differing partnership relationships 
               
               
                   
                 Ad hoc review of partnerships with no real process to measure 
               
               
                   
                 realized value 
               
               
                 Above Average 
                 Standardized process in place to understand current alliance 
               
               
                 Criteria 
                 footprint 
               
               
                   
                 Alliance opportunities are sought/investigated in response to a 
               
               
                   
                 sudden change in customer base/value rather than as part of a long 
               
               
                   
                 term strategy 
               
               
                   
                 Specific partner information available for exchange 
               
               
                   
                 Alliance is designed to deliver mutual benefits but benefits are not 
               
               
                   
                 consistently realized/measured 
               
               
                   
                 Alliances are viewed and managed as medium-term relationships 
               
               
                   
                 and serve to increase customer base but not customer value 
               
               
                   
                 The customer experience is delivered uniformly through 
               
               
                   
                 partnerships, however customers are aware of outsourced services 
               
               
                   
                 Partnerships and alliances are regularly appraised 
               
               
                 Leading Criteria: 
                 Standardized process in place to understand current alliance 
               
               
                   
                 footprint and assess partnerships on an ongoing basis 
               
               
                   
                 Alliance opportunities are proactively sought/investigated as part 
               
               
                   
                 of a long term strategy to meet customer requirements and promote 
               
               
                   
                 growth in terms of brand value, customer value and market share 
               
               
                   
                 Partner integration with data and application interface 
               
               
                   
                 Alliance is designed to deliver mutual specific value-adding 
               
               
                   
                 capabilities and skills both of which are tangible and proactively 
               
               
                   
                 evaluated 
               
               
                   
                 Alliances are viewed and managed as long-term relationships 
               
               
                   
                 The customer does not recognize the involvement or different 
               
               
                   
                 brand of partnerships 
               
               
                   
                 Partnerships and alliances are regularly appraised and measured 
               
               
                   
                 against a standard set of performance metrics 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 17 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Product/Service Strategy 
               
               
                 Tariff &amp; Rate Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Tariff &amp; Rate Management includes the creation and maintenance  
               
               
                   
                 of a rate or tariff structure including rate proposals, maintaining rate 
               
               
                   
                 components, rate or tariff changes, regulatory compliance and 
               
               
                   
                 evaluation of performance. This capability typically encompasses 
               
               
                   
                 regulated or ‘default’ rate development and maintenance. 
               
               
                 Basic Criteria: 
                 Simple rate/tariff structure is developed and released inconsistently 
               
               
                   
                 Little/no consideration for demographic of customer base and 
               
               
                   
                 therefore no segment specific programs, instead generic offerings 
               
               
                   
                 are discounted/manually manipulated on an ad hoc basis 
               
               
                   
                 Inconsistent use of modeling and analysis tools 
               
               
                   
                 Ad hoc benchmarking against competition 
               
               
                   
                 Rate descriptions on customer bills tend to be compliant with 
               
               
                   
                 regulatory requirements 
               
               
                   
                 Changes to rate/tariffs require system outage due to being hard 
               
               
                   
                 coded into the CIS/billing system 
               
               
                 Threshold Criteria: 
                 Simple rate/tariff structure is developed and released periodically, 
               
               
                   
                 as opposed to being a continuous activity 
               
               
                   
                 Segment specific programs are poorly delivered, i.e. uptake is low, 
               
               
                   
                 schemes are not profitable, customers are still dissatisfied/incurring 
               
               
                   
                 significant debt 
               
               
                   
                 Rate/tariff designed and maintained using relevant modeling and 
               
               
                   
                 analysis tools 
               
               
                   
                 Rate descriptions are compliant with regulatory requirements 
               
               
                   
                 although this is still a major source of customer complaints 
               
               
                   
                 Changes require system outages or significant change requests 
               
               
                   
                 Periodic benchmarking against other competitors and/or markets 
               
               
                 Above Average 
                 Simple rate/tariff structure is designed in line with product 
               
               
                 Criteria 
                 strategies 
               
               
                   
                 Segment specific programs are proactively managed and reviewed 
               
               
                   
                 (i.e. uptake is controlled, impact on customer base and behavior is 
               
               
                   
                 monitored) 
               
               
                   
                 Rate/tariff design and maintenance function is integrated with 
               
               
                   
                 supply/energy trading systems 
               
               
                   
                 All rate/tariff development and change is designed to account for 
               
               
                   
                 external factors 
               
               
                   
                 Rate descriptions and tariff structures compliant with regulatory 
               
               
                   
                 requirements 
               
               
                   
                 Simple rate/tariff changes can be done as a system configuration 
               
               
                   
                 change 
               
               
                   
                 Regular benchmarking against other competitors and/or markets 
               
               
                 Leading Criteria: 
                 Sophisticated rate/tariff structure is designed in line with current 
               
               
                   
                 pricing and product strategies 
               
               
                   
                 Rate/tariff structure promotes conservation demand side 
               
               
                   
                 management 
               
               
                   
                 Creative special payment programs developed which can be 
               
               
                   
                 tailored to customer segments and clusters 
               
               
                   
                 Rate/tariff designed and maintained using relevant modeling and 
               
               
                   
                 complex analysis tools, which are integrated with supply/energy 
               
               
                   
                 trading systems 
               
               
                   
                 Dedicated business function responsible for benchmarking 
               
               
                   
                 offerings against competition 
               
               
                   
                 Both simple and complex changes to rate/tariffs are enabled as 
               
               
                   
                 system configuration changes as opposed to system codes changes 
               
               
                   
                 requiring system outage 
               
               
                   
                 Ongoing benchmarking against other competitors and/or markets 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 18 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Product/Service Strategy 
               
               
                 Energy Efficiency and Demand Side Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Energy Efficiency and Demand Side Management (DSM) covers the 
               
               
                   
                 development, operation and review of demand side management and 
               
               
                   
                 energy efficiency programs. The capability includes advanced  
               
               
                   
                 metering utilization, energy audits, conservation and “green”  
               
               
                   
                 customer care campaigns to promote efficient energy use. 
               
               
                 Basic Criteria: 
                 Energy conservation initiatives have inconsistent management 
               
               
                   
                 backing and are not aligned with customer care strategies 
               
               
                   
                 Basic energy services offered as required by regulatory body 
               
               
                   
                 No communication plan for DSM initiatives in place 
               
               
                   
                 Some ‘Green’ customer incentives exist that are designed for 
               
               
                   
                 existing products but do not promote a long-term commitment 
               
               
                   
                 No individual proactive audits available 
               
               
                   
                 Automated meter reading in place that is not tied to DSM programs 
               
               
                 Threshold Criteria:  
                 Energy conservation initiatives are loosely tied to customer care 
               
               
                   
                 objectives 
               
               
                   
                 Energy conservation initiatives have management backing but are 
               
               
                   
                 inhibited by lack of consistent levels of investment and sponsorship 
               
               
                   
                 Offerings meet regulatory requirements and are predominantly 
               
               
                   
                 focused on limited conservation programs (e.g. residential 
               
               
                   
                 insulation, commercial building management) 
               
               
                   
                 Communication plan attempts to promote energy conservation to 
               
               
                   
                 customers within the confines of the available product offerings 
               
               
                   
                 Targeted energy efficiency information provided through bills and 
               
               
                   
                 marketing 
               
               
                   
                 DSM and energy conservation consulting available to some 
               
               
                   
                 customers - energy audits available on request (not online) 
               
               
                   
                 Some investment in intelligent grid and advanced metering 
               
               
                   
                 technology but benefits not fully recognized 
               
               
                 Above Average 
                 Energy conservation initiatives supported by a recognized business 
               
               
                 Criteria 
                 case and management function based on customer care objectives 
               
               
                   
                 Significant marketing of energy efficiency as a concept, as well as 
               
               
                   
                 how efficiencies can be achieved using available product offerings 
               
               
                   
                 Energy conservation products offered without price or discount 
               
               
                   
                 incentive to the customer 
               
               
                   
                 Energy services products offering incentives to customers for 
               
               
                   
                 driving predictability of demand 
               
               
                   
                 DSM and energy conservation consulting available to all customers 
               
               
                   
                 (e.g. energy audits provided via basic web/e-tools), program 
               
               
                   
                 participation enabled for some customers (e.g. offered for a 
               
               
                   
                 premium price and therefore excludes low-income homes) 
               
               
                   
                 Advanced metering used to enable lower service costs, value-added 
               
               
                   
                 services, alternate power rates for customer retention and lower 
               
               
                   
                 bills and greater usage transparency for all types of customers 
               
               
                 Leading Criteria: 
                 Dedicated strategic energy conservation team and operational 
               
               
                   
                 business function supported by a tangible business case 
               
               
                   
                 DSM strategies far exceed regulatory requirements 
               
               
                   
                 Energy conservation marketing campaigns designed to sell the 
               
               
                   
                 concept, implement changes in customer behavior and promote 
               
               
                   
                 appropriate product offerings 
               
               
                   
                 Energy conservation and ‘Green’ products are offered to customers 
               
               
                   
                 with a tangible and economical incentive (e.g. may be subsidized 
               
               
                   
                 or result in significant discounts/credits) 
               
               
                   
                 DSM and energy conservation consulting available to all customers 
               
               
                   
                 (e.g. sophisticated web/e-tools available to manage demand and 
               
               
                   
                 obtain energy audits). Program participation is enabled for all 
               
               
                   
                 customers at no extra cost 
               
               
                   
                 Smart Metering used to enable real-time, two-way communication 
               
               
                   
                 with customers to provide: time of use billing, integration with 
               
               
                   
                 home devices to adjust usage, incentives for energy curtailment and 
               
               
                   
                 optimized web services-retailer has complete predictability of 
               
               
                   
                 peak demand 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 19 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Product/Service Strategy 
               
               
                 Social Responsibility 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Social Responsibility includes the development of offerings and 
               
               
                   
                 communications focused on social responsibility and community 
               
               
                   
                 support initiatives. The capability aligns community and charitable 
               
               
                   
                 involvement with retailer&#39;s core values, brand strategy and customer 
               
               
                   
                 values. It sets out the framework to build a socially responsible  
               
               
                   
                 retail organization that its employees want to be part of. 
               
               
                 Basic Criteria: 
                 Little/no consideration for social responsibility programs 
               
               
                   
                 No focused communication of social responsibility initiatives 
               
               
                   
                 No requirement for reporting on successful uptake/impact of 
               
               
                   
                 programs 
               
               
                   
                 No support for employees to participate in community programs 
               
               
                   
                 Limited community investment programs 
               
               
                 Threshold Criteria: 
                 Social responsibility programs are poorly delivered i.e. uptake is 
               
               
                   
                 low 
               
               
                   
                 Ad hoc communication of programs is provided on an as needed 
               
               
                   
                 basis 
               
               
                   
                 Reporting on successful uptake/impact of programs is 
               
               
                   
                 biased/subjective 
               
               
                   
                 Community lacks an understanding of what offerings are available 
               
               
                   
                 and the details of those initiatives 
               
               
                   
                 Retailer acts as a participant in one to two events per year 
               
               
                   
                 Employees are give little support to attend and volunteer for 
               
               
                   
                 community events 
               
               
                   
                 Some structure in place to administer and manage corporate social 
               
               
                   
                 responsibility programs 
               
               
                 Above Average 
                 Social responsibility programs are proactively managed and 
               
               
                 Criteria 
                 reviewed (i.e. uptake is controlled, impact on customer base and 
               
               
                   
                 behavior is monitored) 
               
               
                   
                 Communication plan for community and social programs is 
               
               
                   
                 integrated into wider annual plans 
               
               
                   
                 Emphasis on program marketing and promotion via all channels 
               
               
                   
                 Retailer takes part in community initiatives and is seen as a 
               
               
                   
                 positive influence on the community 
               
               
                   
                 Employees are encouraged to partake in functions - no work 
               
               
                   
                 accommodations made 
               
               
                   
                 Centralized structure in place to administer and manage corporate 
               
               
                   
                 social responsibility programs 
               
               
                 Leading Criteria: 
                 Creative social responsibility programs developed 
               
               
                   
                 Dedicated multi-channel communication plan is developed for 
               
               
                   
                 programs on an annual basis 
               
               
                   
                 High uptake of programs for target customer segment/cluster 
               
               
                   
                 Retailer creates, leads, sponsors and hosts major community events 
               
               
                   
                 Community view of retailer is positive and based on frequent 
               
               
                   
                 community support-retailer good at choosing the right initiate to 
               
               
                   
                 support (i.e. has good social awareness) 
               
               
                   
                 Employees are highly encouraged to partake in community 
               
               
                   
                 initiatives through the People Advocacy function. Employees are 
               
               
                   
                 provided support for time off and flexible work options 
               
               
                   
                 Centralized structure in place to administer and manage corporate 
               
               
                   
                 social responsibility programs to brand and strategy 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 20 
               
               
                   
               
               
                 Manage Retail Strategy 
               
               
                 Manage Product/Service Strategy 
               
               
                 T&amp;D Integration 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 T&amp;D Integration covers the strategy for communicating, interacting, 
               
               
                   
                 and transferring knowledge with Transmission and Distribution entities. 
               
               
                   
                 The communication plan includes supply point updates, field 
               
               
                   
                 management, meter management and emergency procedures. 
               
               
                 Basic Criteria: 
                 Standardized communication format is agreed for some 
               
               
                   
                 communications, as per industry-wide standard (e.g. electronic data 
               
               
                   
                 exchange format, but messages which are not within 
               
               
                   
                 specification/not supported in industry-wide format cause 
               
               
                   
                 significant manual process) 
               
               
                   
                 Service level agreements adhered to for most emergency work 
               
               
                   
                 requests/reports 
               
               
                   
                 Emergency procedures are clearly defined and documented but 
               
               
                   
                 areas of accountability can be inconsistent, utility has breaches of 
               
               
                   
                 contract on record 
               
               
                   
                 Standard manual administration plan and process in place to 
               
               
                   
                 administer charge, payments, pricing and tariffs 
               
               
                   
                 Metering and inventory management processes are standardized 
               
               
                 Threshold Criteria: 
                 Standardized communication format is agreed for all 
               
               
                   
                 communications, as per industry-wide standard (e.g. electronic data 
               
               
                   
                 exchange format but messages which are not within specification 
               
               
                   
                 cause some manual exception processing) 
               
               
                   
                 Emergency procedures are clearly defined and documented with 
               
               
                   
                 areas of accountability established, no emergency calls are handled 
               
               
                   
                 outside of an SLA and the utility has no breaches of contract 
               
               
                   
                 Metering and inventory management processes are run through a 
               
               
                   
                 separate electronic data exchange 
               
               
                 Above Average 
                 Standardized communication format is agreed for all 
               
               
                 Criteria 
                 communications, as per industry-wide standard (e.g. electronic data 
               
               
                   
                 exchange format, and all messages are validated according to 
               
               
                   
                 clearly defined industry-wide criteria) 
               
               
                   
                 Quality assurance checkpoint implemented for every interface with 
               
               
                   
                 other entities 
               
               
                   
                 Standardized administration plan and process in place which is 
               
               
                   
                 administered through a two-way electronic data exchange that 
               
               
                   
                 provides reporting capabilities 
               
               
                   
                 Metering and inventory management processes are integrated into 
               
               
                   
                 the electronic data exchange 
               
               
                 Leading Criteria: 
                 Real-time communication format through smart or advanced 
               
               
                   
                 metering system and a web services function for customers, as per 
               
               
                   
                 industry-wide standards 
               
               
                   
                 Continuous quality assurance for every interface with other entities 
               
               
                   
                 via real-time data flows and proactive maintenance schedules 
               
               
                   
                 Operating or service level agreements adhered to for most 
               
               
                   
                 emergency work requests/reports through optimized 
               
               
                   
                 communication channels and predictive measures 
               
               
                   
                 Emergency procedures are clearly defined and service orders and 
               
               
                   
                 dispatches are optimized in real time. Emergency calls are handled 
               
               
                   
                 within agreed SLA 
               
               
                   
                 Set-up and response calls for appointments are automated and 
               
               
                   
                 reported on in real time 
               
               
                   
                 Standardized administration plan and process in place which is 
               
               
                   
                 administered through a two-way, real-time system with automated 
               
               
                   
                 reporting capabilities 
               
               
                   
                 Metering and inventory management is completely held up-to-date 
               
               
                   
                 with what is in the field versus operational records via the smart or 
               
               
                   
                 advanced metering system and network 
               
               
                   
               
             
          
         
       
     
     The following Tables 21-30 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the manage interaction platform  104 . 
     
       
         
               
             
               
               
             
           
               
                 TABLE 21 
               
               
                   
               
               
                 Manage Interaction 
               
               
                 Channel Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Channel Management covers the management and integration of all 
               
               
                   
                 channels in which customers contact the utility. It ensures channel 
               
               
                   
                 efficiency and effectiveness by ensuring that there are various and 
               
               
                   
                 correctly oriented methods in place for the customer to contact the 
               
               
                   
                 utility. 
               
               
                 Basic Criteria: 
                 Predominant customer channels include walk-in, field sales, field 
               
               
                   
                 service, paper mail and fax. 
               
               
                   
                 No channel integration, channels keep multiple records of customer 
               
               
                   
                 data - heavily administration 
               
               
                   
                 Service offerings are focused on single channels 
               
               
                   
                 No definitions exist to specify which services are available through 
               
               
                   
                 which channels 
               
               
                   
                 Most or all customer interactions occur within a single channel 
               
               
                   
                 (e.g., direct mail, call center, internet, branch, etc.) 
               
               
                   
                 Key assumption is that all required transactions can be completed 
               
               
                   
                 in one channel per customer 
               
               
                   
                 No channel demand management discipline in place 
               
               
                   
                 Staffing forecasts are based primarily on historical interaction 
               
               
                   
                 volumes 
               
               
                   
                 Standard channel technologies (e.g. telephone, e-mail, fax, and 
               
               
                   
                 correspondence routing/queuing capabilities) 
               
               
                   
                 Routing of customers can only take place within a single channel 
               
               
                 Threshold Criteria:  
                 Predominant customer contact is via the telephone/agent with 
               
               
                   
                 measurable channel shift towards IVR/WEB. 
               
               
                   
                 Customer experience is inconsistent across all channels - access 
               
               
                   
                 similar customer information 
               
               
                   
                 Channel definitions exist which specify which service will be 
               
               
                   
                 distributed over which channels 
               
               
                   
                 All customers are encouraged equally to utilize all available 
               
               
                   
                 channels without consideration of customer segmentation - limited 
               
               
                   
                 channel integration 
               
               
                   
                 Customer agents are trained and proficient for their specific 
               
               
                   
                 channel, but are not proficient with other channels 
               
               
                   
                 Business processes for existing channels are imposed on new 
               
               
                   
                 channels w/ some modification 
               
               
                   
                 Introduction of new channels is done reactively without evaluating 
               
               
                   
                 applicability to industry, brand, and customer segments 
               
               
                   
                 Channel costs are measured 
               
               
                   
                 Systems are not designed to support seamless routing of customers 
               
               
                   
                 between channels - routing is based on static business/decision 
               
               
                   
                 logic 
               
               
                   
                 CTI technology enables some calls to be routed to an agent off-site 
               
               
                   
                 (e.g. home working) but the customer experience is inconsistent 
               
               
                   
                 and the agent is unable to complete all transactions from home. It 
               
               
                   
                 is likely that home workers are given very specific calls to handle 
               
               
                   
                 such as credit queries and complaints where their home 
               
               
                   
                 environment is better suited to the call 
               
               
                 Above Average 
                 Increasing automation within the IVR/WEB channels with the IVR 
               
               
                 Criteria 
                 and agent still the predominate choice. 
               
               
                   
                 Full channel integration enables a consistent customer experience 
               
               
                   
                 across channels - all channels access the same record of customer 
               
               
                   
                 information 
               
               
                   
                 Ability to track, monitor and report on forecasted vs. actual 
               
               
                   
                 interaction volumes 
               
               
                   
                 Customer agents are trained and proficient at supporting customers 
               
               
                   
                 on multiple channels 
               
               
                   
                 Individual business processes are designed to ensure effective 
               
               
                   
                 execution of each channel 
               
               
                   
                 Proactive introduction of new channels based on industry trending 
               
               
                   
                 Staffing forecasts match agent type with anticipated demand from 
               
               
                   
                 corresponding customer types 
               
               
                   
                 Channel costs are well defined and optimal operating levels are 
               
               
                   
                 understood 
               
               
                   
                 Dynamic routing business/decision logic is user maintainable and 
               
               
                   
                 takes into account customer and agent information and availability 
               
               
                   
                 of resources 
               
               
                   
                 All channels access the same record of customer information. The 
               
               
                   
                 web service, call center, and third party all have access to a central 
               
               
                   
                 data hub that is updated and accessed online 
               
               
                   
                 CTI technology enables some calls to be routed to an agent off-site 
               
               
                   
                 (e.g. home working) and returned to a call center and customer 
               
               
                   
                 experience is consistent across on and off-site locations 
               
               
                   
                 Traditional reader boards and/or closed circuit TV broadcasts are 
               
               
                   
                 used to communicate alerts (e.g. news of outages, news headlines, 
               
               
                   
                 TSL, etc.) to customer-facing agents. Some level of investigation 
               
               
                   
                 and utilization of integrated desktop applications to provide 
               
               
                   
                 “ticker” information for notifications 
               
               
                 Leading Criteria: 
                 Increasing utilization of automated channels by the customer (e.g., 
               
               
                   
                 40%+) due to well-defined integrated channel strategies, customer 
               
               
                   
                 segmentation, channel analytics, and customer adoption practices. 
               
               
                   
                 Channel integration enables a consistent customer experience 
               
               
                   
                 across all channels and can be tailored for each customer 
               
               
                   
                 segment/preferences for all channels 
               
               
                   
                 Extensive cross-channel integration - all channels access the same 
               
               
                   
                 record of customer information 
               
               
                   
                 Ability to conference and transfer contacts to remote 
               
               
                   
                 telecommuting agents - still offering a consistent customer 
               
               
                   
                 experience 
               
               
                   
                 Customers are encouraged to utilize appropriate channels based on 
               
               
                   
                 customer segmentation (value, preferences, etc.) 
               
               
                   
                 Network-based onscreen agent prompting used for alerts, e.g. news 
               
               
                   
                 of outages or news headlines 
               
               
                   
                 Customer interactions are consistent and properly aligned across 
               
               
                   
                 multiple channels 
               
               
                   
                 Company proactively assesses and adds new customer channels 
               
               
                   
                 (e.g. “chat”) 
               
               
                   
                 An integrated multi channel strategy is established offering 
               
               
                   
                 multiple delivery channels with seamless routing 
               
               
                   
                 All channels access the same record of customer information i.e. 
               
               
                   
                 the web service, call center, m-Commerce devices (Palm Pilots, 
               
               
                   
                 cell phones, WAP), and third party all have access to a central data 
               
               
                   
                 hub that is updated and accessed online. Operations achieving true 
               
               
                   
                 Single View of the Customer 
               
               
                   
                 CTI technology enables agents to work from home and offers a 
               
               
                   
                 consistent customer experience, work via a secure network, and 
               
               
                   
                 immediate data updates in the central hub with the appropriate 
               
               
                   
                 levels of security. 
               
               
                   
                 Enhanced communication and notifications via integrated desktop 
               
               
                   
                 applications via “ticker” information or integration with CTI 
               
               
                   
                 information window. Early investigation and utilization of Instant 
               
               
                   
                 Messaging solutions amongst supervisors and deployed to select 
               
               
                   
                 agent groups 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 22 
               
               
                   
               
               
                 Manage Interaction 
               
               
                 Channel Management 
               
               
                 Web 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Channel Management covers the management and  
               
               
                   
                 integration of all channels in which customers  
               
               
                   
                 contact the utility. It ensures channel efficiency and  
               
               
                   
                 effectiveness by ensuring that there are various and 
               
               
                   
                 correctly oriented methods in place for the customer  
               
               
                   
                 to contact the utility. 
               
               
                 Basic Criteria: 
                 Website is rarely updated and no minor improvement  
               
               
                   
                 assessment has been conducted post launch 
               
               
                   
                 Basic web functionality (simple menu structures  
               
               
                   
                 with informational, account specific, and simple  
               
               
                   
                 functionality such as balance enquiries, obtaining  
               
               
                   
                 information on payment methods or obtaining credit  
               
               
                   
                 agreement details) 
               
               
                   
                 Website is not robust and rarely used by customers  
               
               
                   
                 such that it does not serve as a high-value channel 
               
               
                   
                 No metrics identified to drive value] from the site or  
               
               
                   
                 to gain customer insight 
               
               
                 Threshold Criteria: 
                 Website is given minor updates on an infrequent  
               
               
                   
                 basis. Customer opinion has not been taken into  
               
               
                   
                 consideration when building the site 
               
               
                   
                 Web functionality includes transactions that are  
               
               
                   
                 often requested by customers and do not require  
               
               
                   
                 personal interaction (for example, changes to  
               
               
                   
                 payment method, name changes and address  
               
               
                   
                 changes) - however, these transactions are problematic  
               
               
                   
                 if not executed correctly/with the right data and  
               
               
                   
                 therefore the website often cannot process the  
               
               
                   
                 transaction successfully 
               
               
                   
                 Basic self-service options are entirely automated and  
               
               
                   
                 require no Agent/Back-office intervention. Some  
               
               
                   
                 advanced functions such as payment arrangements  
               
               
                   
                 and turn on/off are offered but not automated on the  
               
               
                   
                 back-end. Basic FAQ deployment and can be 
               
               
                   
                 difficult to utilize 
               
               
                   
                 Updated data resulting from web transaction is not  
               
               
                   
                 passed to data base immediately 
               
               
                   
                 Most customer initiated web transactions require  
               
               
                   
                 manual processing on the backend due to lack of  
               
               
                   
                 backend system integration 
               
               
                   
                 Website does not serve as a high-value channel, it is  
               
               
                   
                 costly to provide, maintain and support 
               
               
                   
                 Metrics are identified but are rarely tracked 
               
               
                 Above Average 
                 Website is on a regular update schedule with major  
               
               
                 Criteria 
                 revisions on an annual basis. Customer input is used  
               
               
                   
                 for the design, updates and revisions 
               
               
                   
                 Web functionality includes transactions which are  
               
               
                   
                 best suited to the web (e.g. balance enquiries, meter  
               
               
                   
                 read submission and statement requests). While the  
               
               
                   
                 scope of transactions is somewhat limited, they are  
               
               
                   
                 unlikely to be problematic (i.e. they can be simply  
               
               
                   
                 and effectively validated, they can be easily reversed  
               
               
                   
                 out of the data base with little/no impact on the  
               
               
                   
                 customer account) 
               
               
                   
                 Web personalization with natural language engine 
               
               
                   
                 Customer enabled web customization 
               
               
                   
                 Integration to non-billing legacy applications and  
               
               
                   
                 knowledge management 
               
               
                   
                 FAQ and natural language query capabilities 
               
               
                   
                 Updates to customer data replicated to central hub  
               
               
                   
                 in real time 
               
               
                   
                 Direct web marketing is enabled according to  
               
               
                   
                 customer segment, current campaign and customer  
               
               
                   
                 value 
               
               
                   
                 Website does serve as a good-value channel as it is  
               
               
                   
                 relatively inexpensive to provide, maintain and  
               
               
                   
                 support but it does not significantly reduce the  
               
               
                   
                 workload for front and back office agents 
               
               
                   
                 Some metrics are identified and tracked to drive  
               
               
                   
                 value from the site 
               
               
                 Leading Criteria: 
                 Website design includes graphic user interfaces and  
               
               
                   
                 regular additions and updates. Customer input and  
               
               
                   
                 mass collaboration techniques are used for website  
               
               
                   
                 updates 
               
               
                   
                 Web-based portal provides a coherent set of  
               
               
                   
                 account management transactions which involve  
               
               
                   
                 complex logic in terms of data validation and  
               
               
                   
                 proactive cross-sell attempts. Customers are given  
               
               
                   
                 a holistic view of their account and opportunities for  
               
               
                   
                 product holding expansion 
               
               
                   
                 Interactions tailored to individual customer  
               
               
                   
                 intelligence &amp; characteristics 
               
               
                   
                 Interaction with customer insight by behavior  
               
               
                   
                 information, value based intelligence, customer  
               
               
                   
                 segment 
               
               
                   
                 Cross-sell &amp; up-sell products (e.g., payment plans,  
               
               
                   
                 EE/DR, etc.) 
               
               
                   
                 3rd party integration such as high-bill analyzers,  
               
               
                   
                 etc. 
               
               
                   
                 Web interaction is used to obtain customer insight  
               
               
                   
                 and to tailor the customer experience accordingly,  
               
               
                   
                 e.g. customers are not asked the same question more  
               
               
                   
                 than once, touch point data is stored and re-used, a  
               
               
                   
                 ‘call me’ and/or chat facility is available 
               
               
                   
                 Website is core component of channel strategy 
               
               
                   
                 Specific set of metrics identified and tracked for  
               
               
                   
                 continuous improvement and customer insight 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 23 
               
               
                   
               
               
                 Manage Interaction 
               
               
                 Channel Management 
               
               
                 Email 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Channel Management covers the management and  
               
               
                   
                 integration of all channels in which customers  
               
               
                   
                 contact the utility. It ensures channel efficiency and  
               
               
                   
                 effectiveness by ensuring that there are various and 
               
               
                   
                 correctly oriented methods in place for the customer  
               
               
                   
                 to contact the utility. 
               
               
                 Basic Criteria: 
                 All inbound emails are processed manually with no  
               
               
                   
                 auto response acknowledgement of receipt 
               
               
                   
                 Outbound emails can be generated manually and on  
               
               
                   
                 an individual basis only - no capability for mass- 
               
               
                   
                 communication by email - emails are not personalized 
               
               
                   
                 Customers cannot choose to receive communications  
               
               
                   
                 via email 
               
               
                 Threshold Criteria:  
                 All inbound emails are processed manually 
               
               
                   
                 Outbound emails can be generated for mass- 
               
               
                   
                 communication but customers cannot choose to  
               
               
                   
                 receive communication via email  
               
               
                   
                 Email are not generally personalized and if they are,  
               
               
                   
                 the personalization is based on standard data only  
               
               
                   
                 such as demographics 
               
               
                   
                 Some early planning to implement Email Response  
               
               
                   
                 Management System (ERMS) with consideration of  
               
               
                   
                 existing CTI systems 
               
               
                   
                 Outbound emails can be generated for mass- 
               
               
                   
                 communication but customers cannot choose to  
               
               
                   
                 receive communication via email 
               
               
                   
                 Simple, text-only functionality 
               
               
                   
                 No self-managed subscription functionality 
               
               
                   
                 Frequently asked questions have standard templated  
               
               
                   
                 responses which are manually copied and pasted  
               
               
                   
                 back to customer inquires 
               
               
                 Above Average 
                 All inbound emails are routed automatically and  
               
               
                 Criteria 
                 processed manually - auto response added with very  
               
               
                   
                 basic functionality 
               
               
                   
                 Outbound emails can be generated for mass- 
               
               
                   
                 communication and customers can choose to receive  
               
               
                   
                 communication via email, however this is not always  
               
               
                   
                 applied to outbound campaigns 
               
               
                   
                 Email Response Management System (ERMS)  
               
               
                   
                 utilized to provide automated email management,  
               
               
                   
                 provide auto acknowledgements, automated  
               
               
                   
                 suggestions, and robust web forms. Email requests 
               
               
                   
                 blended into the agent wok queue with robust  
               
               
                   
                 metrics and measures 
               
               
                   
                 Early planning and investigation of Web Telephony  
               
               
                   
                 Integration (WTI) including key functionality: click  
               
               
                   
                 to chat, click to call, click to callback, and web  
               
               
                   
                 collaboration. 
               
               
                   
                 Personalization is limited to differing customer  
               
               
                   
                 segments and reinforcement with linkages to  
               
               
                   
                 customer data is not fully utilized 
               
               
                   
                 Simple functionality but includes text and graphics 
               
               
                   
                 Self-managed subscription and referral functionality 
               
               
                   
                 Limited tracking or reporting available 
               
               
                 Leading Criteria: 
                 Inbound emails are routed and allocated to individual  
               
               
                   
                 agents automatically and according to required  
               
               
                   
                 customer experience, e.g.customer is sent an auto- 
               
               
                   
                 response to confirm their message has been received  
               
               
                   
                 and to advise when the response should be expected 
               
               
                   
                 Once a customer email has been routed to an agent, 
               
               
                   
                 their emails will always be routed to the same agent,  
               
               
                   
                 pending availability 
               
               
                   
                 Outbound emails can be generated for mass- 
               
               
                   
                 communication and customers can choose to receive  
               
               
                   
                 communication via email 
               
               
                   
                 ERMS integration to Billing systems and ancillary  
               
               
                   
                 applications to pre-automate certain transactions and  
               
               
                   
                 quality of customer data via forms. Utilize screen  
               
               
                   
                 pop integration with CTI to bring up Billing  
               
               
                   
                 main account screen, and supporting knowledge 
               
               
                   
                 Limited trails and pilots of basic WTI capabilities to  
               
               
                   
                 measure customer utilization and acceptance 
               
               
                   
                 Personalization is extensive and based on both  
               
               
                   
                 customer data and segmentation characteristics 
               
               
                   
                 Complex functionality including link backs to  
               
               
                   
                 websites, Java, and two-way transactional  
               
               
                   
                 functionality 
               
               
                   
                 Self-managed subscription and referral  
               
               
                   
                 functionality 
               
               
                   
                 Tracking abilities allows for campaign  
               
               
                   
                 effectiveness tracking 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 24 
               
               
                   
               
               
                 Manage Interaction 
               
               
                 Channel Management 
               
               
                 Voice/SMS 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Channel Management covers the management and  
               
               
                   
                 integration of all channels in which customers  
               
               
                   
                 contact the utility. It ensures channel efficiency and  
               
               
                   
                 effectiveness by ensuring that there are various and  
               
               
                   
                 correctly oriented methods in place for the customer  
               
               
                   
                 to contact the utility. 
               
               
                 Basic Criteria: 
                 No dedicated telephone number for customer  
               
               
                   
                 service - available for limited time frames which does  
               
               
                   
                 not match customer demands 
               
               
                   
                 Basic local number access and some 800 services 
               
               
                   
                 Local number provided for emergency calls 
               
               
                   
                 No dedicated SMS capability 
               
               
                   
                 Touch-Tone/Dual Tone Multi Frequency (DTMF)  
               
               
                   
                 Integrated Voice Response (IVR) solution provides  
               
               
                   
                 basic prompting/navigation, menus and for the most  
               
               
                   
                 part serves as an auto attendant 
               
               
                   
                 Simplistic use of Automatic Call Distributor (ACD)  
               
               
                   
                 functionality (routing logic), basic queuing, etc. 
               
               
                   
                 Computer Telephony Integration (CTI) solution is  
               
               
                   
                 not in place to link customer calls to customer data 
               
               
                   
                 Staff levels do not support call volumes 
               
               
                   
                 Unstable system as overload can occur during high  
               
               
                   
                 call volume periods 
               
               
                   
                 Staff trained to handle general inquires-complex  
               
               
                   
                 call types require call backs 
               
               
                   
                 Outbound calls are assigned to reps using printed  
               
               
                   
                 lists on an ad-hoc basis. Calls are dialed manually. 
               
               
                 Threshold Criteria: 
                 Dedicated telephone number for customer service 
               
               
                   
                 Migration to 800 services with enhanced 800  
               
               
                   
                 features (e.g., routing plans), utilization of  
               
               
                   
                 Automatic Number Identification (ANI)/Caller ID,  
               
               
                   
                 take-back &amp; transfer, etc. 
               
               
                   
                 One way communication available for SMS for  
               
               
                   
                 retailer to communicate emergency services and  
               
               
                   
                 marketing messages 
               
               
                   
                 Basic utilization of CTI functionality (e.g. screen  
               
               
                   
                 pops, desktop soft phone, etc.). 
               
               
                   
                 Enhanced ACD utilization including inter-queue,  
               
               
                   
                 call type routing, configuration supports enhanced  
               
               
                   
                 reporting, and additional groups are enabled (e.g.,  
               
               
                   
                 Billing Reps, Credit &amp; Collection reps, etc.) 
               
               
                   
                 Touch-Tone IVR utilization with complete  
               
               
                   
                 automation of key transactions (e.g., account  
               
               
                   
                 inquiry, duplicate bill, pay arrangement, etc.) 
               
               
                   
                 Staffing levels are aligned with call volumes 
               
               
                   
                 System integrity - system rarely experiences issues 
               
               
                   
                 Staff trained to handle a variety of call types-  
               
               
                   
                 most customer inquiries handled without follow up  
               
               
                   
                 required 
               
               
                   
                 Outbound calls are assigned to agents and generated  
               
               
                   
                 using a outbound dialer solution. Outbound  
               
               
                   
                 campaigns also utilized for service, outage, and  
               
               
                   
                 credit notifications 
               
               
                 Above Average 
                 Advanced ACD utilization including Voice Over IP  
               
               
                 Criteria 
                 (VoIP) transport, targeted announcements and  
               
               
                   
                 prompts, skills based routing, reporting  
               
               
                   
                 accountability between ACD and IVR/VRU, and 
               
               
                   
                 customer messages are queued and managed as an  
               
               
                   
                 inbound call 
               
               
                   
                 Two-way communication available for SMS to  
               
               
                   
                 communicate emergency services, marketing  
               
               
                   
                 messages and payment programs 
               
               
                   
                 Implementation of advanced CTI functionality  
               
               
                   
                 including initial shifting of some routing logic to  
               
               
                   
                 CTI routing tables for both pre &amp; post-routes,  
               
               
                   
                 enhanced CTI reporting with visibility to interaction 
               
               
                   
                 across Voice Network, ACD, IVR, and soft phone  
               
               
                   
                 integration within CIS/CRM application 
               
               
                   
                 Utilization of Discrete Speech/Directed Speech  
               
               
                   
                 Recognition. Directed speech using simple - “Say 1”,  
               
               
                   
                 “Yes/No/Billing” with default Touch-Tone available  
               
               
                   
                 upon unsuccessful attempts and customer preference.  
               
               
                   
                 Initial testing and migration planning to basic free  
               
               
                   
                 speech with natural language query 
               
               
                   
                 Continued utilization of predictive dialing solutions  
               
               
                   
                 for more than just agent connection with early  
               
               
                   
                 migration towards CTI enabled dialing 
               
               
                   
                 Utilization of Virtual Hold technology as separate  
               
               
                   
                 application or integrated within CTI solution 
               
               
                 Leading Criteria: 
                 Utilization of voice network-based prompting and  
               
               
                   
                 load leveling, interface to carrier ICP functionality,  
               
               
                   
                 and VoIP 
               
               
                   
                 Two-way communication available for SMS for  
               
               
                   
                 customer inquiries, emergency services, marketing  
               
               
                   
                 messages and payment programs 
               
               
                   
                 ACD routing functionality shifted to CTI  
               
               
                   
                 middleware with default routing (contingency),  
               
               
                   
                 and announcements/prompting remaining 
               
               
                   
                 Full deployment of advanced CTI capabilities such  
               
               
                   
                 as screen popping multiple windows (e.g., High- 
               
               
                   
                 Bill, Budget Bill, etc.), customer profile/skills based  
               
               
                   
                 routing, utilization where appropriate of intelligent  
               
               
                   
                 network routing (carrier integration), and delivery of 
               
               
                   
                 differentiated treatments with integration of key  
               
               
                   
                 customer segmentation analytics 
               
               
                   
                 Full implementation of IVR free/conversational  
               
               
                   
                 speech with natural language query and evolution  
               
               
                   
                 towards insight driven interactions 
               
               
                   
                 Utilization of CTI solution for “soft” predictive  
               
               
                   
                 dialing capabilities with seamless inbound/ 
               
               
                   
                 outbound blending 
               
               
                   
                 Offer call-back function on website and respond  
               
               
                   
                 within promised time frame on requests 
               
               
                   
                 Virtual hold technology providing more than just  
               
               
                   
                 customer satisfaction lift but actually changing  
               
               
                   
                 the weekly call arrival patterns by pushing  
               
               
                   
                 Monday/Tuesday volumes to mid-week 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 25 
               
               
                   
               
               
                 Manage Interaction 
               
               
                 Channel Management 
               
               
                 Local Retail Outlet 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Channel Management covers the management and  
               
               
                   
                 integration of all channels in which customers  
               
               
                   
                 contact the utility. It ensures channel efficiency  
               
               
                   
                 and effectiveness by ensuring that there are various  
               
               
                   
                 and correctly oriented methods in place for the  
               
               
                   
                 customer to contact the utility. 
               
               
                 Basic Criteria: 
                 A local retail outlet/office is offered in major centers  
               
               
                   
                 as it is a mandatory requirement by the regulator but  
               
               
                   
                 is used by very few customers as a primary channel 
               
               
                   
                 Local retail outlet has minimum capabilities on offer  
               
               
                   
                 due to a lack of skilled staff and facilities - no ability  
               
               
                   
                 to make a payment 
               
               
                   
                 Local retail outlet makes little to no investment in  
               
               
                   
                 the Customer Experience 
               
               
                   
                 A receptionist to direct customers to a telephone  
               
               
                   
                 that directs customers to a call centre or somewhere  
               
               
                   
                 else to get their questions answered - informational  
               
               
                   
                 pamphlets available 
               
               
                   
                 Local retail outlet/office is a relatively ineffective  
               
               
                   
                 channel due to limited opening hours, lack of skilled  
               
               
                   
                 resources and high operating costs 
               
               
                   
                 Local retail outlet does not have the ability to handle  
               
               
                   
                 other customer service transactions in off-peak times 
               
               
                 Threshold Criteria: 
                 Retail outlet remains but is no longer a commonly- 
               
               
                   
                 used customer channel and is costly to keep in  
               
               
                   
                 operation 
               
               
                   
                 Retail outlets are not located at convenient locations  
               
               
                   
                 for customers 
               
               
                   
                 Retail outlet has limited capabilities on offer due to  
               
               
                   
                 a lack of skilled customer service staff 
               
               
                   
                 Able to handle basic inquiries (e.g. basic billing  
               
               
                   
                 questions) 
               
               
                   
                 receptionist directs customers to specialized teams  
               
               
                   
                 via telephone (e.g. conservation) 
               
               
                   
                 Customers are restricted by payment methods, e.g.  
               
               
                   
                 no cash can be taken or other services, e.g.  
               
               
                   
                 notification of home move can be recorded but not  
               
               
                   
                 replicated in customer database 
               
               
                   
                 Limited opening hours and counter staffed by  
               
               
                   
                 office workers who are often unavailable 
               
               
                 Above Average 
                 Retail outlet is a popular customer channel for those  
               
               
                 Criteria 
                 in the locality, e.g. elderly customers who appreciate  
               
               
                   
                 a face-to-face service, low-income customers who  
               
               
                   
                 prefer not to use the telephone 
               
               
                   
                 Retail outlet is located in convenient locations 
               
               
                   
                 Limited payment channels available (e.g. credit  
               
               
                   
                 card and cheque, no debit) 
               
               
                   
                 Most, if not all, customer service capabilities on  
               
               
                   
                 offer although the customer experience is not  
               
               
                   
                 consistent with other channels 
               
               
                   
                 Conservation materials available in office but no  
               
               
                   
                 local knowledgeable staff 
               
               
                   
                 Ability to answer most customer care questions 
               
               
                   
                 Trained customer service staff available on-site to  
               
               
                   
                 answer questions 
               
               
                   
                 Customer experience is consistent with other  
               
               
                   
                 channels, e.g. branding, marketing messages, etc. 
               
               
                   
                 Local retail outlet becomes an extension of the  
               
               
                   
                 customer service center via VoIP and thin client  
               
               
                   
                 technologies. Agents can handle back-office  
               
               
                   
                 transactions to increase utilization during off-peak  
               
               
                   
                 times 
               
               
                 Leading Criteria: 
                 Retail outlet is a strategic channel and provides a  
               
               
                   
                 high-value solution for customer contact 
               
               
                   
                 Retailer support hotline for second level of support 
               
               
                   
                 Retail outlet is located in complementary business  
               
               
                   
                 locations such as an appliance store to provide  
               
               
                   
                 bundled products and energy efficient product  
               
               
                   
                 options 
               
               
                   
                 Retail outlet capabilities are in line with back  
               
               
                   
                 office and therefore there is a seamless integration  
               
               
                   
                 to the customer 
               
               
                   
                 Retail outlet is open outside of office hours  
               
               
                   
                 customized to meet customer needs 
               
               
                   
                 Customer experience is consistent with other  
               
               
                   
                 channels 
               
               
                   
                 Customer has the ability to make a secure payment 
               
               
                   
                 All trained employees are customer care oriented 
               
               
                   
                 A staffed Conservation Centre at each office staffed  
               
               
                   
                 with knowledgeable resources 
               
               
                   
                 Customer experience is consistent with other  
               
               
                   
                 channels and enhanced by community support such  
               
               
                   
                 as charity support, tailored customer service for high  
               
               
                   
                 value customers 
               
               
                   
                 Self-Service kiosks across service territory to accept  
               
               
                   
                 payments, bill inquires, setup payment arrangements  
               
               
                   
                 and service requests 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 26 
               
               
                   
               
               
                 Manage Interaction 
               
               
                 Channel Management 
               
               
                 Pre-Payment Device 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Channel Management covers the management and 
               
               
                   
                 integration of all channels in which customers  
               
               
                   
                 contact the utility. It ensures channel efficiency  
               
               
                   
                 and effectiveness by ensuring that there are  
               
               
                   
                 various and correctly oriented methods in place  
               
               
                   
                 for the customer to contact the utility. 
               
               
                 Basic Criteria: 
                 Pre-payment is an inappropriate method of  
               
               
                   
                 customer interaction for certain segments, it  
               
               
                   
                 negatively impacts customer perception of the 
               
               
                   
                 retailer and overall customer experience 
               
               
                   
                 Pre-payment tokens can only be purchased at a  
               
               
                   
                 local office 
               
               
                   
                 Token or coin removal is manually conducted by  
               
               
                   
                 field services 
               
               
                   
                 No emergency tokens are provided for customers  
               
               
                   
                 should a customer not re-credit their meter 
               
               
                   
                 No remote reconnect/disconnect capabilities in  
               
               
                   
                 place other than through the pre-payment function 
               
               
                   
                 Improved data storage capabilities have not been  
               
               
                   
                 implemented to support channel 
               
               
                   
                 No security solution in place to prevent meter  
               
               
                   
                 tampering or to detect fraudulent tokens 
               
               
                 Threshold Criteria: 
                 Pre-payment is an inappropriate method because  
               
               
                   
                 it provides the service at a very high cost 
               
               
                   
                 Pre-payment data sticks and swipe cards can be  
               
               
                   
                 re-credited through self service channels 
               
               
                   
                 Pre-payment data sticks and swipe cards can be  
               
               
                   
                 re-credited at local offices and via customer  
               
               
                   
                 service agents 
               
               
                   
                 Emergency tokens or swipe cards can be  
               
               
                   
                 purchased by the customer 
               
               
                   
                 Reconnect and disconnect via a remote controlled  
               
               
                   
                 relay 
               
               
                   
                 Data system in place to handle increased data  
               
               
                   
                 flows. However, system is not aligned  
               
               
                   
                 effectively to the other customer information  
               
               
                   
                 platforms and channels 
               
               
                   
                 Simple detection capabilities for fraudulent data  
               
               
                   
                 sticks and swipe cards is not always effective at  
               
               
                   
                 preventing meter tampering 
               
               
                 Above Average 
                 Pre-payment is an appropriate choice, as it  
               
               
                 Criteria 
                 increases the retailer&#39;s exposure to certain  
               
               
                   
                 customer segments. Pre-payment system is  
               
               
                   
                 deployed at the appropriate sites and is managed at  
               
               
                   
                 a low cost 
               
               
                   
                 Somewhat effective in reducing credit risk 
               
               
                   
                 Smart cards are available and contain customer  
               
               
                   
                 credit and emergency credit. Smart cards can be  
               
               
                   
                 credited via multiple channels including financial  
               
               
                   
                 institutions 
               
               
                   
                 Robust data system in place to handle influx of  
               
               
                   
                 incoming customer data that is aligned with other  
               
               
                   
                 customer information systems 
               
               
                   
                 Smart cards have built in standard encryption  
               
               
                   
                 capabilities to prevent basic theft attempts 
               
               
                 Leading Criteria: 
                 Pre-payment is an appropriate choice, as it  
               
               
                   
                 increases the retailer&#39;s exposure to certain  
               
               
                   
                 customer segments. Pre-payment system is  
               
               
                   
                 deployed at the appropriate sites, managed at a  
               
               
                   
                 low cost and is aligned with other service  
               
               
                   
                 channels as well as the brand strategy 
               
               
                   
                 Effectively reduces credit risk for targeted  
               
               
                   
                 customer segments 
               
               
                   
                 Two-way communication with real-time access to  
               
               
                   
                 the meter. Customers can credit their meter online  
               
               
                   
                 via an E-payment system which is automatically  
               
               
                   
                 sent to the meter. SMS channel also available for  
               
               
                   
                 customers to credit accounts 
               
               
                   
                 Software controlled real-time disconnection to  
               
               
                   
                 remotely turn power on or off to a customer 
               
               
                   
                 Pre-payment device is integrated into a smart  
               
               
                   
                 metering home device 
               
               
                   
                 Custom data solution in place to handle incoming  
               
               
                   
                 customer data that is fully integrated with  
               
               
                   
                 customer information systems and channel  
               
               
                   
                 management systems 
               
               
                   
                 Advanced multi-layered encryption system in  
               
               
                   
                 place to prevent meter tampering and smart card  
               
               
                   
                 forgery that is updated frequently which prevents  
               
               
                   
                 most fraudulent activities 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 27 
               
               
                   
               
               
                 Manage Interaction 
               
               
                 Channel Management 
               
               
                 Mail/Fax 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Channel Management covers the management and  
               
               
                   
                 integration of all channels in which customers  
               
               
                   
                 contact the utility. It ensures channel efficiency and  
               
               
                   
                 effectiveness by ensuring that there are various and 
               
               
                   
                 correctly oriented methods in place for the  
               
               
                   
                 customer to contact the utility. 
               
               
                 Basic Criteria: 
                 Mail the only available channel for customer  
               
               
                   
                 correspondence as customer email addresses are not  
               
               
                   
                 stored and therefore the email channel is not available 
               
               
                   
                 Mass mailings of newsletters, coupons, promotions  
               
               
                   
                 are conducted 
               
               
                   
                 Customer address data quality is poor (i.e. there are  
               
               
                   
                 no address quality checks before printing and  
               
               
                   
                 sending) and therefore outbound correspondence  
               
               
                   
                 generates significant volumes of returned mail which  
               
               
                   
                 is costly to process 
               
               
                   
                 Fax used for one way communication from retailer  
               
               
                   
                 to deliver basic marketing messages 
               
               
                   
                 Customer experience is not delivered consistently  
               
               
                   
                 across all correspondence 
               
               
                   
                 Some templates exist for standard letters but the set  
               
               
                   
                 is not exhaustive and so some letters are created  
               
               
                   
                 by individuals duplicating work and not going  
               
               
                   
                 through the appropriate level of quality checks 
               
               
                 Threshold Criteria: 
                 Mail is the main channel for customer  
               
               
                   
                 correspondence as some customer email addresses  
               
               
                   
                 are stored but these are of poor quality and  
               
               
                   
                 therefore email channel is not available except  
               
               
                   
                 on an exception basis 
               
               
                   
                 Targeted mass mailings based on customer sign- 
               
               
                   
                 ups cause increasing skepticism about direct  
               
               
                   
                 marketing by post making mail/fax an unpopular  
               
               
                   
                 channel 
               
               
                   
                 Fax used for one way communication from  
               
               
                   
                 retailer to deliver marketing messages and  
               
               
                   
                 information on conservation and energy 
               
               
                   
                 efficiency programs 
               
               
                   
                 Customer address data quality is good (basic address  
               
               
                   
                 quality check before printing and sending) and  
               
               
                   
                 therefore outbound correspondence generates  
               
               
                   
                 manageable volume of returned mail that 
               
               
                   
                 is costly to process due to ad hoc system in place 
               
               
                   
                 The use of letter templates attempts to deliver a  
               
               
                   
                 consistent customer experience across all  
               
               
                   
                 correspondence but this is not generally  
               
               
                   
                 consistent with other channels 
               
               
                 Above Average 
                 Mail is still the main and most popular channel for  
               
               
                 Criteria 
                 billing as most customer email addresses are stored  
               
               
                   
                 when available but due to the fact that many  
               
               
                   
                 customers do not provide an email address or 
               
               
                   
                 require email correspondence, email channel is  
               
               
                   
                 not yet cost-effective 
               
               
                   
                 Targeted and selective mailings are conducted for  
               
               
                   
                 newsletters, coupons, and promotions and are  
               
               
                   
                 well received by customers 
               
               
                   
                 Fax used for two-way communication between  
               
               
                   
                 retailers and customers for inquiries, marketing  
               
               
                   
                 messages, bill processing, and special programs 
               
               
                   
                 Customer address data quality is very good  
               
               
                   
                 (advanced address quality check before printing  
               
               
                   
                 and sending using an external address 
               
               
                   
                 management system) and therefore outbound  
               
               
                   
                 correspondence generates only a low volume of  
               
               
                   
                 returned mail that is mostly processed on an  
               
               
                   
                 exception basis 
               
               
                   
                 The use of dynamic letter templates and bill  
               
               
                   
                 inserts delivers a consistent customer experience  
               
               
                   
                 across all correspondence and this is generally 
               
               
                   
                 consistent with other channels 
               
               
                 Leading Criteria: 
                 Mail is no longer a major customer channel for  
               
               
                   
                 billing as customer email addresses are stored  
               
               
                   
                 when customer requests email correspondence  
               
               
                   
                 and electronic correspondence is consistent with 
               
               
                   
                 the paper versions. Email channel is cost- 
               
               
                   
                 effective 
               
               
                   
                 Customers have the ability to print their own  
               
               
                   
                 copies of bills 
               
               
                   
                 Auto-mailing for targeted and selective  
               
               
                   
                 newsletters, coupons, and special promotions  
               
               
                   
                 that are specifically tailored to individual 
               
               
                   
                 customer segments. Includes customized bill  
               
               
                   
                 messaging for individual segments 
               
               
                   
                 Fax used for inbound/outbound communication  
               
               
                   
                 between retailers and customers for inquiries,  
               
               
                   
                 targeted and segmented marketing messages, bill  
               
               
                   
                 processing and target special program promotion 
               
               
                   
                 Customer address data quality is excellent  
               
               
                   
                 (advanced address quality check and auto- 
               
               
                   
                 corrections before printing and sending using an  
               
               
                   
                 external address management system) and  
               
               
                   
                 therefore outbound correspondence generates a  
               
               
                   
                 low volume of returned mail that is processed  
               
               
                   
                 efficiently 
               
               
                   
                 The use of dynamic letter templates and bill  
               
               
                   
                 inserts delivers a consistent customer experience  
               
               
                   
                 across all correspondence and this is consistent 
               
               
                   
                 with other channels 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 28 
               
               
                   
               
               
                 Manage Interaction 
               
               
                 Channel Management 
               
               
                 Account Manager 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Channel Management covers the management and  
               
               
                   
                 integration of all channels in which customers contact  
               
               
                   
                 the utility. It ensures channel efficiency and  
               
               
                   
                 effectiveness by ensuring that there are various and  
               
               
                   
                 correctly oriented methods in place for the customer  
               
               
                   
                 to contact the utility. 
               
               
                 Basic Criteria: 
                 Industrial, commercial and government customers  
               
               
                   
                 are not provided tailored and customized support  
               
               
                   
                 services as there is no dedicated account management  
               
               
                   
                 team is in place 
               
               
                   
                 Account managers have a limited scope of control  
               
               
                   
                 and customers are asked to call head office if  
               
               
                   
                 account managers are unable to complete transactions 
               
               
                   
                 Account managers only provide basic support for  
               
               
                   
                 billing inquiries 
               
               
                   
                 Account managers are not focused on building  
               
               
                   
                 customer relationships due to a lack of incentives,  
               
               
                   
                 training and support systems 
               
               
                   
                 Account managers are unable to effectively cross-sell  
               
               
                   
                 or settle disputes due to lack of a single customer view 
               
               
                   
                 Account manager techniques are not aligned to the  
               
               
                   
                 corporate plan and often result in a wide array of  
               
               
                   
                 customer experiences 
               
               
                   
                 Quarterly sales metrics drive account manager  
               
               
                   
                 activities and compensation 
               
               
                   
                 Account touch points are not adequately tracked 
               
               
                 Threshold Criteria: 
                 Industrial, commercial and government customers  
               
               
                   
                 are provided tailored services that are not necessarily  
               
               
                   
                 aligned to customer expectations for services and  
               
               
                   
                 products through the deployment of an account  
               
               
                   
                 management team that is not integrated 
               
               
                   
                 Account managers are not able to carry out  
               
               
                   
                 transactions while with customers. Transaction are  
               
               
                   
                 completed in their place of work (this might be  
               
               
                   
                 their home or a central office) 
               
               
                   
                 Account managers offer tailored billing inquires and  
               
               
                   
                 limited support for power efficiency and  
               
               
                   
                 improvement programs 
               
               
                   
                 Account managers are focused on building customer  
               
               
                   
                 relationships but the customer experience is often  
               
               
                   
                 clouded by aggressive and overly keen sales tactics 
               
               
                   
                 Account managers have accurate view of customer  
               
               
                   
                 product holding and therefore can respond to cross- 
               
               
                   
                 sell opportunities but are not informed of other  
               
               
                   
                 activities such as disputes and after-sales services 
               
               
                   
                 Annually based metrics are used to drive account  
               
               
                   
                 planning activities and compensation 
               
               
                   
                 Account touch points are completed and tracked  
               
               
                   
                 centrally 
               
               
                 Above Average 
                 Industrial, commercial and government customers are  
               
               
                 Criteria 
                 provided tailored services that is aligned to customer  
               
               
                   
                 expectations for services and products by a dedicated  
               
               
                   
                 and fully trained team of account managers 
               
               
                   
                 Account managers are able to carry out some  
               
               
                   
                 transactions using hand-held devices but this are  
               
               
                   
                 costly to maintain and many account managers do  
               
               
                   
                 not use them effectively 
               
               
                   
                 Account managers offer tailored billing inquires and  
               
               
                   
                 full support for power efficiency and improvement  
               
               
                   
                 programs 
               
               
                   
                 Account managers are focused on building customer  
               
               
                   
                 relationships in line with desired customer  
               
               
                   
                 experience and are able to offer customers a direct  
               
               
                   
                 dial number 
               
               
                   
                 Account managers have accurate view of customer  
               
               
                   
                 product holdings and are empowered to offer  
               
               
                   
                 tangible incentives to customers in order to cross-sell  
               
               
                   
                 or up-sell 
               
               
                   
                 Account managers work collaboratively with other  
               
               
                   
                 customer-facing teams to obtain a holistic view of the  
               
               
                   
                 customer and their contact history with the retailer 
               
               
                   
                 Annually based metrics that are aligned to corporate  
               
               
                   
                 plans are used to drive account planning activities  
               
               
                   
                 and compensation 
               
               
                 Leading Criteria: 
                 Industrial, commercial and government customers  
               
               
                   
                 are offered varying degrees of service and contact  
               
               
                   
                 frequency/format is tailored for them by a dedicated  
               
               
                   
                 account team who is available 24 hours a day, 7 days  
               
               
                   
                 a week 
               
               
                   
                 Account managers are able to carry out most  
               
               
                   
                 transactions using hand-held devices while with  
               
               
                   
                 customers face to face. This is supported by an  
               
               
                   
                 online portal that is accessed by both the customer 
               
               
                   
                 and account manager 
               
               
                   
                 Account managers have the ability to offer fully  
               
               
                   
                 customized support for individual customers. Account  
               
               
                   
                 managers are well equipped to recommend customer  
               
               
                   
                 power efficiency programs 
               
               
                   
                 Account managers build strong customer  
               
               
                   
                 relationships and therefore customer churn is  
               
               
                   
                 exceptionally low 
               
               
                   
                 Account managers offer customers free training  
               
               
                   
                 for self-service channels 
               
               
                   
                 Account managers are integrated with sales  
               
               
                   
                 forecasting, sales and marketing teams such that  
               
               
                   
                 they not only offer a customer contact channel but  
               
               
                   
                 they also effectively support the pipeline of leads/ 
               
               
                   
                 opportunities 
               
               
                   
                 Customer lifetime value drives account manager  
               
               
                   
                 activities and compensation plans 
               
               
                   
                 Touch points are tracked centrally and data  
               
               
                   
                 collected is used to gain further insight into  
               
               
                   
                 customer behavior 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 29 
               
               
                   
               
               
                 Manage Interaction 
               
               
                 Channel Management - Email 
               
               
                 Field Sales 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Channel Management covers the management and  
               
               
                   
                 integration of all channels in which customers  
               
               
                   
                 contact the utility. It ensures channel efficiency and  
               
               
                   
                 effectiveness by ensuring that there are various and 
               
               
                   
                 correctly oriented methods in place for the customer  
               
               
                   
                 to contact the utility. 
               
               
                 Basic Criteria: 
                 Field Sales agents are seen as being ‘pushy’ and  
               
               
                   
                 intrusive and therefore negatively impact the  
               
               
                   
                 customer experience 
               
               
                   
                 Field sales agents work with paper forms and  
               
               
                   
                 therefore have no online access to customer/ 
               
               
                   
                 prospect records 
               
               
                   
                 High turnover of agents who are motivated by short- 
               
               
                   
                 term targets based on the number of contracts signed  
               
               
                   
                 and therefore increasing instances of void contracts 
               
               
                   
                 Channel is effective in terms of reaching prospects  
               
               
                   
                 than would not otherwise have been found/ 
               
               
                   
                 contacted, low-cost due to cheap labor and hours/ 
               
               
                   
                 location of work 
               
               
                   
                 Field sales agents collect basic account sign-up  
               
               
                   
                 but do not collect data to be fed back into market/ 
               
               
                   
                 customer analysis, campaign management or after- 
               
               
                   
                 sales support 
               
               
                 Threshold Criteria: 
                 Field sales agents are motivated by individual and  
               
               
                   
                 uninterrupted targets and are not encouraged to work  
               
               
                   
                 collaboratively with other teams. 
               
               
                   
                 Fields sales agents experience channel is subject to  
               
               
                   
                 high staff turnover and poor employee satisfaction,  
               
               
                   
                 both of which impact the customer experience 
               
               
                   
                 Agents work with paper forms or hand-held devices,  
               
               
                   
                 both of which are independent from the central hub  
               
               
                   
                 of customer/prospect records and therefore data  
               
               
                   
                 cannot be collected/verified or used to identify  
               
               
                   
                 opportunities 
               
               
                   
                 Agents tend to sign-up low-value customers and are  
               
               
                   
                 given incentives to acquire rather than retain  
               
               
                   
                 customers-there is a significant volume of void  
               
               
                   
                 contracts 
               
               
                   
                 Channel is effective at reaching prospects but is not  
               
               
                   
                 effective at targeting high-value customers 
               
               
                 Above Average 
                 Field sales agents are given realistic targets and  
               
               
                 Criteria 
                 there is a good level of employee satisfaction within  
               
               
                   
                 the teams 
               
               
                   
                 Agents work with hand-held devices which have  
               
               
                   
                 remote access to a central hub of customer/prospect  
               
               
                   
                 records and therefore data can be collected/verified  
               
               
                   
                 or used to identify opportunities 
               
               
                   
                 Agents tend to attain low-value customers and are  
               
               
                   
                 given incentives to acquire rather than retain (for  
               
               
                   
                 deletion or revision to indicate some incentive for  
               
               
                   
                 customer retention) 
               
               
                   
                 The number of void contracts is managed via  
               
               
                   
                 auto-validation at data input and a requirement for  
               
               
                   
                 authentic customer consent 
               
               
                 Leading Criteria: 
                 Field sales agents are given realistic targets which  
               
               
                   
                 can be attained by working collaboratively with  
               
               
                   
                 other teams 
               
               
                   
                 Training, performance management and rewards  
               
               
                   
                 promote high employee satisfaction and a very  
               
               
                   
                 positive customer experience 
               
               
                   
                 Agents use sophisticated selling techniques to  
               
               
                   
                 target high-value customers 
               
               
                   
                 Agents are rewarded for customer retention as  
               
               
                   
                 well as acquisition and void contracts and/or  
               
               
                   
                 dissatisfied customers are within target 
               
               
                   
                 Agents are recognized and rewarded for attracting,  
               
               
                   
                 up selling, and returning high-value customers 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 30 
               
               
                   
               
               
                 Manage Interaction 
               
               
                 Channel Management 
               
               
                 SMI Home Device 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Channel Management covers the management and  
               
               
                   
                 integration of all channels in which customers  
               
               
                   
                 contact the utility. It ensures channel efficiency  
               
               
                   
                 and effectiveness by ensuring that there are various  
               
               
                   
                 and correctly oriented methods in place for the  
               
               
                   
                 customer to contact the utility. 
               
               
                 Basic Criteria: 
                 Automated meters are in place with walk by/drive by  
               
               
                   
                 collection capability however device does not have a  
               
               
                   
                 telemetering capability for transferring remote data 
               
               
                   
                 Collection of usage patterns on a monthly basis 
               
               
                   
                 Customer does not have a view of their usage  
               
               
                   
                 patterns - traditional billing practices are applied 
               
               
                   
                 Traditional manual disconnect and reconnection  
               
               
                   
                 process still in place 
               
               
                   
                 Improved data storage capabilities have not been  
               
               
                   
                 implemented 
               
               
                   
                 Outage reporting, power restoration and unusual  
               
               
                   
                 activity is not integrated into the automated meter 
               
               
                 Threshold Criteria: 
                 Advanced metering infrastructure in place that  
               
               
                   
                 allows for remote data collection. Device has one  
               
               
                   
                 way communication enabled between retailer and  
               
               
                   
                 customer for billing and consumption data 
               
               
                   
                 Collection of usage patterns on an monthly or  
               
               
                   
                 weekly basis 
               
               
                   
                 Detailed customer usage patterns are provided on  
               
               
                   
                 bill 
               
               
                   
                 Remote power disconnection in place 
               
               
                   
                 Data system in place to handle increased data  
               
               
                   
                 flows. However, system is not aligned effectively  
               
               
                   
                 to the other customer information platforms 
               
               
                   
                 Power outage, restoration information and unusual  
               
               
                   
                 usage reports can be generated manually based on  
               
               
                   
                 data collection rates. Procedures are handled using  
               
               
                   
                 traditional scheduling and dispatch processes 
               
               
                 Above Average 
                 Advanced metering device has two-way  
               
               
                 Criteria 
                 communication enabled between retailer and  
               
               
                   
                 customer for billing and consumption data 
               
               
                   
                 Collection of usage patterns in real time with ability  
               
               
                   
                 to manually cap household usage and apply timers  
               
               
                   
                 during peak timers 
               
               
                   
                 Robust data system in place to handle influx of  
               
               
                   
                 incoming customer data that is aligned with other  
               
               
                   
                 customer information systems 
               
               
                   
                 Home device is directly linked to customer  
               
               
                   
                 thermostat 
               
               
                   
                 Customers are able to access pre-payment metering  
               
               
                   
                 systems 
               
               
                   
                 Customer ability to remotely view time of use  
               
               
                   
                 billing plans as well as differing tariff structures via  
               
               
                   
                 the web channel 
               
               
                   
                 Near real-time power outage, restoration information  
               
               
                   
                 and unusual usage report generation and handling 
               
               
                 Leading Criteria: 
                 Smart metering home device has two-way  
               
               
                   
                 communication enabled between retailer and  
               
               
                   
                 customer in real time for billing and consumption  
               
               
                   
                 data and real-time messaging 
               
               
                   
                 Device is integrated into a home area network or in  
               
               
                   
                 home display linking smart appliances and  
               
               
                   
                 thermostat 
               
               
                   
                 Sophisticated web based e-tools to analyze usage  
               
               
                   
                 patterns and consumption levels for customers to  
               
               
                   
                 remotely cap household usage, apply timers during  
               
               
                   
                 peak hours and be provided with audible usage 
               
               
                   
                 warnings from the retailer 
               
               
                   
                 Software controlled real-time disconnection ability  
               
               
                   
                 to remotely turn power on or off to a customer 
               
               
                   
                 Customer ability to remotely change billing plans  
               
               
                   
                 (i.e. from credit to prepayment plans as well as  
               
               
                   
                 differing time of use tariff structures) 
               
               
                   
                 Customized suggestions and messages provided to  
               
               
                   
                 customers to educate and encourage behavior  
               
               
                   
                 changes 
               
               
                   
                 Custom data solution in place to handle influx of  
               
               
                   
                 incoming customer data that is fully integrated with  
               
               
                   
                 customer information systems 
               
               
                   
                 Automated real-time power outage, power  
               
               
                   
                 restoration and tamper 
               
               
                   
               
             
          
         
       
     
     The following Tables 31-42 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the manage core operations platform  106 . 
     
       
         
               
             
               
               
             
           
               
                 TABLE 31 
               
               
                   
               
               
                 Manage Core Operations 
               
               
                 Market 
               
               
                 Brand Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Brand Management encompasses the capabilities and processes that 
               
               
                   
                 execute, at a tactical level, the brand strategy. This capability delivers 
               
               
                   
                 the brand promise and preserves the role of the retail utility&#39;s brand 
               
               
                   
                 internally and externally. This capability supports the delivery of a 
               
               
                   
                 branded customer experience across the organization. 
               
               
                 Basic Criteria: 
                 Brand value is estimated and inaccurate and therefore no 
               
               
                   
                 investment in measurement or tracking with no proven framework 
               
               
                   
                 or consistency 
               
               
                   
                 Attempts are made to ensure a consistent view of the brand through 
               
               
                   
                 marketing communications but a lack of definition of brand 
               
               
                   
                 promise makes that ineffective 
               
               
                   
                 Misalignment between brand promise and customer experience 
               
               
                   
                 (e.g. Customer Service Agents do not behave as the marketing 
               
               
                   
                 campaigns imply they should). Not formally tracked or enforced 
               
               
                   
                 The brand promise does not have an impact on the organization at 
               
               
                   
                 an operational level 
               
               
                 Threshold Criteria: 
                 Brand management group not present but branding activities are 
               
               
                   
                 carried out by marketing or strategy groups 
               
               
                   
                 Brand value is calculated according to qualitative research for 
               
               
                   
                 which there is limited investment 
               
               
                   
                 No formal focus on/delivery of a branded customer experience due 
               
               
                   
                 to a lack of infrastructure to support integration of the brand across 
               
               
                   
                 the organization 
               
               
                   
                 Agents have brand awareness but are not likely to be able to 
               
               
                   
                 articulate the brand promise consistently 
               
               
                   
                 The organization is designed to support branding (e.g. branded 
               
               
                   
                 offices, branded stationery) but this becomes stale and fails to 
               
               
                   
                 influence agent behavior 
               
               
                   
                 Branding initiatives are rolled out in waves, rather than consistently 
               
               
                 Above Average 
                 Defined Brand Promise which is communicated via advertising 
               
               
                 Criteria 
                 campaigns 
               
               
                   
                 Brand value is tracked and reported in quantitative terms 
               
               
                   
                 Branded customer experience is supported by operational 
               
               
                   
                 infrastructure but not effective in increasing high-value customer 
               
               
                   
                 satisfaction at a minimal cost 
               
               
                   
                 Customer-facing agents have brand awareness and are able to 
               
               
                   
                 articulate the brand promise in terms of their day to day work. 
               
               
                   
                 Other employees have brand awareness but are not able to 
               
               
                   
                 articulate the brand promise consistently 
               
               
                   
                 The organization is designed to support branding and brand 
               
               
                   
                 promise and this is inconsistently successful in influencing 
               
               
                   
                 employee and therefore there is little brand management 
               
               
                   
                 investment 
               
               
                 Leading Criteria: 
                 Market strategy, brand management capability and other groups 
               
               
                   
                 work closely on all communication activity. Branding programs 
               
               
                   
                 and the brand investment is linked to P&amp;L responsibility 
               
               
                   
                 Brand value and brand perception are proactively evaluated and 
               
               
                   
                 managed with tangible brand goals in place 
               
               
                   
                 Role of brand is understood across all parts of the organization and 
               
               
                   
                 employees are empowered to ‘live the brand’ 
               
               
                   
                 All employees are given brand management training so that their 
               
               
                   
                 behavior is consistent with brand promise 
               
               
                   
                 All employees are able to articulate the brand promise in terms of 
               
               
                   
                 their responsibilities 
               
               
                   
                 Organization is designed and delivers a Branded Customer 
               
               
                   
                 Experience at all customer and employee touch points 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 32 
               
               
                   
               
               
                 Manage Core Operations 
               
               
                 Market 
               
               
                 Lead and Prospect Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Lead and Prospect Management is the generation, qualification and 
               
               
                   
                 management of customer prospects and leads. The capability includes 
               
               
                   
                 data management, distribution and quality analysis. 
               
               
                 Basic Criteria: 
                 No formal process in place to generate or qualify leads 
               
               
                   
                 Prospects are not identified until they enter the sales process 
               
               
                   
                 Lead/prospect data is not stored in a data management tool and 
               
               
                   
                 becomes stable quickly 
               
               
                   
                 Success of sales efforts only identified after the sale has been 
               
               
                   
                 processed or attempted 
               
               
                   
                 No data enrichment of leads or quality analysis performed 
               
               
                   
                 Data reviewed periodically and cleaned up annually but data 
               
               
                   
                 currency is a constant concern 
               
               
                 Threshold Criteria: 
                 Prospects are identified and then categorized (basic categorization) 
               
               
                   
                 No systematic process for lead generation in place 
               
               
                   
                 Lead/prospect data is enhanced following interaction with sales 
               
               
                   
                 team 
               
               
                   
                 Able to provide historical information regarding the quality and 
               
               
                   
                 disposition of all prospect leads 
               
               
                   
                 Leads are distributed manually without factoring a reps’ ability to 
               
               
                   
                 convert lead 
               
               
                   
                 Simplistic tracking in spreadsheets allows for limited knowledge 
               
               
                   
                 sharing and no evaluation of ROI by source 
               
               
                 Above Average 
                 Prospects are identified and then ranked or categorized 
               
               
                 Criteria 
                 Systematic process in place utilizing a simple ranking system 
               
               
                   
                 Lead/prospect data is proactively enhanced with details but the 
               
               
                   
                 enhancements lack structure or relevance 
               
               
                   
                 Leads/prospects are funneled to the sales force and their progress 
               
               
                   
                 through the sales process is tracked 
               
               
                   
                 Electronic distribution of leads based on reps abilities 
               
               
                   
                 Lead generation system generated is integrated with sales tools and 
               
               
                   
                 customer portal 
               
               
                   
                 Standardized reporting enable effective tracking of key measures 
               
               
                   
                 and ROI by source 
               
               
                 Leading Criteria: 
                 Prospects are identified and then scored, ranked and categorized 
               
               
                   
                 All lead activity is tracked in the customer information system 
               
               
                   
                 Lead/prospect data is proactively enhanced with appropriate details 
               
               
                   
                 with the aim of assisting the sales force in tailoring 
               
               
                   
                 communications, product offerings and pricing strategies 
               
               
                   
                 Lead prospect generation programs are structured so that the 
               
               
                   
                 quality of leads can be constantly measured 
               
               
                   
                 Ability to provide real-time and historical information regarding 
               
               
                   
                 the quality and disposition of all prospect leads 
               
               
                   
                 Leads are automatically distributed and sales assignments are based 
               
               
                   
                 on predetermined, multi-level hand-offs points based on the 
               
               
                   
                 estimated customer conversion rate 
               
               
                   
                 Automated lead generation system fully integrated with sales force 
               
               
                   
                 that distributes, tracks, evaluates and continuously improves lead 
               
               
                   
                 quality - ROI based on short-term revenue and customer&#39;s long 
               
               
                   
                 term value 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 33 
               
               
                   
               
               
                 Manage Core Operations 
               
               
                 Market 
               
               
                 Campaign Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Campaign Management is the retailer&#39;s ability to develop and manage 
               
               
                   
                 the functional and technical capabilities to deliver multi-channel and 
               
               
                   
                 ongoing marketing messages that support customer acquisition, growth 
               
               
                   
                 and retention objectives. 
               
               
                 Basic Criteria: 
                 Ad hoc direct marketing plan developed that focuses on mass 
               
               
                   
                 marketing 
               
               
                   
                 No alignment of direct marketing plan with overall strategy and 
               
               
                   
                 objectives 
               
               
                   
                 Target lists are not used for marketing campaigns, instead only 
               
               
                   
                 mass marketing campaigns are conducted 
               
               
                   
                 Target lists cannot be maintained due to a lack of infrastructure 
               
               
                   
                 (i.e. no dedicated marketing database) 
               
               
                   
                 Campaigns are not piloted/tested within a group of customers, they 
               
               
                   
                 are simply reviewed and approved internally 
               
               
                   
                 No standard processes for campaign execution 
               
               
                   
                 No evaluation of campaigns using performance indicators 
               
               
                 Threshold Criteria: 
                 Annual direct marketing plan developed which aligns to marketing 
               
               
                   
                 strategy 
               
               
                   
                 Target lists are used for direct marketing campaigns 
               
               
                   
                 Campaigns are designed for the mass-market rather than for a 
               
               
                   
                 specific customer type 
               
               
                   
                 Target lists can be maintained in a dedicated marketing database 
               
               
                   
                 which simply holds names and addresses rather than other 
               
               
                   
                 customer data such as communication preferences, behavior, 
               
               
                   
                 existing product holdings and contact history 
               
               
                   
                 Databases are not integrated with wider CIS systems and channel 
               
               
                   
                 management practices 
               
               
                   
                 Campaigns are piloted/tested within a focus group who are enlisted 
               
               
                   
                 without consideration for their suitability 
               
               
                   
                 Campaigns are executed based on a standard delivery process 
               
               
                   
                 Tracking of simple performance indicators such as cost/benefit 
               
               
                   
                 analysis of campaigns is performed 
               
               
                 Above Average 
                 Annual direct marketing plan aligns marketing strategy, channel 
               
               
                 Criteria 
                 management and brand strategy 
               
               
                   
                 Target lists are used for direct marketing campaigns to a list of 
               
               
                   
                 names and addresses of considered prospects 
               
               
                   
                 Campaigns are directed at new customers and existing customers 
               
               
                   
                 as appropriate 
               
               
                   
                 Campaign target lists are pulled from an integrated marketing 
               
               
                   
                 database which has contact information for each supply 
               
               
                   
                 point/product holding, marketing preference and customer behavior 
               
               
                   
                 Marketing database exists as a single integrated unit and is updated 
               
               
                   
                 periodically from the central customer database 
               
               
                   
                 Campaigns are executed using a defined process that utilizes the 
               
               
                   
                 channel management plan and customer analytics 
               
               
                   
                 Campaigns are piloted/tested with a suitable group of 
               
               
                   
                 prospects/customers of significant size 
               
               
                   
                 All key performance indicators are tracked for individual 
               
               
                   
                 campaigns 
               
               
                 Leading Criteria: 
                 Annual direct marketing plan developed with key performance 
               
               
                   
                 indicators identified and updated monthly 
               
               
                   
                 Target lists are used for direct marketing campaigns based on 
               
               
                   
                 estimated lifetime customer value 
               
               
                   
                 Campaigns are designed for and directed to existing customers, 
               
               
                   
                 new customers and differing customer segments (e.g. size, type, 
               
               
                   
                 location, behavior) 
               
               
                   
                 Marketing database has single holistic view of a customer, their 
               
               
                   
                 product holding and marketing preference 
               
               
                   
                 Marketing database is updated following every customer contact 
               
               
                   
                 Sophisticated tools are used to proactively contact prospects via 
               
               
                   
                 multiple channels (e.g. customized IVR and web messages, 
               
               
                   
                 specific bill messages or inserts) 
               
               
                   
                 Optimization of market spend and campaign management based on 
               
               
                   
                 tangible profitability metrics such as marketing ROI as well as key 
               
               
                   
                 performance measures 
               
               
                   
                 Root cause analysis performed to understand and refine campaign 
               
               
                   
                 effectiveness 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 34 
               
               
                   
               
               
                 Manage Core Operations 
               
               
                 Market 
               
               
                 Loyalty Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Loyalty Management includes the development, design and 
               
               
                   
                 implementation of programs to increase customer loyalty through 
               
               
                   
                 multiple avenues such as acquisition, retention, win-back and the 
               
               
                   
                 identification and recognition of loyal customer segments and 
               
               
                   
                 individual customers. 
               
               
                 Basic Criteria: 
                 No formal customer loyalty program in place 
               
               
                   
                 Basic schemes are offered to customers and applied inconsistently 
               
               
                   
                 Execution of the program is not formalized - customer agents apply 
               
               
                   
                 simple incentives infrequently and on an ad hoc basis 
               
               
                   
                 Program is not measured formally 
               
               
                   
                 Insights are not incorporated into the planning of the loyalty 
               
               
                   
                 program 
               
               
                 Threshold Criteria: 
                 Loyalty program in place and customer segments are identified in 
               
               
                   
                 terms of value but insight is not actively employed for all relevant 
               
               
                   
                 channels 
               
               
                   
                 Competitive environment is not considered in planning the loyalty 
               
               
                   
                 program 
               
               
                   
                 Rule-based systems are used to execute program that treat 
               
               
                   
                 customers in a simplistic sequence of events and do not take the 
               
               
                   
                 full customer experience into consideration 
               
               
                   
                 Some customer loyalty incentives are offered but are often poorly 
               
               
                   
                 administered 
               
               
                   
                 Programs are monitored infrequently and provide little or no 
               
               
                   
                 insight on possible improvement measures 
               
               
                   
                 No integration plan between information collected from the insight 
               
               
                   
                 capabilities and the loyalty program 
               
               
                 Above Average 
                 Developed loyalty programs in place for customers - utilizes 
               
               
                 Criteria 
                 customer profitability and cost to serve for planning 
               
               
                   
                 Competitive landscape is applied on an ad hoc basis during the 
               
               
                   
                 planning phase 
               
               
                   
                 Loyalty programs are aligned around customer segments and 
               
               
                   
                 simple forward looking analytics 
               
               
                   
                 Synchronized executed delivery of the program around the 
               
               
                   
                 customer experience using profiles, preferences, segments, values, 
               
               
                   
                 etc. 
               
               
                   
                 Loyalty program is not successful at reducing customer switching 
               
               
                   
                 behavior 
               
               
                   
                 Programs are monitored on an ad hoc basis using simplistic 
               
               
                   
                 measures 
               
               
                   
                 There is little integration planning between real-time analysis and 
               
               
                   
                 pre-processed scoring for the loyalty program and insight 
               
               
                   
                 capabilities 
               
               
                 Leading Criteria: 
                 Advanced loyalty programs in place for customers addressing 
               
               
                   
                 various requirements based on a scientific, data driven approach to 
               
               
                   
                 analyze customer drivers, lifetime value and the competitive 
               
               
                   
                 environment 
               
               
                   
                 Advanced analytics and decision support technologies are tightly 
               
               
                   
                 integrated to define and develop the customer loyalty strategy 
               
               
                   
                 Loyalty program includes multiple offerings that are tailored to 
               
               
                   
                 specific segments and customer groups 
               
               
                   
                 Loyalty program is effective at reducing customer churn, is 
               
               
                   
                 delivered at an optimal cost and can be activated and de-activated 
               
               
                   
                 in a few simple steps 
               
               
                   
                 Programs are continuously monitored and adjusted as necessary 
               
               
                   
                 Loyalty program analytics provide greater ability to understand 
               
               
                   
                 customers by profile, segment identification, account type, product 
               
               
                   
                 holdings and performance 
               
               
                   
                 Recognition of loyal customers occurs proactively 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 35 
               
               
                   
               
               
                 Manage Core Operations 
               
               
                 Sell 
               
               
                 Customer Acquisition 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Customer Acquisition, also known as registration, is the process of 
               
               
                   
                 securing a new customer through standard sales channels or through 
               
               
                   
                 assignment to the retail utility the moment a new account is billable. 
               
               
                 Basic Criteria: 
                 Sales capability is independent from the registration capability and 
               
               
                   
                 has a significant impact on the time taken from customer contract 
               
               
                   
                 agreement to account creation - means that the sales agent has no 
               
               
                   
                 view of supply point details at point of sale 
               
               
                   
                 No formal validation built in to the registration process such as 
               
               
                   
                 automated address validation 
               
               
                   
                 Reactive and delayed credit check process 
               
               
                   
                 Automated bank details validation, identity validation, etc. 
               
               
                   
                 No integration between Change of Tenancy and Registration 
               
               
                   
                 processing 
               
               
                   
                 Change of Tenancy is passed from the registration team to the 
               
               
                   
                 Change of Tenancy team as an exception 
               
               
                   
                 Manual communication between suppliers/industry to confirm 
               
               
                   
                 change of supplier 
               
               
                   
                 Delay in ability to sign up customers makes it hard to obtain an 
               
               
                   
                 accurate usage view on move-in 
               
               
                   
                 Manual discovery of meters for retailer transfers. Market data and 
               
               
                   
                 CIS system are separate 
               
               
                   
                 Transfer exceptions are handled manually 
               
               
                 Threshold Criteria: 
                 Sales operation is independent from the registration operation but 
               
               
                   
                 this has very little impact on the time taken from customer consent 
               
               
                   
                 to active account creation as the teams are integrated and work 
               
               
                   
                 efficiently together 
               
               
                   
                 Sales teams have an out of date view of supply point details at 
               
               
                   
                 point of sale and therefore cannot validate meter details and read at 
               
               
                   
                 point of entry 
               
               
                   
                 Some formal validation built into the registration process such as 
               
               
                   
                 automated address validation, automated bank details validation, 
               
               
                   
                 identity validation, etc. 
               
               
                   
                 Manual credit check process 
               
               
                   
                 Validation steps often cause bottlenecks in the process as 
               
               
                   
                 exceptions are handled manually and input data is of a poor quality 
               
               
                   
                 Some automated communication between suppliers/industry parties 
               
               
                   
                 to confirm change of supplier via workarounds (e.g. spreadsheets) 
               
               
                 Above Average 
                 Sales, home move and registration operations integrated in one 
               
               
                 Criteria 
                 solution but this is not a cost-optimal solution due to poor quality 
               
               
                   
                 data, lack of training and poor exception handling 
               
               
                   
                 Sales teams have a up-to-date view of supply point details at point 
               
               
                   
                 of sale and therefore can validate meter details and read at point of 
               
               
                   
                 entry but commonly overlook discrepancies in order to complete 
               
               
                   
                 the sale 
               
               
                   
                 Formal validation in place, (such as automated address validation, 
               
               
                   
                 automated bank details validation, identity validation, etc.) is 
               
               
                   
                 carried out after point of sale and so data is corrected with the 
               
               
                   
                 customer still in contact 
               
               
                   
                 Automated credit check process performed after customer sign-up 
               
               
                   
                 Existing customers are usually not mistaken for ‘new customers’ as 
               
               
                   
                 the sales agent has a view of the supply point and associated 
               
               
                   
                 customers at the point of sale 
               
               
                   
                 Product/service configuration agreed at point of sale, enabling 
               
               
                   
                 flexible price plans/payment arrangements 
               
               
                   
                 Automated communication between suppliers/industry to confirm 
               
               
                   
                 change of supplier but exception handling requires significant FTE 
               
               
                   
                 support 
               
               
                 Leading Criteria: 
                 Sales, home move and registration operations are integrated in one 
               
               
                   
                 solution and executed by multi-skilled agents and field 
               
               
                   
                 representatives who work collaboratively to process transactions 
               
               
                   
                 within the pre-defined service level agreement 
               
               
                   
                 Sales teams have an up-to-date view of supply point details at point 
               
               
                   
                 of sale and therefore can validate meter details in real time 
               
               
                   
                 Integrated credit check process at the point of sign-up 
               
               
                   
                 All data is validated on entry, such as addresses, bank details, 
               
               
                   
                 identity details and credit rating - there are overrides for exceptions 
               
               
                   
                 like cherished addresses, foreign addresses, customers with poor 
               
               
                   
                 credit. Validation is automated and has negligible impact on 
               
               
                   
                 processing times 
               
               
                   
                 Automated communication between suppliers/industry including 
               
               
                   
                 filtering and auto-validation of all messages 
               
               
                   
                 Fully automated and integrated transfer process that confirms a 
               
               
                   
                 unique meter identifier to the master market data right now to the 
               
               
                   
                 move in 
               
               
                   
                 Transfer exceptions are routed automatically to customer service 
               
               
                   
                 agents 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 36 
               
               
                   
               
               
                 Manage Core Operations 
               
               
                 Sell 
               
               
                 Cross Sell / Up Sell 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Cross Sell/Up Sell is the process to identify, act on and secure 
               
               
                   
                 opportunities to increase the value of the customer base and provide 
               
               
                   
                 additional valued products and services to retail utility customers. 
               
               
                 Basic Criteria: 
                 Application architecture does not support the identification of up 
               
               
                   
                 sell opportunities outside of the standard sales process 
               
               
                   
                 Data is not available to sales team so that they have a complete 
               
               
                   
                 view of the customer and their existing product holding 
               
               
                   
                 Identification and understanding that agents should be trained to 
               
               
                   
                 convert customer service call to a sales call if prompted by a 
               
               
                   
                 customer 
               
               
                   
                 Customers are not offered tangible incentives or bundling options 
               
               
                   
                 to expand their product holding 
               
               
                   
                 Customer quotes are often inaccurate due to poor data for tariffs 
               
               
                   
                 and estimated consumption 
               
               
                   
                 Enabling one bill for multiple products is a manual and time 
               
               
                   
                 consuming process 
               
               
                 Threshold Criteria: 
                 Application architecture supports the identification of 
               
               
                   
                 opportunities, primarily driven by the effectiveness of the latest 
               
               
                   
                 marketing campaign 
               
               
                   
                 Data is not readily available to sales team but agents do have a 
               
               
                   
                 view of the supply points available and simple product holdings 
               
               
                   
                 Identification and understanding that agents should be trained to 
               
               
                   
                 convert customer service call to a sales call without the need to 
               
               
                   
                 transfer 
               
               
                   
                 Customers are offered quotes based on past billing levels via 
               
               
                   
                 advertising such as bill inserts 
               
               
                   
                 Customer quotes are often artificially low so as to entice the 
               
               
                   
                 customer 
               
               
                   
                 Customer data model is not flexible enough to process a product 
               
               
                   
                 change in real time with the customer 
               
               
                 Above Average 
                 Application and process architecture supports the identification of 
               
               
                 Criteria 
                 opportunities through standard customer service and sales 
               
               
                   
                 processes (e.g. up sell as part of standard wrap up script) 
               
               
                   
                 Data is available to sales team so that they have a single view of 
               
               
                   
                 the customer and their product holding at initial point of contact 
               
               
                   
                 presented to the agent using computer telephony integration (CIT) 
               
               
                   
                 technology and caller identification 
               
               
                   
                 Training requires agents to provide customer with a quote (which is 
               
               
                   
                 auto-generated) during a customer service call, thereby gaining 
               
               
                   
                 customer commitment before the sales process is initiated 
               
               
                   
                 Customers are given quotes on a regular basis based on customer 
               
               
                   
                 segments, past usage and length of time with retailer 
               
               
                   
                 Customer data model is flexible such that the customer account can 
               
               
                   
                 remain static for a change to their product holding but this is poorly 
               
               
                   
                 controlled and tracked 
               
               
                 Leading Criteria: 
                 Application and process architecture supports the identification of 
               
               
                   
                 opportunities following auto-prompts generated according to 
               
               
                   
                 customer profile 
               
               
                   
                 Data is available to the sales agent so that they have a single view 
               
               
                   
                 of the customer and their predicted behavior 
               
               
                   
                 Agent is automatically informed about recent complaints, sales 
               
               
                   
                 opportunities and special needs at initial point of contact with 
               
               
                   
                 customer 
               
               
                   
                 Training requires agents to respond to auto-prompts and provide 
               
               
                   
                 customized bundles and quotes to individual customers using a 
               
               
                   
                 product configuration tool 
               
               
                   
                 Customers are given quotes on a regular basis according to 
               
               
                   
                 individual levels of estimated lifetime value and predicted behavior 
               
               
                   
                 via customized advertising vehicles 
               
               
                   
                 Customer data model is flexible such that the customer account can 
               
               
                   
                 remain static for a change to their product holding and can be 
               
               
                   
                 processed in real time 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 37 
               
               
                   
               
               
                 Manage Core Operations 
               
               
                 Sell 
               
               
                 Retention 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Retention is the ability to maintain the customer base and promote a 
               
               
                   
                 customer loyalty program to prevent customer complaints, escalation 
               
               
                   
                 and churn. 
               
               
                 Basic Criteria: 
                 No formal process in place to specifically target high value 
               
               
                   
                 customers 
               
               
                   
                 Limited integration with loyalty program when executing retention 
               
               
                   
                 processes 
               
               
                   
                 Customer withdrawal process includes mandatory checks for 
               
               
                   
                 opportunity to object to and potentially save the customer from 
               
               
                   
                 leaving (these basic checks are in line with regulatory compliance) 
               
               
                   
                 Customers who have begun the withdrawal process are not targeted 
               
               
                   
                 by a ‘save campaign’ 
               
               
                   
                 Forwarding details for former customers are not collected 
               
               
                   
                 Retention program is not measured for effectiveness or efficiencies 
               
               
                 Threshold Criteria: 
                 Processes in place to identify high value customers by segment are 
               
               
                   
                 in place 
               
               
                   
                 Loyalty program is executed through the retention processes and 
               
               
                   
                 incentives are in line with delivering a consistent customer 
               
               
                   
                 experience 
               
               
                   
                 Customer withdrawal process includes mandatory checks for 
               
               
                   
                 opportunity to object to and potentially save the customer from 
               
               
                   
                 leaving (these basic checks are in line with customer advocacy 
               
               
                   
                 processes and the loyalty program) 
               
               
                   
                 Forwarding details for former customers are automatically 
               
               
                   
                 collected so that the customer may be contacted in the future for 
               
               
                   
                 win-back campaigns 
               
               
                   
                 Retention program metrics are loosely based on the loyalty 
               
               
                   
                 program and are in a standard format 
               
               
                 Above Average 
                 High value customers are identified using profiles, preferences, 
               
               
                 Criteria 
                 segments, and values 
               
               
                   
                 Loyalty program and analytics are executed through standardized 
               
               
                   
                 processes to identify and adequately retain high value customer 
               
               
                   
                 Customer withdrawal process includes mandatory checks for an 
               
               
                   
                 opportunity to object but also includes a prompt to save the 
               
               
                   
                 customer 
               
               
                   
                 The resulting ‘save campaign’ list is sorted such that high value 
               
               
                   
                 customers are prioritized 
               
               
                   
                 The process for customers that are retained or ‘saved’ (i.e. they do 
               
               
                   
                 not complete the withdrawal or are immediately won back) is 
               
               
                   
                 costly and slow so that ‘cost per save’ is high 
               
               
                   
                 Individual retention actions are measured for effectiveness and 
               
               
                   
                 efficiency which roll up into loyalty program metrics 
               
               
                   
                 Customers who are not saved receive targeted recovery letters or 
               
               
                   
                 emails inviting their feedback and indicating retailer&#39;s interest in 
               
               
                   
                 having them back as a customer in the future 
               
               
                 Leading Criteria: 
                 High value customers identified based on customer drivers and 
               
               
                   
                 lifetime value to specifically tailor retention offers 
               
               
                   
                 Retention efforts are directly implemented based on the loyalty 
               
               
                   
                 program plans 
               
               
                   
                 The resulting ‘save campaign’ list is sorted such that high value 
               
               
                   
                 customers are prioritized and the outbound contact is automated via 
               
               
                   
                 predictive dialing or customers preferred contact method 
               
               
                   
                 Customers are ‘saved’ (i.e. they do not complete the withdrawal or 
               
               
                   
                 they are immediately won back) - this process is low cost and quick 
               
               
                   
                 to react to customer intentions and even predicted intentions 
               
               
                   
                 Forwarding details of customers who could not be retained is 
               
               
                   
                 collected with the customers&#39; approval so that the customer may be 
               
               
                   
                 contacted at a time when they should receive their first bill from 
               
               
                   
                 their new supplier when their new deal can be reviewed against a 
               
               
                   
                 competitive offer 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 38 
               
               
                   
               
               
                 Manage Core Operations 
               
               
                 Serve 
               
               
                 Customer Contact 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Customer Contact is the ability to manage all customer contact and 
               
               
                   
                 requests/inquiries efficiently by ensuring consistency and quality in the 
               
               
                   
                 delivery of customer service regardless of the channel. This capability 
               
               
                   
                 includes the coordination of workflow between locations and functional 
               
               
                   
                 employee groups. 
               
               
                 Basic Criteria: 
                 Workflow is managed manually - no tracking of workflow or 
               
               
                   
                 reporting on efficiencies 
               
               
                   
                 Staffing levels do not match effective workflow levels 
               
               
                   
                 Fluctuating service levels due to lack of reporting and forecasting 
               
               
                   
                 capabilities 
               
               
                   
                 Basic inquires are handled at initial point of contact - more 
               
               
                   
                 advanced inquires need to be followed up 
               
               
                   
                 Significant customer wait times to access any channel 
               
               
                   
                 No strategy for handling customers - reactive handling of inquires 
               
               
                   
                 Reactive and delayed credit check process 
               
               
                   
                 Quality of contact not evaluated/measured - no quality expectations 
               
               
                   
                 and no formal/directed training provided 
               
               
                   
                 Quality and performance management not actively measured 
               
               
                 Threshold Criteria: 
                 Workflow managed manually or with limited automation 
               
               
                   
                 Limited resources assigned to planning and strategy for handling 
               
               
                   
                 customer inquires - proactive based on real-time issues not on 
               
               
                   
                 proactive operational improvements 
               
               
                   
                 Ability to handle more complex inquires in a silo structure 
               
               
                   
                 Fluctuating wait times 
               
               
                   
                 Manual credit check process 
               
               
                   
                 Metrics calculated and contacts spot checked for quality by 
               
               
                   
                 Operations Management 
               
               
                   
                 Quality and performance management are managed separately 
               
               
                 Above Average 
                 Workflow automated and handled by designated group 
               
               
                 Criteria 
                 Strong forecasting capability resulting in high utilization rate of 
               
               
                   
                 FTEs 
               
               
                   
                 Efficiency of processes for transactions - implemented initiatives 
               
               
                   
                 like first call resolution 
               
               
                   
                 First call resolution focused - handle times are measured with real- 
               
               
                   
                 time delivery at agent and manager level 
               
               
                   
                 Knowledge and ability to handle multiple inquires per customer 
               
               
                   
                 contact 
               
               
                   
                 Automated credit check process performed after customer sign-up 
               
               
                   
                 In-house quality team measures metrics and quality and delivers 
               
               
                   
                 results to employees monthly - customized customer contact 
               
               
                   
                 quality training 
               
               
                   
                 Quality and performance management is measured and managed 
               
               
                   
                 together 
               
               
                 Leading Criteria: 
                 Employees cross trained to handle different customer contact 
               
               
                   
                 channels 
               
               
                   
                 Workflow managed to highest level of efficiency - coordinated and 
               
               
                   
                 prioritized around incoming volumes 
               
               
                   
                 Fully automated and flexible workflow distribution system with 
               
               
                   
                 automated real-time performance dashboard 
               
               
                   
                 Proactive meeting of customer needs/inquires 
               
               
                   
                 Next best action focused when responding to customer inquiries. 
               
               
                   
                 Agents have access to systems to assist with real-time decision 
               
               
                   
                 making 
               
               
                   
                 In-house, centralized quality team and external customer surveys 
               
               
                   
                 given to measure quality 
               
               
                   
                 Integrated customer verification process at the point of sign-up that 
               
               
                   
                 is well understood and proactive 
               
               
                   
                 Metrics and quality measured and coached throughout month - 
               
               
                   
                 various training methods offered geared towards individual 
               
               
                   
                 learners including refresher training programs 
               
               
                   
                 Focus on gaining efficiencies through a improvements around first 
               
               
                   
                 contact resolution and next best action 
               
               
                   
                 Quality is measured proactively by automated tools 
               
               
                   
                 Employees are seen as a strategic channel for gleaning customer 
               
               
                   
                 and operational insight and are regularly used to identify and drive 
               
               
                   
                 improvements 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 39 
               
               
                   
               
               
                 Manage Core Operations 
               
               
                 Serve 
               
               
                 Usage 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Usage is the ability to collect, validate and store consumption data such 
               
               
                   
                 that a customer may be billed accurately and in a timely manner. This 
               
               
                   
                 capability includes gathering all types of meter reads and managing the 
               
               
                   
                 read schedule. 
               
               
                 Basic Criteria: 
                 Reads are costly to collect due to frequent problems accessing 
               
               
                   
                 some meters 
               
               
                   
                 Reads are rarely uploaded in a consistent format so that upload 
               
               
                   
                 processing has a significant level of exception processing. 
               
               
                   
                 Reads are collected but not validated at the supply point so reads 
               
               
                   
                 that are entered incorrectly are not amended onsite and the quality 
               
               
                   
                 of read data uploaded causes high volume of exception processing 
               
               
                   
                 Reads are often forced complete or estimated if a read is 
               
               
                   
                 unavailable 
               
               
                   
                 Meter read scheduling is coordinated (commodity read schedules 
               
               
                   
                 are integrated where possible) and the majority of meters are read 
               
               
                   
                 within the required service level agreement 
               
               
                   
                 Read history is not stored in a single, central location, making 
               
               
                   
                 replacement billing and disputed reads processing costly and 
               
               
                   
                 awkward 
               
               
                   
                 Meter reads are not captured in standardized format, making 
               
               
                   
                 compilation for analysis and trending difficult (e. g. manually, via 
               
               
                   
                 spreadsheets, electronic data transfer, and therefore requires 
               
               
                   
                 significant FTE support) 
               
               
                   
                 Manual manipulation required for ad hoc or off-cycle readings 
               
               
                   
                 Inability to assess manual meter read quality and performance at 
               
               
                   
                 the individual level 
               
               
                 Threshold Criteria: 
                 Read collection is fairly efficient and is uploaded using various 
               
               
                   
                 formats/applications 
               
               
                   
                 Reads are collected and validated at the supply point using mobile 
               
               
                   
                 technology improving the quality of the data uploaded 
               
               
                   
                 Reads are sometimes forced complete or estimated if a read is 
               
               
                   
                 unavailable 
               
               
                   
                 Meter read scheduling is complex with reads being distributed 
               
               
                   
                 across billing cycles for cash flow and threshold processing. All 
               
               
                   
                 meters are read within the required service level agreements 
               
               
                   
                 Read history is stored in a single, central location and are 
               
               
                   
                 controlled by process and business rules 
               
               
                   
                 Meter operators and meter operator agents are given online access 
               
               
                   
                 to customer data such that explicit access instructions can be 
               
               
                   
                 passed from customer to agent and so that the agent follows any 
               
               
                   
                 required security routine 
               
               
                   
                 Ability to assess manual meter read quality and performance at the 
               
               
                   
                 route level only 
               
               
                 Above Average 
                 Reads are collected via multiple channels and uploaded in a more 
               
               
                 Criteria 
                 standardized format but the tools for analysis and trending are not 
               
               
                   
                 readily available 
               
               
                   
                 Regardless of channel or application, all reads are validated at 
               
               
                   
                 point of entry such that the data uploaded is high quality 
               
               
                   
                 Reads are rarely forced complete or estimated if a read is 
               
               
                   
                 unavailable 
               
               
                   
                 Meter read scheduling is more complex and flexible; can include 
               
               
                   
                 the ability to automatically balance reading routes and cycle days 
               
               
                   
                 with travel modes (walking, driving), types of meters (automated 
               
               
                   
                 and manual read), read required, etc. - ad hoc changes in 
               
               
                   
                 routes/cycles easily incorporated 
               
               
                   
                 Read history is stored in a single, central location where it is 
               
               
                   
                 accessible and simple to maintain 
               
               
                   
                 Target service levels for timeliness, accuracy and completeness are 
               
               
                   
                 consistently achieved 
               
               
                   
                 Ability to assess manual meter read quality and performance 
               
               
                 Leading Criteria: 
                 Reads are collected in real time through advanced or smart meters 
               
               
                   
                 and compiled using a consistent format, enabling trending, analysis 
               
               
                   
                 and early detection of issues 
               
               
                   
                 Usage information is available to the customer at the time of use 
               
               
                   
                 First call resolution for usage inquiries 
               
               
                   
                 Real-time outage detection technology exists, and where 
               
               
                   
                 appropriate, is used to inform the usage routine 
               
               
                   
                 Meter data solution is integrated with billing and CRM solutions to 
               
               
                   
                 support business processes such as new connections, meter 
               
               
                   
                 exchanges, settlement and scheduled billing 
               
               
                   
                 Meter read scheduling is conducted in real time and remotely 
               
               
                   
                 Read history is stored in a single, central location and is proactively 
               
               
                   
                 managed 
               
               
                   
                 Customers have web access to their usage patterns and information 
               
               
                   
                 with monthly reporting capabilities 
               
               
                   
                 Usage data is used as a predictive tool for peak times, planned 
               
               
                   
                 outages, demand side management and advanced tariff structuring. 
               
               
                   
                 Includes baseline threshold alarms 
               
               
                   
                 Ability to assess meter read quality and performance at the 
               
               
                   
                 individual level that is integrated into coaching activities 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 40 
               
               
                   
               
               
                 Manage Core Operations 
               
               
                 Serve 
               
               
                 Billing 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Billing encompasses the end to end activities to generate accurate bills 
               
               
                   
                 on schedule. Also included are formatting, printing, invoicing and 
               
               
                   
                 mailing/sending bills, exception management, adjustment and 
               
               
                   
                 cancellation. 
               
               
                 Basic Criteria: 
                 Bill accuracy levels difficult to manage and incorrect bills are sent 
               
               
                   
                 out to customers due to poor meter read data and a poor estimation 
               
               
                   
                 routine 
               
               
                   
                 Bills are difficult to understand and are not offered online 
               
               
                   
                 Non-energy bills are separated 
               
               
                   
                 Customers are not offered tailored billing in terms of frequency, 
               
               
                   
                 format or language 
               
               
                   
                 Difficulty reconciling accounts billed versus not billed resulting in 
               
               
                   
                 customers not being billed for extended periods 
               
               
                   
                 Vacant premise consumption undetected for long periods 
               
               
                   
                 Reactively managing billing exceptions through manual, report 
               
               
                   
                 based distribution of billing work 
               
               
                   
                 The level of billing exceptions means that the cost per bill is high 
               
               
                   
                 and potentially unsustainable 
               
               
                   
                 Volume and type of exceptions not tracked for trending and 
               
               
                   
                 exception resolution productivity not measured 
               
               
                   
                 Consolidated, multi-site billing not available or done entirely 
               
               
                   
                 manually 
               
               
                   
                 Billing channels are limited 
               
               
                 Threshold Criteria: 
                 Customer Service Agents are not consistently able to explain the 
               
               
                   
                 bill and give information on reads or estimated consumption 
               
               
                   
                 Bills meet regulatory requirements and offer an auditable 
               
               
                   
                 calculation of the balance 
               
               
                   
                 Non-energy charges managed by process work-around, requiring 
               
               
                   
                 manual entry miscellaneous charges, which impacts 
               
               
                   
                 receivables/revenue reporting 
               
               
                   
                 Customers are offered tailored billing, (e.g. budget billing equal 
               
               
                   
                 installments across the year, event-based billing) 
               
               
                   
                 Customers can view bills online via a static representation of the 
               
               
                   
                 current bill 
               
               
                   
                 Bills re-design process occurs infrequently with little to no 
               
               
                   
                 customer input 
               
               
                   
                 The level of billing exceptions requires significant FTE support but 
               
               
                   
                 is successfully managed by a dedicated root cause analysis and 
               
               
                   
                 resolution team 
               
               
                   
                 Manual multi-site billing, some consolidated billing functionality 
               
               
                 Above Average 
                 Customer Service Agents are able to explain highly accurate bills 
               
               
                 Criteria 
                 Bills meet regulatory requirements and offer an auditable 
               
               
                   
                 calculation of the balance as well as a user-friendly view of rates, 
               
               
                   
                 read history and ways to reduce bills in the future 
               
               
                   
                 Customers are able to resolve queries online themselves 
               
               
                   
                 Bills are flexible enough to include non-energy billing and allow 
               
               
                   
                 reflective reporting 
               
               
                   
                 Customers can view multiple bills online and can make simple 
               
               
                   
                 online adjustments to filter bill information 
               
               
                   
                 Bills are used to request payment and demonstrate bill calculation 
               
               
                   
                 as well as deliver marketing messages and customer service 
               
               
                   
                 information 
               
               
                   
                 Bills are available in multiple languages 
               
               
                   
                 Billing exceptions proactively and successfully managed by a 
               
               
                   
                 dedicated root cause analysis and resolution team 
               
               
                   
                 Errors and exceptions automatically routed to specific operators 
               
               
                   
                 based on pre-determined criteria (e.g. error code and skill level) for 
               
               
                   
                 resolution before bill sent to customer 
               
               
                   
                 Automated multi-site consolidated billing 
               
               
                   
                 Bill re-design process occurs annually with customer feedback 
               
               
                   
                 aiding the design process 
               
               
                 Leading Criteria: 
                 Bills are produced within one day from read to bill 
               
               
                   
                 Proactive management of operational costs to reduce cost per bill, 
               
               
                   
                 for example reduced meter reading activity from AMR/SMI 
               
               
                   
                 devices 
               
               
                   
                 Month to date billing 
               
               
                   
                 Bill frequency and format is flexible, includes non-energy 
               
               
                   
                 components, according to customer preferences, and cost per bill 
               
               
                   
                 is optimal 
               
               
                   
                 End-to-end billing routine in finely tuned and monitored for early 
               
               
                   
                 detection of any process failure 
               
               
                   
                 Customer have the ability to select their predominant channel such 
               
               
                   
                 as e-billing 
               
               
                   
                 Customers can perform advanced queries online, generate on 
               
               
                   
                 demand bills based on recent transactions, download in various 
               
               
                   
                 formats and make adjustments 
               
               
                   
                 Automated root cause and exception handling based on predefined 
               
               
                   
                 business logic 
               
               
                   
                 In-house quality assurance team for the back office transaction 
               
               
                   
                 monitoring that utilizes automated real time tools and dashboards 
               
               
                   
                 Customers can choose billing channel, delivery method and 
               
               
                   
                 preferred format 
               
               
                   
                 Bill re-design occurs annually and includes ongoing customer and 
               
               
                   
                 employee feedback 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 41 
               
               
                   
               
               
                 Manage Core Operations 
               
               
                 Serve Payments 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Payments is the ability to process inbound customer  
               
               
                   
                 payments. This capability includes managing the  
               
               
                   
                 range of payment options available, working with  
               
               
                   
                 payment processing vendor(s), reconciliation of the 
               
               
                   
                 customer&#39;s account and managing prompt payment. 
               
               
                 Basic Criteria: 
                 Payments take time to be uploaded and credited to  
               
               
                   
                 a customer&#39;s account and therefore retailer is unable  
               
               
                   
                 to offer/manage prompt-pay incentives for customers 
               
               
                   
                 Payment batches come from several sources and  
               
               
                   
                 require significant manual effort to upload and  
               
               
                   
                 reconcile 
               
               
                   
                 Missing payments (payments that are received but  
               
               
                   
                 cannot be matched to an active account), drive  
               
               
                   
                 customer complaints 
               
               
                   
                 Customers are restricted in terms of payment 
               
               
                   
                 method/frequency/options and this is a  
               
               
                   
                 prominent source of customer dissatisfaction 
               
               
                 Threshold Criteria: 
                 Payments are uploaded and credited to a customer&#39;s  
               
               
                   
                 account quickly - this is subject to a significant  
               
               
                   
                 volume of exceptions and therefore requires high  
               
               
                   
                 levels of FTE support 
               
               
                   
                 Payment returns and associated fees are manually  
               
               
                   
                 processed 
               
               
                   
                 Prompt-pay incentives are offered to customers 
               
               
                   
                 Missing payments (payments that are received but  
               
               
                   
                 cannot be matched to an active account) are  
               
               
                   
                 followed-up and manually worked to ensure  
               
               
                   
                 minimal unallocated payments 
               
               
                   
                 Customers are offered multiple payment options  
               
               
                   
                 (e.g. cash, direct debit, pre-authorized payments,  
               
               
                   
                 third party) 
               
               
                 Above Average 
                 All payments are automatically uploaded and  
               
               
                 Criteria 
                 credited to a customer&#39;s account efficiently and at  
               
               
                   
                 negligible operational cost 
               
               
                   
                 Prompt-pay incentives are proactively offered to  
               
               
                   
                 customers and prompt-pay discounts automatically  
               
               
                   
                 assigned via standard bill processing 
               
               
                   
                 Payment exceptions are infrequent and proactively  
               
               
                   
                 managed to resolution 
               
               
                   
                 Customers are offered multiple payment options,  
               
               
                   
                 methods, plans and channels (i.e. payment by IVR,  
               
               
                   
                 web, pre-payment meters) 
               
               
                   
                 Customers can make reoccurring payment  
               
               
                   
                 arrangements via the online billing system 
               
               
                 Leading Criteria: 
                 Payments are uploaded and credited to a customer&#39;s  
               
               
                   
                 account automatically and efficiently - cost per  
               
               
                   
                 payment is optimal 
               
               
                   
                 All available one time and recurring payment  
               
               
                   
                 platforms are consistent through all customer  
               
               
                   
                 interaction channels 
               
               
                   
                 Returned payments and associated fees are  
               
               
                   
                 automatically processed 
               
               
                   
                 Prompt-pay incentives are proactively offered  
               
               
                   
                 to customers and prompt-pay discounts assigned  
               
               
                   
                 via standard bill processing - customers are also  
               
               
                   
                 given incentives to take up low-cost payment 
               
               
                   
                 options such as direct debit 
               
               
                   
                 Misapplied payments are placed in exception and  
               
               
                   
                 rectified by next billing cycle 
               
               
                   
                 Outsourcing of return mail processing 
               
               
                   
                 Ability to direct payments to clear receivables and  
               
               
                   
                 prevent allocation to disputed receivables (until  
               
               
                   
                 resolved) 
               
               
                   
                 Customers are offered multiple and flexible  
               
               
                   
                 payment options, methods and plans 
               
               
                   
                 Ability to adjust billing/payment cycles for  
               
               
                   
                 customers on demand 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 42 
               
               
                   
               
               
                 Manage Core Operations 
               
               
                 Serve Credit &amp; Collections 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Credit &amp; Collections is the ability to establish and  
               
               
                   
                 implement a defined credit policy and manage  
               
               
                   
                 customer credit. This includes the ability to control  
               
               
                   
                 credit according to customer value and maintain  
               
               
                   
                 an effective cost to collect. 
               
               
                 Basic Criteria: 
                 Collections objective is not formally defined and  
               
               
                   
                 can fluctuate according to management team or  
               
               
                   
                 overall retail performance 
               
               
                   
                 No formal identity verification capability and  
               
               
                   
                 external credit check is available on an exceptional  
               
               
                   
                 basis 
               
               
                   
                 Ad hoc debt management and tracking 
               
               
                   
                 No segmentation or products for high credit risk  
               
               
                   
                 customers 
               
               
                   
                 Standard debt collection methods and techniques  
               
               
                   
                 are available 
               
               
                   
                 Credit policies are designed according to statutory  
               
               
                   
                 requirements 
               
               
                   
                 Customers in debt are treated aggressively but this  
               
               
                   
                 can be problematic when customer debt is  
               
               
                   
                 incorrectly calculated. Retailer has been subject to  
               
               
                   
                 regulator penalties for poor customer treatment 
               
               
                   
                 No standardized policy for commodity theft 
               
               
                   
                 External collection agency not usually utilized for  
               
               
                   
                 bad debt 
               
               
                   
                 No standard approach/policy for handling  
               
               
                   
                 bankruptcies, write-offs or receiverships 
               
               
                 Threshold Criteria: 
                 Collections objective is account reconciliation 
               
               
                   
                 Identity verification is not available as a standard  
               
               
                   
                 solution, external credit check is available on an  
               
               
                   
                 exceptional basis 
               
               
                   
                 Customers are offered a security deposit option to  
               
               
                   
                 minimize their credit risk and this is managed  
               
               
                   
                 manually 
               
               
                   
                 Credit management team are reactive to customers  
               
               
                   
                 in debt and tend to handle customers manually 
               
               
                   
                 The retailer offers a standard set of collection  
               
               
                   
                 methods and techniques according to level of debt,  
               
               
                   
                 rather than customer insight analysis 
               
               
                   
                 Advanced “sensitivity” training, “talk-off”  
               
               
                   
                 training (negotiating skills) provided to agents 
               
               
                   
                 Commodity theft measures are reactive and  
               
               
                   
                 handled manually 
               
               
                   
                 Allocation to external collection agency is manual  
               
               
                   
                 and time consuming to reconcile 
               
               
                   
                 Standard policies for handling bankruptcies,  
               
               
                   
                 write-offs and receiverships but very manual  
               
               
                   
                 process 
               
               
                 Above Average 
                 Collections objective is loss minimization and  
               
               
                 Criteria 
                 non-payment exposure 
               
               
                   
                 New customers are subject to identity verification  
               
               
                   
                 as standard but there are few guidelines for external  
               
               
                   
                 credit check. This means that agents tend to run  
               
               
                   
                 improper credit checks 
               
               
                   
                 Credit policy offers programs and differing  
               
               
                   
                 treatments for all customer segments which align  
               
               
                   
                 with regulator 
               
               
                   
                 Customers are offered limited credit products to  
               
               
                   
                 reduce overall risk 
               
               
                   
                 Policies in place for commodity theft management 
               
               
                   
                 Accounts automatically selected for transfer to  
               
               
                   
                 external collection agency. Transparent  
               
               
                   
                 reconciliation of payments and commission  
               
               
                   
                 calculation 
               
               
                   
                 Handling of bankruptcies, write-offs and  
               
               
                   
                 receiverships are partially automated 
               
               
                   
                 Collection campaigns and techniques are  
               
               
                   
                 refreshed such that customers are not de- 
               
               
                   
                 sensitized 
               
               
                   
                 Credit system integrated with billing and CRM  
               
               
                   
                 system, ensuring real-time information and  
               
               
                   
                 access to customer notes 
               
               
                   
                 Automated selection based on pre-set criteria for  
               
               
                   
                 accounts eligible for disconnection - manual review  
               
               
                   
                 option before dispatch 
               
               
                 Leading Criteria: 
                 Collections objective is profit maximization and this  
               
               
                   
                 manifests itself as an integrated solution for tariff/ 
               
               
                   
                 rate management, payment processing and  
               
               
                   
                 managing customer experience. 
               
               
                   
                 All outbound calls are process automatically 
               
               
                   
                 Utilization of third party management and tools in  
               
               
                   
                 the billing cycle 
               
               
                   
                 All new customers are subject to an identity and  
               
               
                   
                 credit check 
               
               
                   
                 The retailer seeks to understand why a customer is  
               
               
                   
                 in debt and will tailor collection methods  
               
               
                   
                 accordingly. Treatments incorporate internal and  
               
               
                   
                 external payment patterns 
               
               
                   
                 Customers are offered a various credit products to  
               
               
                   
                 minimize credit risk before collections costs are  
               
               
                   
                 incurred (e.g. security deposits, credit checks, pre- 
               
               
                   
                 payment plans, flexible bill dates) 
               
               
                   
                 Retailer has the ability to balance willingness to  
               
               
                   
                 pay and collection costs 
               
               
                   
                 Standardized policies in place for revenue  
               
               
                   
                 protection management 
               
               
                   
                 “Scientific” collection management (i.e.  
               
               
                   
                 propensity to pay) and predictive behavioral  
               
               
                   
                 analytics utilized 
               
               
                   
                 Payment arrangement installment plans fully  
               
               
                   
                 automated (including collection action on  
               
               
                   
                 default, cancelled installment plans and transfers) 
               
               
                   
                 Final accounts are accounted for by a customer  
               
               
                   
                 leaving the retailer with a final bill matching the  
               
               
                   
                 final bill transfer 
               
               
                   
                 Automated release management of security  
               
               
                   
                 deposits based preset criteria 
               
               
                   
               
             
          
         
       
     
     The following Tables 43-46 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the manage supply platform  108 . 
     
       
         
               
             
               
               
             
           
               
                 TABLE 43 
               
               
                   
               
               
                 Manage Supply 
               
               
                 Demand Forecast 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Demand Forecast enables a retail utility to  
               
               
                   
                 determine customer commodity demand in the  
               
               
                   
                 long term, short term and intra-day. This includes  
               
               
                   
                 forecasting base demand, incremental demand  
               
               
                   
                 from customer acquisition or growth, and  
               
               
                   
                 reductions from customer churn or shrinking  
               
               
                   
                 market demand. 
               
               
                 Basic Criteria: 
                 Long-term, sales-based forecasting is poor  
               
               
                   
                 and increases risks associated with supply 
               
               
                   
                 Short-term, forecasting is not a key skill  
               
               
                   
                 within team 
               
               
                   
                 Inability to incorporate weather forecasts into  
               
               
                   
                 short term demand 
               
               
                   
                 Inability to develop intraday forecasts 
               
               
                   
                 Retail and wholesale do not communicate  
               
               
                   
                 effectively and are therefore unable to work  
               
               
                   
                 collaboratively 
               
               
                   
                 Forecasts are reviewed on an ad hoc basis  
               
               
                   
                 with no regular checkpoints 
               
               
                 Threshold Criteria: 
                 Some successful long-term and short-term  
               
               
                   
                 forecasting based on sales 
               
               
                   
                 Poor short-term weather based forecasting 
               
               
                   
                 Poor ability to forecast economic and industry  
               
               
                   
                 trends in both the long and short term 
               
               
                   
                 Teams are informally integrated with customer  
               
               
                   
                 supply forecasting - looking at churn rates 
               
               
                   
                 Forecasts are periodically updated 
               
               
                 Above Average 
                 Accurate short term, long-term and intra-day  
               
               
                 Criteria 
                 forecasting based on sales 
               
               
                   
                 Limited success in weather-based short-term  
               
               
                   
                 forecasting 
               
               
                   
                 Relatively accurate forecasts of the market,  
               
               
                   
                 macro-economic and industry segment trends  
               
               
                   
                 are incorporated into the short and long term  
               
               
                   
                 forecasts 
               
               
                   
                 Wholesale group uses periodic forecast data 
               
               
                   
                 Teams are formally integrated with customer  
               
               
                   
                 supply forecasting 
               
               
                   
                 Forecasts are regularly reviewed and updated 
               
               
                   
                 Demand forecast is fed into a Value at Risk  
               
               
                   
                 (VAR) model 
               
               
                 Leading Criteria: 
                 Excellent long-term forecasting as well as  
               
               
                   
                 weather-based/short-term forecasting 
               
               
                   
                 Dynamic and reactive to short-term and  
               
               
                   
                 real-time forecasting 
               
               
                   
                 Advanced ability to forecast market, economic  
               
               
                   
                 and industry trends using a variety of sources 
               
               
                   
                 Intelligent ability to balance the market forces  
               
               
                   
                 as wholesale and retail market teams interact  
               
               
                   
                 under protocols defined by long term and  
               
               
                   
                 short-term agreements. 
               
               
                   
                 Day ahead view of customer sign-up and  
               
               
                   
                 disconnects integrated into short-term forecasts 
               
               
                   
                 Adherence to protocols for intraday forecasts 
               
               
                   
                 Effective communication between teams focused  
               
               
                   
                 on different markets 
               
               
                   
                 Advanced modeling and multi-variant analysis  
               
               
                   
                 is used to consistently re-evaluate demand  
               
               
                   
                 forecasts 
               
               
                   
                 Sophisticated modeling tools in place that are  
               
               
                   
                 integrated with other systems 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 44 
               
               
                   
               
               
                 Manage Supply 
               
               
                 Procurement 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Procurement includes identifying and negotiating  
               
               
                   
                 commodity supply procurement contracts. This  
               
               
                   
                 could include long-term supply agreements, internal  
               
               
                   
                 transfer agreements (if the utility also has generation  
               
               
                   
                 to transport capabilities), market sourcing,  
               
               
                   
                 participation in Power Purchase Arrangements or 
               
               
                   
                 spot market sourcing. 
               
               
                 Basic Criteria: 
                 Wholesale and retail are not integrated in  
               
               
                   
                 communicating demand forecast changes,  
               
               
                   
                 risk allocation and transfer and product pricing 
               
               
                   
                 Poor optimization of supply portfolio 
               
               
                   
                 Poor at managing short-term weather based  
               
               
                   
                 swing risk (i.e. no integration with demand  
               
               
                   
                 forecasting) 
               
               
                 Threshold Criteria: 
                 Wholesale and retail level of integration is marginal 
               
               
                   
                 Communication on demand forecast changes is  
               
               
                   
                 sporadic 
               
               
                   
                 Suboptimal supply portfolio balance 
               
               
                   
                 Risk allocation and transfer is marginal - sporadic  
               
               
                   
                 management of swing risk 
               
               
                 Above Average 
                 Wholesale and retail are integrated in certain  
               
               
                 Criteria 
                 aspects (i.e. communication of long-term sales  
               
               
                   
                 forecasts may be good, but short-term weather  
               
               
                   
                 based forecasts may be sporadic or unreliable) 
               
               
                   
                 Risk allocation &amp; transfer may be consistent for  
               
               
                   
                 base load type customers (wholesale look alike)  
               
               
                   
                 but not swing customers - swing risk  
               
               
                   
                 management may be sporadic 
               
               
                   
                 Optimization of supply portfolio meets  
               
               
                   
                 business goals and objectives 
               
               
                   
                 Experimentation with broader, innovative  
               
               
                   
                 demand-side strategies and investment in  
               
               
                   
                 customer facilities (e.g. Owning certain  
               
               
                   
                 components of the building energy plant) 
               
               
                   
                 Demand reductions included in supply planning 
               
               
                 Leading Criteria: 
                 Wholesale and retail are well integrated in  
               
               
                   
                 communicating demand forecast changes, risk  
               
               
                   
                 allocation &amp; transfer and product pricing (i.e.  
               
               
                   
                 good at managing short-term weather based  
               
               
                   
                 swing risk) 
               
               
                   
                 Active load balancing between wholesale and  
               
               
                   
                 retail - dynamic response to market conditions 
               
               
                   
                 Common wholesale and retail portfolio 
               
               
                   
                 End-to-end integration with demand forecasting  
               
               
                   
                 and settlements management 
               
               
                   
                 Excellent optimization of supply portfolio that  
               
               
                   
                 exceeds expectation 
               
               
                   
                 Advanced use of alternative energy supplies  
               
               
                   
                 and procurement to balance requirements and  
               
               
                   
                 reduce ecological footprint 
               
               
                   
                 Fully integrated with pricing strategy 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 45 
               
               
                   
               
               
                 Manage Supply 
               
               
                 Contract Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Contract Management covers the maintenance and  
               
               
                   
                 management of commodity supply contracts. The  
               
               
                   
                 focus of this capability is effective supplier and  
               
               
                   
                 materials management for the optimal efficient  
               
               
                   
                 purchase of required commodities. 
               
               
                 Basic Criteria: 
                 Basic agreements available with tightly defined  
               
               
                   
                 parameters 
               
               
                   
                 Contracts are manually tracked causing delays  
               
               
                   
                 and higher instances of mishandling agreements 
               
               
                   
                 Reactive audits of specified contracts to ensure  
               
               
                   
                 enforcement 
               
               
                   
                 Ad hoc risk assessments completed for potential  
               
               
                   
                 agreements 
               
               
                 Threshold Criteria: 
                 Standardized agreements available with  
               
               
                   
                 customizable aspects 
               
               
                   
                 Basic contract management system in place  
               
               
                   
                 with shared resources 
               
               
                   
                 Periodic reviews of sample agreements to ensure  
               
               
                   
                 compliance 
               
               
                   
                 Basic risk assessments conducted by segmentation  
               
               
                   
                 of contract type 
               
               
                 Above Average 
                 Customizable contracts available with structures  
               
               
                 Criteria 
                 and parameters in templates 
               
               
                   
                 Advanced contract management system in place  
               
               
                   
                 with electronic searching, advice of key dates, etc. 
               
               
                   
                 Regular reviews of contracts are used to uphold  
               
               
                   
                 contract terms and conditions 
               
               
                   
                 Thorough risk assessments completed for each  
               
               
                   
                 agreement by specialized resources 
               
               
                 Leading Criteria: 
                 Fully customized contracts available utilizing  
               
               
                   
                 specialized resources 
               
               
                   
                 Virtual or centralized contract management  
               
               
                   
                 system with dedicated support resources 
               
               
                   
                 Contractual arrangements are automatically  
               
               
                   
                 monitored against all commodity use to ensure  
               
               
                   
                 contract compliance 
               
               
                   
                 Automated and sophisticated risk assessment  
               
               
                   
                 tools are employed to ensure risks are mitigated  
               
               
                   
                 and agreements are swiftly executed 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 46 
               
               
                   
               
               
                 Manage Supply 
               
               
                 Settlement 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Settlement includes supplier invoice validation,  
               
               
                   
                 processing and remittance. Also included in this  
               
               
                   
                 capability are processes to ensure that aggregate  
               
               
                   
                 consumption across the customer base has been  
               
               
                   
                 accounted for and balances with the supplied  
               
               
                   
                 commodity amounts that are being charged by  
               
               
                   
                 suppliers. 
               
               
                 Basic Criteria: 
                 Annual balancing with demand forecasting  
               
               
                   
                 and logged consumption 
               
               
                   
                 Infrastructure charges for consumed  
               
               
                   
                 commodities do not always correlate with  
               
               
                   
                 calculated consumption 
               
               
                   
                 Settlements strategy aligned with credit  
               
               
                   
                 risk strategy 
               
               
                   
                 No credit risk strategy 
               
               
                   
                 Reactive or sporadic balancing and  
               
               
                   
                 investigation of discrepancies 
               
               
                   
                 Irregular supply/distribution balancing leads 
               
               
                   
                 to regular write-offs of substantial value 
               
               
                 Threshold Criteria: 
                 Periodic balancing with demand forecasting  
               
               
                   
                 and logged consumption 
               
               
                   
                 Infrastructure charges mostly correlate with  
               
               
                   
                 calculated consumption 
               
               
                   
                 Reactive strategy for credit risk 
               
               
                   
                 Tracking of settled prices versus consumed value 
               
               
                   
                 Tracking of volume nomination versus scheduled  
               
               
                   
                 volumes versus contractual volumes 
               
               
                   
                 Periodic balancing and investigation of  
               
               
                   
                 discrepancies leads to the reduction of write-offs  
               
               
                   
                 to minimal amounts 
               
               
                 Above Average 
                 Regular auditing and balancing with demand  
               
               
                 Criteria 
                 forecasting and logged consumption 
               
               
                   
                 Infrastructure charges can be mapped to  
               
               
                   
                 calculated consumption - all comparisons are  
               
               
                   
                 auditable 
               
               
                   
                 Proactive strategy for credit risk and  
               
               
                   
                 counterparty risk 
               
               
                   
                 Tracking of settled prices versus consumed  
               
               
                   
                 value 
               
               
                   
                 Regular balancing and investigation of  
               
               
                   
                 discrepancies leads to write-offs only  
               
               
                   
                 being used in exceptional cases 
               
               
                 Leading Criteria: 
                 Ongoing auditing and balancing with demand  
               
               
                   
                 forecasting and logged consumption 
               
               
                   
                 Detailed tracking of volume nomination  
               
               
                   
                 versus scheduled volumes versus contractual  
               
               
                   
                 volumes 
               
               
                   
                 Ongoing strategy for credit risk 
               
               
                   
                 Top performer capable of offering a managed  
               
               
                   
                 service externally as a balancing provider 
               
               
                   
                 Ongoing balancing and investigation of any  
               
               
                   
                 discrepancies virtually eliminating any  
               
               
                   
                 imbalance write-offs 
               
               
                   
               
             
          
         
       
     
     The following Tables 47-50 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the manage field requests platform  110 . 
     
       
         
               
             
               
               
             
           
               
                 TABLE 47 
               
               
                   
               
               
                 Manage Field Requests 
               
               
                 Field Request Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Field Request Management includes processes to  
               
               
                   
                 manage requests for field services transactions,  
               
               
                   
                 such as meter installations, distribution system  
               
               
                   
                 repairs, meter exchanges, or emergency services. 
               
               
                 Basic Criteria: 
                 Field requests are received from customers and  
               
               
                   
                 relayed to the receiving distribution centre within  
               
               
                   
                 established service timelines via limited channels 
               
               
                   
                 Meter reads are accepted by retail customer  
               
               
                   
                 service agents 
               
               
                   
                 Tracking system is basic - minimal individual  
               
               
                   
                 request information is available to the customer  
               
               
                   
                 service agents. This leads to long turnaround  
               
               
                   
                 times for information requests and inefficient  
               
               
                   
                 use of time spent liaising with the distribution  
               
               
                   
                 entity&#39;s field service operations 
               
               
                   
                 No feedback loop exists to confirm completion  
               
               
                   
                 of requests 
               
               
                 Threshold Criteria: 
                 Field requests can be submitted by customers  
               
               
                   
                 via online, self-service channels 
               
               
                   
                 Once validated, retail customer service agents  
               
               
                   
                 can automatically send and receive service  
               
               
                   
                 requests and reply to information within agreed  
               
               
                   
                 upon service standard timelines 
               
               
                   
                 Meter readings can be accepted through a self- 
               
               
                   
                 service channel 
               
               
                   
                 Agents can access the distribution entity&#39;s field  
               
               
                   
                 service operations log to track progress of  
               
               
                   
                 specific requests 
               
               
                   
                 Periodic audit of completed requests allows  
               
               
                   
                 Retail Customer 
               
               
                   
                 Service Agents to confirm if requests have  
               
               
                   
                 been handled/addressed in a past period 
               
               
                 Above Average 
                 Customer Service Agents are provided with  
               
               
                 Criteria 
                 regular updates on the status of field service  
               
               
                   
                 requests via multiple channels 
               
               
                   
                 Regular reporting - provides a more time- 
               
               
                   
                 sensitive view of request completion 
               
               
                   
                 Proactive messaging is available through  
               
               
                   
                 self-service channels (web, IVR, etc.) notifying  
               
               
                   
                 customers of major requests that have already  
               
               
                   
                 been logged 
               
               
                   
                 Information can be retrieved by customers on  
               
               
                   
                 an “as requested” basis (for specific requests)  
               
               
                   
                 through self-service channels 
               
               
                 Leading Criteria: 
                 Proactive real-time communications relayed  
               
               
                   
                 to customers regarding potential work, outages,  
               
               
                   
                 or impacts through multi-channels (SMS,  
               
               
                   
                 email, voice, etc.) 
               
               
                   
                 On demand, real time updates and information  
               
               
                   
                 is available to customer service agents 
               
               
                   
                 Requests are logged and updated with specific  
               
               
                   
                 tracking numbers 
               
               
                   
                 Updates and information available about  
               
               
                   
                 specific requests on demand for customers  
               
               
                   
                 via self and full service channels 
               
               
                   
                 Real-time two way communication channels  
               
               
                   
                 between distribution service centers and retail  
               
               
                   
                 customer service representatives enable the  
               
               
                   
                 timely flow and distribution of information 
               
               
                   
                 Ability to schedule field requests within a  
               
               
                   
                 specified window that is adhered to and  
               
               
                   
                 communicated to the customer 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 48 
               
               
                   
               
               
                 Manage Field Requests 
               
               
                 New Connection 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 New Connection encompasses the ability to install  
               
               
                   
                 new meters in new construction areas, replace faulty  
               
               
                   
                 or outdated existing meters, and provide final open  
               
               
                   
                 or live connection to the distribution network or 
               
               
                   
                 pipeline for customers. This capability also covers  
               
               
                   
                 recording the site as “live” in the related customer  
               
               
                   
                 information system to enable billing. 
               
               
                 Basic Criteria: 
                 Requests for new connections accepted by Customer  
               
               
                   
                 Service Agents through a manual process. This can  
               
               
                   
                 lead to delays, mishandling of requests, and an  
               
               
                   
                 inability to track or estimate costs 
               
               
                   
                 New connections are requested individually,  
               
               
                   
                 creating a labor intensive manual process for  
               
               
                   
                 multiple connections 
               
               
                   
                 Changing ownership and associated reconciliations  
               
               
                   
                 are done manually 
               
               
                   
                 No distinction between residential, development  
               
               
                   
                 or commercial connection requests 
               
               
                 Threshold Criteria: 
                 New connection requests are handled and manually  
               
               
                   
                 entered into a customer information system  
               
               
                   
                 enabling tracking 
               
               
                   
                 Ad hoc processes (spreadsheets, etc.) are utilized  
               
               
                   
                 to assist with multiple or bulk connections 
               
               
                   
                 Change of ownership and reconciliations are done  
               
               
                   
                 manually with agents diarizing dates to reconfirm  
               
               
                   
                 with customers 
               
               
                   
                 Consistent processes utilized for all segments 
               
               
                   
                 Separate queues or contact points based on  
               
               
                   
                 customer segmentation 
               
               
                 Above Average 
                 Customer information system able to track and  
               
               
                 Criteria 
                 proactively provide agents estimating guidelines  
               
               
                   
                 and standard estimates 
               
               
                   
                 Automated processes are utilized to create multiple  
               
               
                   
                 connection requests 
               
               
                   
                 Ownership changes and energy use reconciliations  
               
               
                   
                 are processed automatically when triggered by a  
               
               
                   
                 request 
               
               
                   
                 Dedicated channels for each customer segment 
               
               
                   
                 Customized processes and service level standards  
               
               
                   
                 developed for each customer segment based on  
               
               
                   
                 strategic importance, profitability and lifetime  
               
               
                   
                 value 
               
               
                   
                 Shared account services team able to process  
               
               
                   
                 connection requests 
               
               
                 Leading Criteria: 
                 Request management system able to track and  
               
               
                   
                 proactively notify customers of the state of their  
               
               
                   
                 request 
               
               
                   
                 Online or automated scheduling enables service  
               
               
                   
                 calls to be booked and optimized to minimize  
               
               
                   
                 travel or equipment delays for crews 
               
               
                   
                 Integrated modules or tools in the request  
               
               
                   
                 management system create multiple connections,  
               
               
                   
                 track and monitor ownership and proactively  
               
               
                   
                 alert contacts to changes in costs or connections 
               
               
                   
                 through the development process 
               
               
                   
                 Change of ownership is completed automatically  
               
               
                   
                 on a pre-arranged date and all charges are  
               
               
                   
                 appropriately assigned 
               
               
                   
                 Dedicated real time channels and processes to  
               
               
                   
                 optimally serve various customer segments  
               
               
                   
                 (residential, development or commercial) 
               
               
                   
                 Customer care and crews have a single view  
               
               
                   
                 of the customer available in real time 
               
               
                   
                 Dedicated account managers process individual  
               
               
                   
                 connection requests 
               
               
                   
                 Customer can bill on behalf of a real-estate  
               
               
                   
                 management company or builder 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 Table 49 
               
               
                   
               
               
                 Manage Field Requests 
               
               
                 Emergency Response 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Emergency Response includes the ability to respond  
               
               
                   
                 and address an emergency situation such as a gas  
               
               
                   
                 leak, downed power line or intrusion into a high  
               
               
                   
                 voltage area. The ability to dispatch adequately  
               
               
                   
                 trained and equipped response teams is critical in  
               
               
                   
                 ensuring incident prevention and management. 
               
               
                 Basic Criteria: 
                 Emergency notifications received by retail contact  
               
               
                   
                 centre 
               
               
                   
                 Basic messages available for agents to notify  
               
               
                   
                 customers of potential issues 
               
               
                   
                 Notifications and requests relayed to emergency  
               
               
                   
                 crews - no feedback loop exists 
               
               
                   
                 All notifications relayed directly to the distribution  
               
               
                   
                 response team 
               
               
                   
                 Emergency disconnections are requested and  
               
               
                   
                 handled at the discretion of the distribution  
               
               
                   
                 response team 
               
               
                 Threshold Criteria: 
                 Emergency situation notifications received via s 
               
               
                   
                 multiple channel 
               
               
                   
                 Feedback notifications regarding specific events  
               
               
                   
                 available on an as needed basis 
               
               
                   
                 Retail agents receive notifications and assign to  
               
               
                   
                 pre-assigned (broad) categories 
               
               
                   
                 Emergency energy disconnections are requested  
               
               
                   
                 through the distribution organization 
               
               
                 Above Average 
                 Notifications are triaged according to severity by  
               
               
                 Criteria 
                 a pool of up-skilled agents 
               
               
                   
                 Detailed information is gathered and relayed to  
               
               
                   
                 the response team 
               
               
                   
                 Ongoing updates are provided to retail agents  
               
               
                   
                 for the purpose of updating customers 
               
               
                   
                 Emergency disconnection requests are entered  
               
               
                   
                 and transmitted directly to response crews 
               
               
                 Leading Criteria: 
                 Emergency notifications are accepted via all  
               
               
                   
                 communication channels available including  
               
               
                   
                 smart metering infrastructure technology 
               
               
                   
                 Agents with specialized skills interact directly  
               
               
                   
                 with emergency response crews to actively  
               
               
                   
                 support the response process 
               
               
                   
                 Agents are able to answer queries on the cause  
               
               
                   
                 of the outage, when restoration will occur, the  
               
               
                   
                 breadth of the impact and assess the outage  
               
               
                   
                 window 
               
               
                   
                 Proactive, real-time communications with  
               
               
                   
                 customers, media, government and regulators  
               
               
                   
                 via multiple channels (voice, SMI, IVR, email,  
               
               
                   
                 SMS, door knockers, etc.) to advise of potential  
               
               
                   
                 emergency situations and the status of current  
               
               
                   
                 responses 
               
               
                   
                 Integrated initiation of execution of emergency  
               
               
                   
                 response plans as appropriate 
               
               
                   
                 Two-way communications are seamless between  
               
               
                   
                 the retailer and the emergency response team.  
               
               
                   
                 Response team has real time access back to  
               
               
                   
                 customer care information 
               
               
                   
                 Customer care has the ability to identify the exact  
               
               
                   
                 cause of the problem remotely 
               
               
                   
                 Energy supply can be remotely disconnected in  
               
               
                   
                 emergency situations with minimal delays 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 50 
               
               
                   
               
               
                 Manage Field Requests 
               
               
                 Meter Data Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Meter Data Management includes the organization  
               
               
                   
                 of meter data according to supply point  
               
               
                   
                 configuration, data security, data quality  
               
               
                   
                 management and integrity. 
               
               
                 Basic Criteria: 
                 Meter data is imported using ad hoc methods  
               
               
                   
                 and templates leading to inconsistent data - a  
               
               
                   
                 high volume of exceptions and billing backlogs.  
               
               
                   
                 Backlogs tend to become regulatory compliance  
               
               
                   
                 issues or have major impacts on business  
               
               
                   
                 performance 
               
               
                   
                 No proactive management of meter data quality 
               
               
                   
                 Meter data is stored and modeled in several  
               
               
                   
                 applications and therefore does not support a  
               
               
                   
                 robust data model 
               
               
                   
                 Historical meter data is stored according to  
               
               
                   
                 regulatory requirements but it inaccessible  
               
               
                   
                 and is not auditable 
               
               
                   
                 Meter data database has no concept of, or  
               
               
                   
                 alignment with, business processes, it is simply  
               
               
                   
                 a data repository. Relevant meter data is also  
               
               
                   
                 stored in other systems/formats (e.g. customer  
               
               
                   
                 records or spreadsheets) 
               
               
                 Threshold Criteria: 
                 Meter data is imported and transferred using  
               
               
                   
                 inconsistent file formats which require complex  
               
               
                   
                 validation. Meter data management typically  
               
               
                   
                 requires a significant FTE impact and lack of data  
               
               
                   
                 integrity affects the customer experience 
               
               
                   
                 No dedicated meter data management solution -  
               
               
                   
                 data is managed according to standard report  
               
               
                   
                 formats across all back office operations.  
               
               
                   
                 Resolution of issues and improvement in  
               
               
                   
                 performance requires skilled IT resources 
               
               
                   
                 Meter data is stored and modeled in a few  
               
               
                   
                 major applications and therefore supports a  
               
               
                   
                 consistent data model 
               
               
                   
                 Meter data is stored in multiple systems (without  
               
               
                   
                 a clearly defined master) in order to be aligned  
               
               
                   
                 with other business functions but this means that  
               
               
                   
                 the data can become inconsistent across systems 
               
               
                 Above Average 
                 Meter data is imported and transferred using  
               
               
                 Criteria 
                 standard file formats which are subject to  
               
               
                   
                 automated validation to ensure consistent data  
               
               
                   
                 integrity. This upload of data generates a high  
               
               
                   
                 volume of exceptions and therefore can affect  
               
               
                   
                 the efficiency of back office operations and  
               
               
                   
                 impact the customer experience 
               
               
                   
                 Meter data management system offers analysis  
               
               
                   
                 tools for data quality but cannot quickly and  
               
               
                   
                 consistently identify the root cause of data  
               
               
                   
                 integrity issues. Resolution of issues and  
               
               
                   
                 improvement in performance is supported by  
               
               
                   
                 system tools and therefore does not always  
               
               
                   
                 require skilled IT resources 
               
               
                   
                 Meter data is mastered in one application.  
               
               
                   
                 Data dictionaries are created but poorly  
               
               
                   
                 maintained and often out of date - this can lead  
               
               
                   
                 to inconsistent data entity definitions in other  
               
               
                   
                 systems 
               
               
                   
                 Meter data management solution is configured  
               
               
                   
                 to support business processes such as new  
               
               
                   
                 connections, meter exchanges, settlement and  
               
               
                   
                 scheduled billing 
               
               
                 Leading Criteria: 
                 Meter data is imported and transferred using  
               
               
                   
                 standard file formats which are subject to  
               
               
                   
                 automated validation and auto-correction to  
               
               
                   
                 ensure consistent data integrity. Exceptions  
               
               
                   
                 are handled within 
               
               
                   
                 SLA to ensure no backlog for the upload of  
               
               
                   
                 reads and generation of bills 
               
               
                   
                 Meter data is transferred in real time via smart  
               
               
                   
                 metering home devices 
               
               
                   
                 Meter data management system offers graphical  
               
               
                   
                 analysis tools for comparing raw/industry data  
               
               
                   
                 to system edited data and will track defined KPI  
               
               
                   
                 values 
               
               
                   
                 Meter data is mastered in one application and  
               
               
                   
                 data integrity in other systems is ensured by the  
               
               
                   
                 clear definition of an integrated data model (data  
               
               
                   
                 dictionary, data event modeling, metadata defined) 
               
               
                   
                 All historical meter data is stored and is auditable  
               
               
                   
                 to specific user edits enabling efficient resolution  
               
               
                   
                 of data integrity issues 
               
               
                   
                 Meter data management solution is integrated  
               
               
                   
                 with billing and CRM solutions to support  
               
               
                   
                 business processes such as new connections, meter  
               
               
                   
                 exchanges, settlement and scheduled billing 
               
               
                   
               
             
          
         
       
     
     The following Tables 51-55 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the manage retail insight platform  112 . 
     
       
         
               
             
               
               
             
           
               
                 TABLE 51 
               
               
                   
               
               
                 Manage Retail Insight 
               
               
                 Data Management 
               
               
                 Customer Insight 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Customer Insight is the ability to analyze  
               
               
                   
                 customers according to attributes, usage  
               
               
                   
                 intentions and behavior. The output of this  
               
               
                   
                 analysis and modelling will support the  
               
               
                   
                 identification and generation of initiatives to  
               
               
                   
                 influence how best to market, sell, and serve  
               
               
                   
                 customers, and can also be used to evaluate  
               
               
                   
                 channel effectiveness. 
               
               
                 Basic Criteria: 
                 Customer channel usage is not tracked for each  
               
               
                   
                 customer or reason for inbound contact 
               
               
                   
                 No formal processes, tools or methodologies in  
               
               
                   
                 place to gather and analyze customer data 
               
               
                   
                 Any ad hoc analysis carried out tends to be costly  
               
               
                   
                 due to poor quality data, a lack of focus on what  
               
               
                   
                 metrics are required and inconsistent sponsorship  
               
               
                   
                 and management 
               
               
                   
                 Customer data report offer an inaccurate view of  
               
               
                   
                 the customer 
               
               
                   
                 Mystery shop calls are made to assess the  
               
               
                   
                 customer experience during customer interaction  
               
               
                   
                 but this is then assessed on a subjective basis and  
               
               
                   
                 this can be problematic in terms of ensuring all  
               
               
                   
                 agent assessments can be comparable 
               
               
                   
                 Customers are not asked to carry out a survey as  
               
               
                   
                 this is seen as inciting criticism 
               
               
                   
                 It is not known how many times a customer calls  
               
               
                   
                 in a given period or why they have contacted the  
               
               
                   
                 utility 
               
               
                   
                 No formal processes in place to track and measure  
               
               
                   
                 the impact and effectiveness of past improvement  
               
               
                   
                 initiatives 
               
               
                 Threshold Criteria: 
                 Customer channel usage is tracked for reason for  
               
               
                   
                 inbound contact. 
               
               
                   
                 Records of customer contact are created each  
               
               
                   
                 time a customer calls, e.g. agents are required  
               
               
                   
                 to complete a &#39;wrap up&#39; at the end of each call. 
               
               
                   
                 Basic information is gathered from the IVR and  
               
               
                   
                 WEB but lacks common channel integration  
               
               
                   
                 strategy and usability of insight data 
               
               
                   
                 First call resolution is measured but not  
               
               
                   
                 consistently and not well defined 
               
               
                   
                 Tools or methodologies used to analyze customers  
               
               
                   
                 are unsophisticated and not reliable 
               
               
                   
                 Customer information is collected and analyzed on  
               
               
                   
                 ad hoc basis, as per requirements 
               
               
                   
                 Basic information is gathered from the IVR and  
               
               
                   
                 WEB but lacks common channel integration  
               
               
                   
                 strategy and usability of insight data 
               
               
                   
                 No formal processes are in place for turning  
               
               
                   
                 customer insight into actionable feedback,  
               
               
                   
                 reports and continuous improvement initiatives 
               
               
                   
                 Mystery shop calls are supported by call recording  
               
               
                   
                 to assess the customer experience during customer  
               
               
                   
                 interaction and this is then assessed on a formal  
               
               
                   
                 basis 
               
               
                   
                 Customers are occasionally asked to carry out a  
               
               
                   
                 survey which is sent with their bill and requires  
               
               
                   
                 customer to return a form by post. 
               
               
                   
                 Forms which are not returned are not chased and  
               
               
                   
                 data received is difficult to analyze 
               
               
                   
                 Customer channel usage is tracked for reason for  
               
               
                   
                 inbound contact 
               
               
                   
                 No formal team in place 
               
               
                   
                 Ad hoc processes and metrics in place to assess  
               
               
                   
                 past initiatives 
               
               
                 Above Average 
                 Records of customer contact are created each time  
               
               
                 Criteria 
                 a customer calls, e.g. agents are required to complete  
               
               
                   
                 a ‘wrap up’ at the end of each call. 
               
               
                   
                 IVR &amp; WEB analytics are extracted and transformed  
               
               
                   
                 into customer specific or enterprise data warehouse.  
               
               
                   
                 Exploration of channel analytic tools (e.g., ClickFox)  
               
               
                   
                 to drive higher utilization underway 
               
               
                   
                 First call resolution is measured and assessed 
               
               
                   
                 Tools and processes used to analyze customers are  
               
               
                   
                 unsophisticated but reliable and standardized 
               
               
                   
                 Customer information is collected and analyzed on  
               
               
                   
                 a formal basis and information includes customer  
               
               
                   
                 intentions, preferences and characteristic 
               
               
                   
                 Mystery shop calls are supported by call recording  
               
               
                   
                 to assess the customer experience during customer  
               
               
                   
                 interaction and formally assessed 
               
               
                   
                 Customers are sometimes asked to carry out a  
               
               
                   
                 survey at the point of contact, either online or  
               
               
                   
                 at the end of a phone call. Customers who 
               
               
                   
                 choose not to respond are not identified and  
               
               
                   
                 reported 
               
               
                   
                 Customer experience is measured in tangible  
               
               
                   
                 terms and detailed customer responses produce  
               
               
                   
                 actionable feedback and regular reporting 
               
               
                   
                 Multi-discipline team works with customer and  
               
               
                   
                 market strategy development teams 
               
               
                   
                 Past improvement initiatives are tracked  
               
               
                   
                 inconsistently 
               
               
                 Leading Criteria: 
                 Customer channel usage is tracked for reason  
               
               
                   
                 for inbound contact. 
               
               
                   
                 This data is then used to identify trends and  
               
               
                   
                 customer preferences. 
               
               
                   
                 Records of customer contact are created each  
               
               
                   
                 time a customer makes contact with the utility.  
               
               
                   
                 Calls and self-service channels are tracked alike 
               
               
                   
                 Sophisticated channel and customer intentions  
               
               
                   
                 insight captured within channel analytics tools,  
               
               
                   
                 intention mining software, and enterprise data  
               
               
                   
                 warehouse(s) 
               
               
                   
                 First call resolution is measured and assessed.  
               
               
                   
                 Multiple measurement methods are used to  
               
               
                   
                 accurately reflect customer experience and  
               
               
                   
                 effectiveness of operations 
               
               
                   
                 Customer information is collected and analyzed  
               
               
                   
                 on a regular, consistent and formal basis using  
               
               
                   
                 sophisticated psychometric and/or behavioral  
               
               
                   
                 techniques, providing a coherent single view of  
               
               
                   
                 customer behavior and needs 
               
               
                   
                 Customer analytic tools include the utilization  
               
               
                   
                 of predictive modeling, multiple channels used  
               
               
                   
                 to gain insight 
               
               
                   
                 Insight data is synthesized into a format that  
               
               
                   
                 allows for rapid root cause analysis and the  
               
               
                   
                 production of standardized customer insight 
               
               
                   
                 reports that are aligned to organizational metrics 
               
               
                   
                 Dedicated continuous improvement processes  
               
               
                   
                 and initiative tracking 
               
               
                   
                 Structured, dedicated lab/pilot environment for  
               
               
                   
                 evaluating any changes to customer experience 
               
               
                   
                 Customer survey is innovative and tailored to  
               
               
                   
                 specific segments 
               
               
                   
                 Customer channel usage is tracked in real time  
               
               
                   
                 and cross referenced with customer behavior 
               
               
                   
                 Dedicated customer analysis team works closely  
               
               
                   
                 with customer and market strategy development  
               
               
                   
                 teams 
               
               
                   
                 The quality program is calibrated with customer  
               
               
                   
                 expectations consistently and at a fixed frequency 
               
               
                   
                 Standard process and key performance metrics  
               
               
                   
                 used to continually track past initiatives 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 52 
               
               
                   
               
               
                 Manage Retail Insight 
               
               
                 Market Insight 
               
               
                 Marketing Analytics 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Marketing Analytics is the ability to gather information on key 
               
               
                   
                 marketing performance indicators and to ensure that utilities can  
               
               
                   
                 invest in the highest yielding marketing initiatives and evaluate  
               
               
                   
                 marketing effectiveness around targeting, campaign  
               
               
                   
                 effectiveness, loyalty management and brand management. 
               
               
                 Basic Criteria: 
                 Marketing programs and campaigns are not tracked via 
               
               
                   
                 standardized processes and methodologies 
               
               
                   
                 No processes in place to gather data on marketing levers 
               
               
                   
                 Campaigns have no formal response tracking and measurement 
               
               
                   
                 once executed 
               
               
                   
                 Analysis and continuous improvement capabilities do not exist to 
               
               
                   
                 further develop marketing effectiveness 
               
               
                   
                 Little effort made to apply the learning from previous marketing 
               
               
                   
                 campaigns to enhance effectiveness of future initiatives 
               
               
                   
                 Key metrics such as marketing ROI, lead costs and uptake rates  
               
               
                   
                 are not effectively tracked 
               
               
                   
                 No dedicated resources in place to gather marketing data and 
               
               
                   
                 provide meaningful insight 
               
               
                   
                 No formal processes in place to track and measure the impact  
               
               
                   
                 and effectiveness of past improvement initiatives 
               
               
                 Threshold Criteria: 
                 Simplistic pre-existing analysis tools and models adapted for 
               
               
                   
                 individual marketing analysis efforts developed independently  
               
               
                   
                 and housed in multiple repositories 
               
               
                   
                 Analysis efforts require extensive data consolidation and 
               
               
                   
                 manipulation prior to use due to unstructured and fragmented 
               
               
                   
                 approach 
               
               
                   
                 Marketing initiative success is inferred from historical data  
               
               
                   
                 to drive capability assessments 
               
               
                   
                 Manual report generation is available but costly and time 
               
               
                   
                 consuming to implement 
               
               
                   
                 No process in place to share findings throughout the differing 
               
               
                   
                 market functions to drive wider insights 
               
               
                   
                 Insights drive continuous improvement projects to new marketing 
               
               
                   
                 are conducted on an ad hoc basis and are effectively tracked or 
               
               
                   
                 aligned back initiatives 
               
               
                   
                 Key metrics such as marketing ROI, lead costs and uptake  
               
               
                   
                 rates are manually calculated 
               
               
                   
                 Marketing team provides resources on an as needed basis to 
               
               
                   
                 implement projects from key insights 
               
               
                   
                 Ad hoc processes and metrics in place to assess past initiatives 
               
               
                 Above Average 
                 Marketing data analysis is collected from databases that share a 
               
               
                 Criteria 
                 Analysis of data provides automated and standardized report 
               
               
                   
                 generation to cut both process time and cost 
               
               
                   
                 Marketing program success is derived from a blend of general 
               
               
                   
                 historic metrics as well as the gap analysis between actual and 
               
               
                   
                 expected results 
               
               
                   
                 Regular reporting and normalized common view databases allow 
               
               
                   
                 for knowledge sharing between differing marketing capabilities 
               
               
                   
                 Standard processes to use knowledge gained from previous  
               
               
                   
                 efforts to design enhanced marketing programs and campaigns 
               
               
                   
                 Insights are not consistently applied to marketing and resource 
               
               
                   
                 decisions 
               
               
                   
                 Marketing programs and campaigns are routinely and rigorously 
               
               
                   
                 tested using standardized metrics 
               
               
                   
                 Key metrics such as marketing ROI, lead costs and uptake  
               
               
                   
                 rates are automatically calculated 
               
               
                   
                 Past improvement initiatives are tracked using inconsistent 
               
               
                   
                 approaches 
               
               
                 Leading Criteria: 
                 User friendly tools and methodologies in place that integrate data 
               
               
                   
                 stores from all marketing channels and programs to routinely and 
               
               
                   
                 rigorously test and report on programs 
               
               
                   
                 Analysis of data includes predictive modeling used to continually  
               
               
                   
                 improve programs and determine individual program contributions 
               
               
                   
                 Marketing program success is derived from systemic  
               
               
                   
                 measurement of KPIs linked to specific marketing efforts  
               
               
                   
                 and customer response to improve future initiatives 
               
               
                   
                 Standardized root cause analysis methodologies in place to  
               
               
                   
                 support identification of insights for continuous  
               
               
                   
                 improvement and knowledge sharing 
               
               
                   
                 New programs are not implemented until tested with select 
               
               
                   
                 customers 
               
               
                   
                 Key metrics such as marketing ROI are automatically calculated 
               
               
                   
                 for individual initiatives 
               
               
                   
                 Integrated with performance management functions to drive 
               
               
                   
                 improved effectiveness and align people objectives with 
               
               
                   
                 corporate goals 
               
               
                   
                 Operated by skilled practitioners dedicated to market analysis  
               
               
                   
                 who manage integration between marketing, sales  
               
               
                   
                 and customer service platforms 
               
               
                   
                 Standard process and key performance metrics used to  
               
               
                   
                 continually track past initiatives 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 53 
               
               
                   
               
               
                 Manage Retail Insight 
               
               
                 Sell Insight 
               
               
                 Sales Effectiveness 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Sales Effectiveness is the ability to capture and track sales performance 
               
               
                   
                 data to identify and act upon opportunities for increased sales and  
               
               
                   
                 retention through a customer relationship management portal.  
               
               
                   
                 Includes the tracking of past improvement initiatives for  
               
               
                   
                 effectiveness and efficiency. 
               
               
                 Basic Criteria: 
                 Sales program performance is not tracked in standardized platform 
               
               
                   
                 and information is often distributed via a paper-based channel 
               
               
                   
                 Data is collected over limited external and internal sources with 
               
               
                   
                 limited ability to access up-to-date and accurate reporting 
               
               
                   
                 No sales analytics and business models are utilized 
               
               
                   
                 No standard methodologies in place to generate a continuous 
               
               
                   
                 improvement cycle 
               
               
                   
                 No identification or prioritization capability into root cause of sales 
               
               
                   
                 program success or failure 
               
               
                   
                 Limited use of internal metrics to assess the value of improvement 
               
               
                   
                 opportunities 
               
               
                   
                 No sales standardized sales metrics aligned to CRM KPI&#39;s in place 
               
               
                   
                 to draw consistent insight from 
               
               
                   
                 No dedicated resources in place to gather sales data and provide 
               
               
                   
                 meaningful insight 
               
               
                   
                 No formal processes in place to track and measure the impact and 
               
               
                   
                 effectiveness of past improvement initiatives 
               
               
                 Threshold Criteria: 
                 Simplistic pre-existing analysis tools and models adapted for sales 
               
               
                   
                 performance measures and reports are distributed electronically 
               
               
                   
                 Data is collected over multiple sources and provides manual 
               
               
                   
                 reporting functions that are timely and not necessarily cost  
               
               
                   
                 effective 
               
               
                   
                 Internal historical data is leveraged as an input into a limited sales 
               
               
                   
                 analytics and modeling process 
               
               
                   
                 Sales performance gaps identified via manual search by sales force 
               
               
                   
                 Ad hoc processes in place to identify and prioritize areas requiring 
               
               
                   
                 improvement using root cause analysis 
               
               
                   
                 Sales force recognized as a strategic asset but not actively 
               
               
                   
                 managed, developed and aligned through training and knowledge 
               
               
                   
                 sharing 
               
               
                   
                 Metrics and feedback are tracked through a basic set of CRM KPIs 
               
               
                   
                 Sales program leaders provide insight on an as needed basis to 
               
               
                   
                 implement projects from key insights and provide resources 
               
               
                   
                 Ad hoc processes and metrics in place to assess past initiatives 
               
               
                 Above Average 
                 Sales data analysis is collected from analytical databases that share 
               
               
                 Criteria 
                 a common view 
               
               
                   
                 Program performance information distributed electronically with 
               
               
                   
                 automated report generation 
               
               
                   
                 Continuous use of internal and external comparison points to assess 
               
               
                   
                 organizational performance 
               
               
                   
                 Ability to access up-to-date, aligned and accurate customer data 
               
               
                   
                 and integrate it with sales performance data 
               
               
                   
                 Traditional analytics and modeling utilized to develop program 
               
               
                   
                 business cases and predict outcomes and measure against collected 
               
               
                   
                 outcome 
               
               
                   
                 Limited analysis capability into root cause of performance gaps 
               
               
                   
                 using standard methodologies 
               
               
                   
                 Metrics contain transparent and specific CRM KPI&#39;s that easily 
               
               
                   
                 track individual program outcomes 
               
               
                   
                 Dedicated insight team in place to analyze data, predict outcomes 
               
               
                   
                 and action continuous improvement projects 
               
               
                   
                 Past improvement initiatives are tracked using inconsistent 
               
               
                   
                 approaches 
               
               
                 Leading Criteria: 
                 Sales performance collected and measured via a sales workbench 
               
               
                   
                 and portal that provides automated and customizable dashboard 
               
               
                   
                 reporting capabilities 
               
               
                   
                 Sales data portal integrates macroeconomic external data with 
               
               
                   
                 historical performance and advanced analytics and predictive 
               
               
                   
                 modeling (Promotion Optimization, Forecasting, Econometric 
               
               
                   
                 Modeling) 
               
               
                   
                 Dashboard aligned to customer data reporting systems to draw 
               
               
                   
                 continuous improvement processes 
               
               
                   
                 Capability to identify and drill down into root cause of 
               
               
                   
                 performance expectations and outcomes 
               
               
                   
                 Metrics contain transparent and specific CRM KPI&#39;s that easily 
               
               
                   
                 track individual program outcomes and are associated to industry 
               
               
                   
                 benchmarks to assess and promote performance 
               
               
                   
                 Skilled practitioners with a deep understanding of key levers 
               
               
                   
                 driving revenue (e.g., cross-sell/up-sell and retention programs) 
               
               
                   
                 are dedicated to market analysis who manage integration between 
               
               
                   
                 marketing, sales and customer service platforms 
               
               
                   
                 Integrated with performance management functions to align people 
               
               
                   
                 objectives with corporate goals 
               
               
                   
                 Standard process and key performance metrics used to continually 
               
               
                   
                 track past initiatives 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 54 
               
               
                   
               
               
                 Manage Retail Insight 
               
               
                 Serve Insight 
               
               
                 Operational Insight 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Operational Insight is the ability to gain insight into agent and system 
               
               
                   
                 performance affecting key operational metrics. Performance data is 
               
               
                   
                 used to identify opportunities for efficiency, growth or enhancement, 
               
               
                   
                 generate continuous process improvement and manage  
               
               
                   
                 transformational initiatives. 
               
               
                 Basic Criteria: 
                 Insight reporting is often subjective and is not consistently 
               
               
                   
                 auditable 
               
               
                   
                 Operational reports are generated regularly but only reviewed, 
               
               
                   
                 distributed on an ad hoc basis 
               
               
                   
                 Manual processes required to generate integrated insight reports 
               
               
                   
                 Integrated insight reports are generated, reviewed, and distributed 
               
               
                   
                 on an ad hoc basis 
               
               
                   
                 Data from disparate call center applications is hard to access and 
               
               
                   
                 use. Reporting is difficult and customized reports are costly to 
               
               
                   
                 produce and implement 
               
               
                   
                 No formal balanced scorecard completed or generated 
               
               
                   
                 Management teams have limited view of agent arrival and 
               
               
                   
                 departure times, amount of time working and how often they make 
               
               
                   
                 themselves available 
               
               
                   
                 Data is not always accessible due to user configuration 
               
               
                   
                 Product and service outages are not planned 
               
               
                 Threshold Criteria: 
                 Insight reporting provides metrics but does not present an 
               
               
                   
                 evaluation of performance based on the metrics and reporting is 
               
               
                   
                 often disregarded 
               
               
                   
                 Reactive attention when poor performance becomes a priority and 
               
               
                   
                 reporting is suddenly in focus 
               
               
                   
                 Reports are generated on a regular basis on agent and customer 
               
               
                   
                 level metrics 
               
               
                   
                 Data is gathered from various call center applications using 
               
               
                   
                 numerous base package and customized reports. Data is not 
               
               
                   
                 gathered into one location making detailed analysis difficult 
               
               
                   
                 No formal balanced scorecard completed or generated to derive 
               
               
                   
                 root cause analysis 
               
               
                   
                 Ability to monitor agents in near real time for all channels 
               
               
                   
                 Product and service outages are known to be down due to planned 
               
               
                   
                 performance tuning 
               
               
                 Above Average 
                 Insight reporting is objective and mostly auditable for data analysis 
               
               
                 Criteria 
                 Reporting is generated and posted to email accounts with a view of 
               
               
                   
                 operations over a 1-2 hour interval - email accounts can fill up with 
               
               
                   
                 report messages and therefore limit the impact to the recipient 
               
               
                   
                 Data is accessible but user access configuration is not tightly 
               
               
                   
                 controlled such that agents are able to change data which should be 
               
               
                   
                 protected 
               
               
                   
                 Data is gathered from various call center applications using 
               
               
                   
                 numerous base package and customized reports. Data is manually 
               
               
                   
                 gathered into one location (e.g. spreadsheet) making some cross- 
               
               
                   
                 application analysis possible. Call center data is not married with 
               
               
                   
                 customer data, however 
               
               
                   
                 Balanced scorecard displays standard data generated to track 
               
               
                   
                 performance against KPI&#39;s which is distributed to performance 
               
               
                   
                 management teams 
               
               
                   
                 Simplistic root cause analysis models 
               
               
                   
                 Ad hoc qualification and prioritization and of potential  
               
               
                   
                 improvement projects 
               
               
                   
                 Product and service outages are planned and are restricted to off- 
               
               
                   
                 peak hours 
               
               
                 Leading Criteria: 
                 Insight reporting through an integrated real-time online portal is 
               
               
                   
                 objective, comprehensive and auditable and provides a holistic 
               
               
                   
                 view of the operations capability. Audits are taken regularly to 
               
               
                   
                 check that reports are valid and reports are used to manage 
               
               
                   
                 workforce planning 
               
               
                   
                 Data is stable in the system and is sufficient for agents to do their 
               
               
                   
                 job 
               
               
                   
                 Contact center data warehouse integrates data across channels, 
               
               
                   
                 applications, and operations. A scorecard is used to display key 
               
               
                   
                 metrics. Data warehouse insight enables cross-functional 
               
               
                   
                 reporting, drill-down capabilities, and provides a single source of 
               
               
                   
                 the truth. Insight is gained across multiple dimensions (e.g., call 
               
               
                   
                 handling, quality, forecasting, etc.) 
               
               
                   
                 Predictive modeling capability is incorporated into operational 
               
               
                   
                 insight program 
               
               
                   
                 Sophisticated tools are used that produce standardized reports to 
               
               
                   
                 assess root cause analysis and to provide KPI tracking - the output 
               
               
                   
                 is provided for performance improvement programs 
               
               
                   
                 Insight leveraged to enable product and service outages to take 
               
               
                   
                 place during times that least inconvenience the customer 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 55 
               
               
                   
               
               
                 Manage Retail Insight 
               
               
                 Serve Insight 
               
               
                 Predictive Decision Analytics 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Predictive Decision Analytics is the ability to capture and track 
               
               
                   
                 customer transaction data and behavior to identify, predict and act  
               
               
                   
                 upon opportunities for increased effectiveness and efficiencies  
               
               
                   
                 through the integration of data, systems and business processes. 
               
               
                 Basic Criteria: 
                 No predictive modeling software is employed - Collection behavior 
               
               
                   
                 prediction is based on historical customer data only 
               
               
                   
                 Simple data querying and scoring mechanism are unable to create 
               
               
                   
                 differing customer treatments for differing risk profiles - retailer is 
               
               
                   
                 more reactive than proactive with collections analytics 
               
               
                   
                 No linkage with operational insight capability to collect data and 
               
               
                   
                 identify initiatives for process improvement 
               
               
                 Threshold Criteria: 
                 Predictive modeling is limited to basic descriptive models for 
               
               
                   
                 profiling and segmenting customer collection behavior 
               
               
                   
                 Customers are segmented by broad existing treatments used for 
               
               
                   
                 marketing purposes 
               
               
                   
                 Historical data and developed predictive data is used to develop 
               
               
                   
                 risk levels for segments 
               
               
                   
                 Segmentations and customer treatments are static and not updated 
               
               
                   
                 on a regular basis 
               
               
                   
                 Limited linkage between operational insight capability prevents 
               
               
                   
                 effective improvements to the billing, payments, and collections 
               
               
                   
                 processes 
               
               
                 Above Average 
                 Predictive modeling utilizes advanced statistical models that offer a 
               
               
                 Criteria 
                 single approach to measuring the likelihood a customer segment 
               
               
                   
                 will make payment 
               
               
                   
                 Application of various analyses to group collected data and 
               
               
                   
                 validate predictions 
               
               
                   
                 Customers are segmented into differing risk factor treatments such 
               
               
                   
                 as high, medium and low 
               
               
                   
                 Customer treatments are used to alter customer handling via 
               
               
                   
                 operational improvement programs 
               
               
                   
                 Segments are cross referenced by demographics, geography, 
               
               
                   
                 aggregated transaction data, channel usage and behavior 
               
               
                   
                 Capability linked to operational insight to directly leverage 
               
               
                   
                 payment and collection analytics for improvement programs and 
               
               
                   
                 metrics 
               
               
                 Leading Criteria: 
                 Predictive modeling utilizes a custom engineered software solution 
               
               
                   
                 capable of targeted, forward-looking data collection methods and 
               
               
                   
                 sophisticated statistical techniques/data mining to identify 
               
               
                   
                 segments based on detailed collection behavior 
               
               
                   
                 Model produces behavioral scoring to define actionable individual 
               
               
                   
                 treatments (e.g. based on the customer&#39;s likelihood of payment) 
               
               
                   
                 and is cross referenced with customer&#39;s lifetime value 
               
               
                   
                 Treatments are validated continually using repeatable processes 
               
               
                   
                 and scoring 
               
               
                   
                 Analytics knowledge is retained to perform continual model checks 
               
               
                   
                 based on predicted and actual outcomes 
               
               
                   
                 Analytics used to understand concept of differentiated customer 
               
               
                   
                 treatment are applied consistently through operational 
               
               
                   
                 improvements 
               
               
                   
                 Operational insight linkage is more focused on forward-looking 
               
               
                   
                 models and analysis. Predictive analytics are used to build 
               
               
                   
                 business cases for prioritizing and tracking improvement efforts 
               
               
                   
                 and assigning resources 
               
               
                   
               
             
          
         
       
     
     The following Tables 56-57 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the customer advocacy platform  114 . 
     
       
         
               
             
               
               
             
           
               
                 TABLE 56 
               
               
                   
               
               
                 Customer Advocacy 
               
               
                 Complaint Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Complaint Management provides resolution to escalated customer 
               
               
                   
                 complaints or issues with the retail utility, investigates root causes and 
               
               
                   
                 addresses any gaps in processes that impact the customer. Includes 
               
               
                   
                 trend analysis and analytics to prevent complaints before they occur. 
               
               
                 Basic Criteria: 
                 Poor customer service is usually followed by written complaints to 
               
               
                   
                 management 
               
               
                   
                 No complaint process exists - handled on an ad hoc basis 
               
               
                   
                 depending on complaint type 
               
               
                   
                 Elementary historical tracking system 
               
               
                   
                 Complaint data collected only when there is a special circumstance 
               
               
                   
                 that is going to cause customer dissatisfaction 
               
               
                   
                 No involvement by those responsible for policy change 
               
               
                   
                 No coaching or accountability 
               
               
                   
                 Ad hoc feedback to improve process 
               
               
                 Threshold Criteria: 
                 Escalation process follows organization&#39;s hierarchy 
               
               
                   
                 Poor customer service is escalated when appropriate and customer 
               
               
                   
                 is pacified by appropriate team 
               
               
                   
                 Customers with unjustified complaints (e.g. did not pay bill on time 
               
               
                   
                 and dispute late payment charge) escalate through hierarchy 
               
               
                   
                 wasting precious time throughout the organization 
               
               
                   
                 Multiple touch-points for the customer 
               
               
                   
                 Unable to post alerts to all agents 
               
               
                   
                 Data is collected and distributed at a summary level to management 
               
               
                   
                 Process in place for handling calls, no process for additional 
               
               
                   
                 communication vehicles 
               
               
                   
                 Manual tracking system for escalated issues and rudimentary log of 
               
               
                   
                 summary information 
               
               
                 Above Average 
                 Focus at supervisor level - given time and ability to investigate the 
               
               
                 Criteria 
                 issues 
               
               
                   
                 Standard definition of complaint is consistently understood across 
               
               
                   
                 operations 
               
               
                   
                 Clearly communicated and defined complaint management 
               
               
                   
                 escalation process 
               
               
                   
                 Minimal touch points for the customer 
               
               
                   
                 Front line employees can enter complaints right into the customer 
               
               
                   
                 information system 
               
               
                   
                 Ability to issue alerts to all agents 
               
               
                   
                 Coaching occurs but it is first thing to go when there are service 
               
               
                   
                 level concerns 
               
               
                   
                 Tracking escalated issues on a monthly basis 
               
               
                   
                 Pulling customer care system and escalated issues together and 
               
               
                   
                 sharing with the retailer and key business stakeholders 
               
               
                   
                 Data extracted from CS system for trends analysis. Trends are 
               
               
                   
                 identified and appropriate approach identified and implemented 
               
               
                   
                 Exporting data and collecting the data from customer care system 
               
               
                 Leading Criteria: 
                 Specialized team responsible for handling escalated issues 
               
               
                   
                 measured on issue resolution not average handle times 
               
               
                   
                 Past trends are proactively anticipated (e.g. approaching high bill 
               
               
                   
                 season) 
               
               
                   
                 All customer service personnel are able to enter a complaint from a 
               
               
                   
                 customer 
               
               
                   
                 Ability to issue near real time and proactive alerts to all agents via 
               
               
                   
                 multiple channels 
               
               
                   
                 Coaching is a priority activity and opportunities are identified and 
               
               
                   
                 fed back to responsible parties 
               
               
                   
                 Internal quality team that meet monthly with Customer Advocate 
               
               
                   
                 to discuss and identify opportunities for innovation and process 
               
               
                   
                 improvements based on escalated and front line complaint issues 
               
               
                   
                 Applying Operational Excellence methodology 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 57 
               
               
                   
               
               
                 Customer Advocacy 
               
               
                 Customer Recovery 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Customer Recovery helps to restore the customer relationship when 
               
               
                   
                 there has been dissatisfaction. The approach to recovery is determined 
               
               
                   
                 based on the significance of the impact to the customer. 
               
               
                 Basic Criteria: 
                 No defined recovery strategy/plan 
               
               
                   
                 Recovery done on an ad hoc basis resulting in an inconsistent 
               
               
                   
                 customer experience 
               
               
                   
                 No insight into or consideration for customer needs 
               
               
                 Threshold Criteria: 
                 Defined criteria and recovery triggers 
               
               
                   
                 Packaged recovery options however efforts do not necessarily 
               
               
                   
                 resonate with the customer 
               
               
                   
                 Customer complaints are responded to with compensatory gestures 
               
               
                   
                 such as gifts or one-off credits 
               
               
                 Above Average 
                 Recovery efforts are supported by all levels or the business, at the 
               
               
                 Criteria 
                 customer service level only 
               
               
                   
                 Gain insight into customer needs by engaging customers through focus  
               
               
                   
                 groups, to find out what their needs are when there has been 
               
               
                   
                 an issue or customer dissatisfaction 
               
               
                   
                 Monitor social networking sites to glean customer information 
               
               
                   
                 which is compiled in customer insights 
               
               
                 Leading Criteria: 
                 Well-defined recovery strategy and triggers 
               
               
                   
                 Recovery triggers and efforts are reviewed on a regular basis to 
               
               
                   
                 keep up with customer expectations 
               
               
                   
                 Incidents resulting in a trigger of customer recovery are analyzed, 
               
               
                   
                 root cause identified, and results integrated into planning, 
               
               
                   
                 coaching, policy or system changes 
               
               
                   
                 Recovery plan is accessible and implemented by everyone in 
               
               
                   
                 customer care with customer touch points including field 
               
               
                   
                 representatives 
               
               
                   
                 Customers are awarded compensation for very poor customer 
               
               
                   
                 service regardless of whether they have raised a complaint 
               
               
                   
                 Graduated variations in response are executed based on the severity 
               
               
                   
                 of the customer complaint and the customer type 
               
               
                   
                 Differing customer segments receive differing treatment 
               
               
                   
                 Full understanding and line of sight with all stakeholders as to the 
               
               
                   
                 triggers, their meanings and the purpose of the recovery plan 
               
               
                   
               
             
          
         
       
     
     The following Table 58 provides an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the monitor performance platform  116 . 
     
       
         
               
             
               
               
             
           
               
                 TABLE 58 
               
               
                   
               
               
                 Monitor Performance 
               
               
                 Service Performance 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Service Performance provides a balanced and holistic view of retail 
               
               
                   
                 operation performance. This includes a balanced scorecard containing  
               
               
                   
                 service metrics, key performance indicators and benchmarks  
               
               
                   
                 for industry comparison and analysis of future expectations. 
               
               
                 Basic Criteria: 
                 No performance dashboard in place to monitor performance - 
               
               
                   
                 Service Performance is measured using operational reports. 
               
               
                   
                 Individual results are manually reviewed in isolation 
               
               
                   
                 Performance measurement is conducted by assigned managers and 
               
               
                   
                 functional areas and is not coordinated through a central conduit 
               
               
                   
                 No formalized processes for ensuring that data gathered is 
               
               
                   
                 complete, accurate or is collected in a timely fashion 
               
               
                   
                 Regular reporting of service metrics is not conducted 
               
               
                   
                 No standard metric calculations available 
               
               
                   
                 No root cause analysis available 
               
               
                 Threshold Criteria: 
                 Formal performance dashboard is not in place - Service 
               
               
                   
                 Performance is measured using a standardized annual tool to report 
               
               
                   
                 on the strategic metrics identified by the strategic plan and 
               
               
                   
                 regulators 
               
               
                   
                 Performance metrics are gathered annually by a dedicated team 
               
               
                   
                 within business planning operations who act as a central point of 
               
               
                   
                 contact 
               
               
                   
                 Standardized processes for data collection to help ensure data 
               
               
                   
                 completeness and accuracy - timeliness of collections is not usually 
               
               
                   
                 measured 
               
               
                   
                 Reporting of performance is conducted annually as part of the 
               
               
                   
                 annual business planning and budget cycle 
               
               
                   
                 Performance data is used as an input into future planning and 
               
               
                   
                 process improvements 
               
               
                   
                 Root cause analysis is undertaken on a reactive basis. No forward 
               
               
                   
                 looking analysis available 
               
               
                 Above Average 
                 Performance dashboard in place that measures a balanced 
               
               
                 Criteria 
                 scorecard of metrics. Metrics are aligned to corporate and strategic 
               
               
                   
                 objectives 
               
               
                   
                 Dashboard results are posted for all employees to view 
               
               
                   
                 Dedicated performance team in place to develop a standard process 
               
               
                   
                 for reporting. Accuracy and completeness of metrics is checked on 
               
               
                   
                 a bi-annual basis and adjustments are made to correct deficiencies 
               
               
                   
                 in reporting 
               
               
                   
                 Reporting of metrics occurs on an as needed basis to the required 
               
               
                   
                 stakeholders 
               
               
                   
                 Dedicated team provides subject matter expertise during the annual 
               
               
                   
                 planning cycle regarding the reviewing and defining of 
               
               
                   
                 performance level targets 
               
               
                   
                 Performance data is analyzed using non-standardized processes on 
               
               
                   
                 a case-by case basis. Issues for resolution are generally flagged by 
               
               
                   
                 line managers with performance metrics used as supporting data 
               
               
                   
                 Predictive analysis is conducted only when requested on an ad-hoc 
               
               
                   
                 basis 
               
               
                 Leading Criteria: 
                 Graphical user interface for performance dashboard aligned to 
               
               
                   
                 strategic objectives. Provides a holistic, balanced scorecard of 
               
               
                   
                 operational performance, customer experience and continuous 
               
               
                   
                 improvement measures and includes comparative industry 
               
               
                   
                 benchmarks 
               
               
                   
                 Online, real-time dashboard that is accessible by all parties and 
               
               
                   
                 stakeholders 
               
               
                   
                 Dedicated team in place within operational responsibility 
               
               
                   
                 consistent and objective measurement of operational performance. 
               
               
                   
                 Team ensures timeliness, completeness and accuracy of service 
               
               
                   
                 metrics on an ongoing basis 
               
               
                   
                 Dedicated team provides insight into how to optimize performance 
               
               
                   
                 and provides ongoing standardized reporting on trends and 
               
               
                   
                 analyses for key stakeholder groups 
               
               
                   
                 Standardized processes and audits in place to track service 
               
               
                   
                 performance data collection from managers and operational units 
               
               
                   
                 Performance data is analyzed for root cause identification and 
               
               
                   
                 issues are escalated using a standard process to drive resolution and 
               
               
                   
                 operational excellence 
               
               
                   
                 Predictive analysis integrated with business process 
               
               
                   
               
             
          
         
       
     
     The following Table 59 provides an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the manage compliance platform  118 . 
     
       
         
               
             
               
               
             
           
               
                 TABLE 59 
               
               
                   
               
               
                 Manage Compliance 
               
               
                 Risk and Controls Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Risk and Controls Management provides a system of processes and 
               
               
                   
                 controls to manage the security of customer information, financial 
               
               
                   
                 information, compliance with laws and regulations, public relations  
               
               
                   
                 and the delivery of effective internal operational controls to support  
               
               
                   
                 the achievement of the overall business objectives. 
               
               
                 Basic Criteria: 
                 No standard compliance process in place for the entire operation. 
               
               
                   
                 Differing business units exercise latitude over solutions creating a 
               
               
                   
                 patchwork approach 
               
               
                   
                 Manual internal controls and audit reporting tool for management 
               
               
                   
                 teams 
               
               
                   
                 Reporting is not standardized and notification procedures often fail 
               
               
                   
                 to report in a timely manner. Reporting functionality provides little 
               
               
                   
                 insight into the effectiveness of the compliance program 
               
               
                   
                 Audit process is not integrated with the compliance program and 
               
               
                   
                 often provides inconsistent results causing backlogs in the annual 
               
               
                   
                 audit process adding undue expense and operational costs 
               
               
                   
                 No disaster recovery plan in place 
               
               
                   
                 Security solution is not updated on a regular basis and presents a 
               
               
                   
                 recognizable threat to the storage of customer data and high value 
               
               
                   
                 information flows 
               
               
                   
                 Processes are unable to actively address changes to the regulatory 
               
               
                   
                 and legal environment creating isolated solutions that are not 
               
               
                   
                 integrated with current systems 
               
               
                   
                 No dedicated risk control team in place 
               
               
                 Threshold Criteria: 
                 Compliance program in place that provides a common platform to 
               
               
                   
                 manage the various programs implemented by differing business 
               
               
                   
                 units 
               
               
                   
                 Electronic (e.g. spreadsheets) internal controls and audit reporting 
               
               
                   
                 tool for management teams 
               
               
                   
                 Biannual process of reporting on operating effectiveness, timely 
               
               
                   
                 notification of control failures and monitoring of compliance with 
               
               
                   
                 utility regulations with no data analysis 
               
               
                   
                 Audit process is formally tied to the compliance program but is 
               
               
                   
                 carried out using differing processes and reporting systems. The 
               
               
                   
                 system identifies failures, however response through the 
               
               
                   
                 compliance program is not timely or inconsistently applied 
               
               
                   
                 Ad hoc approach to disaster recovery 
               
               
                   
                 Security solution is up-to-date with current technology and 
               
               
                   
                 provides the minimally required level of protection against data 
               
               
                   
                 threats but is difficult to upgrade consistently 
               
               
                   
                 Non-standard process to managing legal and regulatory change 
               
               
                   
                 creates integration issues and inefficient processes 
               
               
                   
                 Ad hoc deployment of individual on an as needed basis to the risk 
               
               
                   
                 and control team 
               
               
                 Above Average 
                 A standardized compliance program is in place for reporting and 
               
               
                 Criteria 
                 production of pertinent communications throughout the various 
               
               
                   
                 business units 
               
               
                   
                 Online internal controls and audit reporting tool for management 
               
               
                   
                 teams 
               
               
                   
                 Monthly &amp; biannual process of reporting on operating  
               
               
                   
                 effectiveness, timely notification of control failures and monitoring 
               
               
                   
                 of compliance with utility regulations with limited data analysis 
               
               
                   
                 Comprehensive audit process in place to meet current reporting 
               
               
                   
                 standards in a given jurisdiction. Failures of compliance are 
               
               
                   
                 identifiable but create operational expenses to fully understand and 
               
               
                   
                 mitigate 
               
               
                   
                 Disaster recovery plans are rolled into wider corporate plans 
               
               
                   
                 Security solution is up-to-date with current technology offerings 
               
               
                   
                 but is not deployed consistently 
               
               
                   
                 Processes actively manage legal and regulatory change but do so in 
               
               
                   
                 a reactive manner 
               
               
                   
                 Leads of differing functional areas support the implementation of 
               
               
                   
                 the risk and controls program 
               
               
                 Leading Criteria: 
                 Standardized and collaborative compliance program that provides 
               
               
                   
                 the necessary information reporting and regular communications 
               
               
                   
                 reporting through a single point of contact 
               
               
                   
                 Online and user friendly internal controls and audit reporting tool 
               
               
                   
                 for management teams 
               
               
                   
                 Monthly process of reporting on operating effectiveness, timely 
               
               
                   
                 notification of control failures and monitoring of compliance with 
               
               
                   
                 utility regulations with full data analysis 
               
               
                   
                 Integrated audit process exceeds current regulatory standards and 
               
               
                   
                 minimizes operational impact 
               
               
                   
                 Significant changes to or failures of key controls are easily 
               
               
                   
                 identified and data and supporting documents are provided to 
               
               
                   
                 auditors on a timely basis 
               
               
                   
                 Dedicated disaster recovery and business continuity process in 
               
               
                   
                 place that is updated annually 
               
               
                   
                 End-to-end standardized risk mitigation processes for managing the 
               
               
                   
                 security of customer information from collection to disposal 
               
               
                   
                 Theprocesses proactively address any changes to legal or 
               
               
                   
                 regulatory requirements prior to enactment 
               
               
                   
                 Dedicated team in place to support and facilitate risk and control 
               
               
                   
                 program 
               
               
                   
               
             
          
         
       
     
     The following Tables 60-68 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the manage quality and performance platform  120 . 
     
       
         
               
             
               
               
             
           
               
                 TABLE 60 
               
               
                   
               
               
                 Manage Quality and Performance 
               
               
                 Workforce Planning 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Workforce Planning manages the organizational structure for customer 
               
               
                   
                 service and operations, scheduling of workload and reporting. This 
               
               
                   
                 capability includes having systems and processes in place to give 
               
               
                   
                 structure and logic to staffing and correlated budgets. 
               
               
                 Basic Criteria: 
                 No assurance that an agent is available to answer a query within a 
               
               
                   
                 reasonable time period when a customer contacts the utility - no 
               
               
                   
                 capturing or measuring occupancy 
               
               
                   
                 Inbound calls/letters/faxes are assigned and processed according to 
               
               
                   
                 agent availability, not according to agent skills - no consistency 
               
               
                   
                 Agents work in silos and are unable to transfer customer calls to 
               
               
                   
                 different teams/locations 
               
               
                   
                 Volume of work subject to peaks and troughs according to 
               
               
                   
                 season/day/time due to lack of planning 
               
               
                   
                 Service level agreements not clearly defined/defined or not met - 
               
               
                   
                 no forecasting or hard targets 
               
               
                   
                 Management teams have little/no view of agent arrival and 
               
               
                   
                 departure times, amount of time working, and how often they make 
               
               
                   
                 themselves available 
               
               
                   
                 Staff schedules are created with unsophisticated tools and minimal 
               
               
                   
                 forecasting is used to help predict call volume and ideal staffing 
               
               
                   
                 Reactive and ad hoc approach to managing key performance areas. 
               
               
                   
                 No formal plans exist 
               
               
                   
                 Contact Centre actual performance results adjusted retroactively to 
               
               
                   
                 accommodate poor planning 
               
               
                   
                 Team and/or centre-level statistics are available on an occasional 
               
               
                   
                 basis 
               
               
                 Threshold Criteria: 
                 Agents are available to answer inbound calls within an SLA but no 
               
               
                   
                 assurance that the agent assigned a call has the relevant skills to 
               
               
                   
                 handle the query 
               
               
                   
                 Defined telephone service factor target to staff accordingly 
               
               
                   
                 Agents work in silos and often transfer customer calls to different 
               
               
                   
                 teams/locations 
               
               
                   
                 Contingency plan in place for peaks and troughs of work volume 
               
               
                   
                 Service level agreements are defined for a given team and tracked 
               
               
                   
                 Supervisors have a view of agent arrival, departure, and working 
               
               
                   
                 times 
               
               
                   
                 Formal utilization of staff forecasting and scheduling tool 
               
               
                   
                 integrates functions of scheduling and forecasting of call volumes. 
               
               
                   
                 Defined management accountability for teams/business functions 
               
               
                   
                 Agent occupancy is a key business metric for under or over 
               
               
                   
                 utilization and setting targets 
               
               
                   
                 Some mechanisms of reviewing trends and forecasting are utilized 
               
               
                   
                 but rely on spreadsheets and manual processes that are prone to 
               
               
                   
                 errors 
               
               
                   
                 Service level action plan exists but escalation levels not clearly 
               
               
                   
                 understood. Escalation approach initiated inconsistently 
               
               
                   
                 Team and centre-level statistics are available on a periodic basis 
               
               
                 Above Average 
                 Appropriate agents are available to answer inbound calls within an 
               
               
                 Criteria 
                 SLA 
               
               
                   
                 Service level agreements are defined. Accuracy of consistently 
               
               
                   
                 hitting the telephone service factor is tracked and managed 
               
               
                   
                 Inbound contact is assigned to the appropriate team, but first call 
               
               
                   
                 resolution is not assured 
               
               
                   
                 Mostly reactive team management to handle peaks and troughs 
               
               
                   
                 Clearly defined areas of management accountability at a process 
               
               
                   
                 and team level 
               
               
                   
                 Effective in defining targets and tracking gaps effectively and 
               
               
                   
                 holding accountability 
               
               
                   
                 Supervisors are able to view agent performance statistics using a 
               
               
                   
                 real-time adherence tool. When statistics indicate a problem, 
               
               
                   
                 supervisors approach agents on an individual basis for assistance 
               
               
                   
                 Staff forecasting and scheduling function is utilizing enhanced 
               
               
                   
                 features such as real-time adherence and advanced capabilities to 
               
               
                   
                 support skills-based routing. 
               
               
                   
                 Automated analysis and how historical data is captured and 
               
               
                   
                 projected outwards - a number of tools and spreadsheets in place 
               
               
                   
                 Individual, team, and centre-level statistics are regularly available 
               
               
                   
                 Service level action plan clearly understood 
               
               
                 Leading Criteria: 
                 A suitable agent is available and able to handle work/calls assigned 
               
               
                   
                 to them within an SLA. Achieves the target average handle time 
               
               
                   
                 while balancing other factors like occupancy 
               
               
                   
                 Effective at staying within a close margin (i.e. 2%) of targets 
               
               
                   
                 Inbound contact is assigned to the appropriate team/agent 
               
               
                   
                 according to customer segment, customer request and agent skills 
               
               
                   
                 Dedicated group performs scheduling, compiles performance 
               
               
                   
                 metrics, reports and daily workload balancing with call blending 
               
               
                   
                 Supervisors are able to view agent performance statistics using a 
               
               
                   
                 real-time adherence tool. When statistics indicate a problem, 
               
               
                   
                 supervisors approach agents on an individual basis for assistance. 
               
               
                   
                 Staff forecasting and scheduling tool integrates all media types into 
               
               
                   
                 work consideration from calls, email, chat, and fax. Staff 
               
               
                   
                 forecasting evolution towards front and back-office blending 
               
               
                   
                 Proactive smoothing of high volume, seasonal and proactive work 
               
               
                   
                 across various locations 
               
               
                   
                 Individual, team, and centre-level statistics are available in near 
               
               
                   
                 real time (i.e. utilizing a quality and performance management 
               
               
                   
                 dashboard tool) 
               
               
                   
                 Service level action plan regularly reviewed and effectiveness 
               
               
                   
                 evaluated 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 61 
               
               
                   
               
               
                 Manage Quality and Performance 
               
               
                 Onboarding 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Onboarding includes processes to recruit, retain and provide new joiners  
               
               
                   
                 with a sense of the corporate culture and the opportunity to experience 
               
               
                   
                 what the retail utility stands for, its background, business drivers and 
               
               
                   
                 strategic objectives as well as its mission, vision and core values. In 
               
               
                   
                 doing so this capability ensures engagement and retention at the outset 
               
               
                   
                 of the utility&#39;s relationship with employees. 
               
               
                 Basic Criteria: 
                 No recruitment strategy, very basic recruitment techniques with 
               
               
                   
                 minimal screening 
               
               
                   
                 No strategy or agenda for onboarding program, focused on basic 
               
               
                   
                 overview and compliance. Operationally based and policy driven, 
               
               
                   
                 and does not set corporate context 
               
               
                   
                 Generic program with no customization 
               
               
                   
                 New employee experience is inconsistent. New joiners receive 
               
               
                   
                 minimal training (2-3 days) and some are not given the same 
               
               
                   
                 content about company core values 
               
               
                   
                 Subject matter experts (SMEs) are trainers, do not draw on people 
               
               
                   
                 from the operations 
               
               
                   
                 Static, one-way PowerPoint style delivery with no interactive 
               
               
                   
                 components 
               
               
                   
                 No “Welcome Day” (need description/explanation) 
               
               
                 Threshold Criteria:  
                 Reactive recruitment - manual screening 
               
               
                   
                 Meets basic HR needs/information 
               
               
                   
                 Majority of training delivered by a trainer including key messages 
               
               
                   
                 Training includes manuals and basic trainer knowledge 
               
               
                   
                 Some PowerPoint and material delivered by managers 
               
               
                   
                 Basic orientation given 
               
               
                 Above Average 
                 Web-based application recruitment tools, supported by telephone 
               
               
                 Criteria 
                 fit interviews 
               
               
                   
                 Larger scope - focus on creating a sense of belonging and increase 
               
               
                   
                 engagement through customized information to functional areas 
               
               
                   
                 Diverse training methods 
               
               
                   
                 Discussion about how employees fit into corporate structure and 
               
               
                   
                 relationships 
               
               
                   
                 Key people from the operations delivering key messaging rather 
               
               
                   
                 than done by a trainer 
               
               
                   
                 Interaction that is applied to the methodology 
               
               
                   
                 PowerPoint and videos are placed strategically throughout for key 
               
               
                   
                 messaging - play learning games, giving real-life examples and 
               
               
                   
                 goal based learning 
               
               
                   
                 More in-depth orientation including presentations by managers 
               
               
                 Leading Criteria: 
                 State of the art on-boarding process including behavioral profiling, 
               
               
                   
                 web based application/IVR response 
               
               
                   
                 Senior executives delivering material in person rather than via a 
               
               
                   
                 video 
               
               
                   
                 Program has a high profile in the company 
               
               
                   
                 Instills core values and more information on where you fit in the 
               
               
                   
                 bigger picture - grounding this and re-visiting key messages/points 
               
               
                   
                 Career progression messages, where appropriate, are delivered in 
               
               
                   
                 person by a SME from senior management and not a trainer 
               
               
                   
                 eLearning tools - use technology for interaction/simulation and 
               
               
                   
                 video conferencing to bring in key people to speak/train 
               
               
                   
                 Importance put on who is delivering material as well as opposed to 
               
               
                   
                 the material itself 
               
               
                   
                 Focus on trainers who are passionate about the messages they are 
               
               
                   
                 delivering 
               
               
                   
                 Comprehensive orientation including presentations by managers 
               
               
                   
                 and senior executives. 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 62 
               
               
                   
               
               
                 Manage Quality and Performance 
               
               
                 Training 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Training provides a blended learning approach that trains employees on 
               
               
                   
                 processes and associated business rules focusing on what the employee 
               
               
                   
                 needs to know and where to find it. This capability places a high focus 
               
               
                   
                 on where to find answers using online tools. 
               
               
                 Basic Criteria: 
                 Training carried out on a need-to-know basis 
               
               
                   
                 All training is instructor led with minimal hands on practice 
               
               
                   
                 Overuse of eLearning with minimal Instructor lead or support 
               
               
                   
                 Learning Specialists/training associates provide training rather than 
               
               
                   
                 experts with operational experience 
               
               
                 Threshold Criteria: 
                 Generic training - no flexibility for segments or individual/team 
               
               
                   
                 skill sets 
               
               
                   
                 Utilize a training environment with pre-developed exercises 
               
               
                   
                 relevant to the learning material 
               
               
                   
                 Online assessments for testing 
               
               
                   
                 Blended learning approach - instructor led and eLearning - includes 
               
               
                   
                 exercises, role-plays, review activities and questioning techniques 
               
               
                   
                 Subject matter experts deliver training with Learning team 
               
               
                   
                 providing content but minimal direction or contact from Learning 
               
               
                   
                 Specialist 
               
               
                 Above Average 
                 Instructor led classroom training blended with eLearning 
               
               
                 Criteria 
                 simulations and assessments that are customized to support 
               
               
                   
                 different functional areas 
               
               
                   
                 Demonstrations, interactive learning and testing throughout to 
               
               
                   
                 measure proficiency 
               
               
                   
                 After the initial training is complete, continuous learning or 
               
               
                   
                 refresher training is delivered via eLearning modules with a pre- 
               
               
                   
                 and post-assessment to measure employee proficiency 
               
               
                   
                 Training debrief sessions after training is completed to evaluate 
               
               
                   
                 and apply continuous improvements to training methodologies 
               
               
                   
                 Includes games, activities, listening sessions and demonstrations 
               
               
                   
                 Subject matter experts deliver training and learning team 
               
               
                   
                 providing thorough speaking notes and train the trainer overview 
               
               
                 Leading Criteria: 
                 Training includes technical skills, cultural awareness, industry 
               
               
                   
                 insight and business effectiveness 
               
               
                   
                 Training is tailored to individual/team skill set - regular refresher 
               
               
                   
                 courses available - participation is tracked against performance 
               
               
                   
                 Virtual learning is in place for all material and eLearning 
               
               
                   
                 customized to workforce specific needs 
               
               
                   
                 Increased observations and live assessments such as practicums 
               
               
                   
                 and “nesting.” Nesting is a continuation of the training 
               
               
                   
                 environment where the agents have moved from formalized 
               
               
                   
                 classroom training to a “live environment” on the call centre floor. 
               
               
                   
                 The reps receive first hand support from their trainer as they begin 
               
               
                   
                 to take live calls 
               
               
                   
                 Ensure Train-the-Trainer capabilities are met, thorough speaking 
               
               
                   
                 notes, consistent training methodologies by ensuring knowledge 
               
               
                   
                 transfer 
               
               
                   
                 Learning Specialists provide support and coaching throughout 
               
               
                   
                 delivery to ensure Trainer expectations are met 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 63 
               
               
                   
               
               
                 Manage Quality and Performance 
               
               
                 Quality Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Quality Management evaluates interactions between customers and the 
               
               
                   
                 retail utility&#39;s employees and ensures documented best practice and 
               
               
                   
                 processes are followed thus enabling effective coaching and higher 
               
               
                   
                 quality customer interactions. 
               
               
                 Basic Criteria: 
                 No structure or consistency 
               
               
                   
                 No sharing of best practices and limited accountability 
               
               
                   
                 Reactive based feedback - information gathered only if there is a 
               
               
                   
                 complaint or an internal error is found 
               
               
                   
                 No remote voice or screen capture capability 
               
               
                   
                 Supervisors are able to listen in on live calls and can review agent 
               
               
                   
                 behavior to assess customer interaction performance. Call 
               
               
                   
                 recording is not enabled 
               
               
                   
                 Managers observe employees without clearly defined expectations 
               
               
                   
                 No defined process or regular scoring 
               
               
                   
                 No defined behaviors/transactions resulting in subjective 
               
               
                   
                 measurement 
               
               
                   
                 Inconsistent feedback and coaching 
               
               
                 Threshold Criteria: 
                 Basic audits from random samples done on a reactive basis 
               
               
                   
                 following basic policy and procedures. 
               
               
                   
                 Inconsistent approach which may only take place with new staff 
               
               
                   
                 Voice capture methodology is in place where customer/agent 
               
               
                   
                 interaction is audited for individual coaching purposes 
               
               
                   
                 Supervisors are able to listen in on calls and can review agent 
               
               
                   
                 behavior to assess customer interaction performance. Limited 
               
               
                   
                 voice recording is done at random throughout the month for each 
               
               
                   
                 agent with screen capture. 
               
               
                   
                 Audit based on end result of transaction. Internally focused 
               
               
                   
                 without taking the customer into account 
               
               
                   
                 Very basic measurement occurs with no view to process results 
               
               
                 Above Average 
                 Defined quality assurance program in place with detailed scoring 
               
               
                 Criteria 
                 rationale, calibration process, revision process and audit process 
               
               
                   
                 Program used as a compliance and performance tool 
               
               
                   
                 Voice and screen capture capability sampling both sides of the 
               
               
                   
                 conversation/transaction and scoring to the criteria with both sides 
               
               
                   
                 of the relationship in mind to ensure process procedures are 
               
               
                   
                 followed 
               
               
                   
                 Proactive based on random samples taken from a quality system 
               
               
                   
                 that is capturing employee activity 
               
               
                   
                 Supervisors are able to listen in on calls and can review agent 
               
               
                   
                 behavior to assess customer interaction performance. Reasonable 
               
               
                   
                 sample of calls recorded with screen capture per month. 
               
               
                   
                 Weighted evaluations are created (soft skills, procedures and 
               
               
                   
                 resolution are measured) and measurement is used to gauge 
               
               
                   
                 performance 
               
               
                   
                 Defined expectations creating accountability 
               
               
                 Leading Criteria: 
                 The quality program is calibrated with customer expectations 
               
               
                   
                 consistently and at a regular frequency 
               
               
                   
                 Quality auditing and calibration in place. Analysis and trending is 
               
               
                   
                 employed to improve results 
               
               
                   
                 Customer comments are leveraged to improve agent performance 
               
               
                   
                 as well as enhance upstream processes - increases accountability 
               
               
                   
                 Clearly defined process to follow, intertwined with knowledge 
               
               
                   
                 management and coaching 
               
               
                   
                 Customer reviews are posted such that they may be shared with 
               
               
                   
                 other customers and employees 
               
               
                   
                 Interactive and immediate feedback 
               
               
                   
                 Quality measures are extended beyond the call centre and applied 
               
               
                   
                 to the back office. Internal and external measurement tools in 
               
               
                   
                 place 
               
               
                   
                 Supervisors listening sessions are used to coach to results and most 
               
               
                   
                 pertinent data is provided in a timely manner. Large sample of 
               
               
                   
                 calls recorded with screen capture monthly 
               
               
                   
                 Information gathered is used for one-on-one coaching, process 
               
               
                   
                 changes and to ensure process procedures are followed and are 
               
               
                   
                 effective. This solidifies processes and uncovers best practices 
               
               
                   
                 Quality management team is the key input provider in identifying 
               
               
                   
                 best practices and performing root cause analysis 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 64 
               
               
                   
               
               
                 Manage Quality and Performance 
               
               
                 Knowledge Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Knowledge Management ensures that there is system and process 
               
               
                   
                 information available to each employee at the right time, in the right 
               
               
                   
                 way that is specific to each job function. This capability includes 
               
               
                   
                 process and policy documentation, support of knowledge transfer and 
               
               
                   
                 the provision of training materials. 
               
               
                 Basic Criteria: 
                 No active strategy for knowledge management or knowledge 
               
               
                   
                 exchange, this exists between teams on an informal basis - 
               
               
                   
                 knowledge is only shared between segments or functions 
               
               
                   
                 Inconsistencies in how business processes and procedures are followed 
               
               
                   
                 Hard copy training or reference manual explaining steps of the 
               
               
                   
                 process 
               
               
                   
                 Information is available but no proven way to determine how 
               
               
                   
                 efficient it is 
               
               
                   
                 Online PDF manuals documenting process mapping for main 
               
               
                   
                 business processes 
               
               
                   
                 Knowledge Management tools exist but are not utilized in training. 
               
               
                   
                 Limited use of the tools due to lack of trust. Individuals create own 
               
               
                   
                 work-arounds 
               
               
                   
                 Knowledge Management application lacks intuitive user interface 
               
               
                   
                 and basic search capabilities 
               
               
                   
                 Online business reference manuals with basic search capability 
               
               
                 Threshold Criteria: 
                 Knowledge sharing is encouraged but there is no formal provision 
               
               
                   
                 in the work day for this activity 
               
               
                   
                 Awareness of pre-defined policy and procedures and these are 
               
               
                   
                 followed according to volume of work - Knowledge Management 
               
               
                   
                 tool is referenced 
               
               
                   
                 Transactions are carried out in multiple ways, even though job aids 
               
               
                   
                 attempt to discourage this. Job aids are not effective for experienced  
               
               
                   
                 members of staff 
               
               
                   
                 Online information in PDF format reference manual, explains step by  
               
               
                   
                 step with basic search tool 
               
               
                   
                 Online mapping with related linked documents for main business 
               
               
                   
                 processes 
               
               
                   
                 Some reference to the tool but not directly using the tool for 
               
               
                   
                 training delivery 
               
               
                   
                 KM Application is easy to use and find information relevant to a 
               
               
                   
                 inbound call or back-office transaction 
               
               
                   
                 Key words identified in search capability for easier access to online 
               
               
                   
                 learning material 
               
               
                   
                 Some means of capturing usage patterns of tool and some reporting 
               
               
                 Above Average 
                 Knowledge management or exchange strategy is in place but lacks 
               
               
                 Criteria 
                 clarity or system/application support 
               
               
                   
                 Awarenessof pre-defined policy and procedures are easily 
               
               
                   
                 accessible to via their desktop 
               
               
                   
                 Policies meet regulatory and accountability requirements 
               
               
                   
                 Consistency between employees in performing transactions 
               
               
                   
                 Visual end-to-end business process flows with supporting 
               
               
                   
                 documentation linked to each flow 
               
               
                   
                 Online mapping and link to related data and documentation 
               
               
                   
                 All training material housed in knowledge management tool and it 
               
               
                   
                 is used for classroom delivery 
               
               
                   
                 KM Application is robust, either leverages directly or integrates 
               
               
                   
                 with existing Web Self-Service FAQ and is calibrated to drive 
               
               
                   
                 efficiency during each interaction. CTI integration allows for 
               
               
                   
                 screen pops that drive specific KM content to be displayed for 
               
               
                   
                 specific call/interaction types 
               
               
                   
                 Consolidated indexes for all employees to search 
               
               
                   
                 Driving adoption through coaching and direct link to performance 
               
               
                   
                 management 
               
               
                 Leading Criteria: 
                 Knowledge management or exchange strategy is in place and is 
               
               
                   
                 supported by a dedicated knowledge management 
               
               
                   
                 system/application and team 
               
               
                   
                 Knowledge management materials are consolidated and indexed so 
               
               
                   
                 that they may be easily accessed and searched by all employees. 
               
               
                   
                 All materials are available within three clicks online with linked 
               
               
                   
                 mapping 
               
               
                   
                 Adherence to process and policy requirements - standardized 
               
               
                   
                 policies and processes 
               
               
                   
                 Job aids specific to each functional area as well as end-to-end 
               
               
                   
                 process function 
               
               
                   
                 eLearning knowledge management tool drives self-paced training 
               
               
                   
                 and computer and self-based training that is customized to each 
               
               
                   
                 individual 
               
               
                   
                 Understand fully the business impacts of knowledge inconsistencies 
               
               
                   
                 KM Application is maintained and supported by one group, driven 
               
               
                   
                 by sophisticated natural language query, and “Smart” learning 
               
               
                   
                 capabilities 
               
               
                   
                 Continued investment in ongoing new service/product and 
               
               
                   
                 “refresher” training 
               
               
                   
                 A Google type search engine with “did you mean” capability 
               
               
                   
                 Robust understanding of usage - reporting that shows each click, 
               
               
                   
                 analysis of site and directs changes to site 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 65 
               
               
                   
               
               
                 Manage Quality and Performance 
               
               
                 Coaching 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Coaching delivers improved employee performance and increased 
               
               
                   
                 efficiencies by communicating, demonstrating and reinforcing best 
               
               
                   
                 practices. This capability constantly drives improvements by engaging 
               
               
                   
                 employees, building relationships, creating a two-way feedback forum, 
               
               
                   
                 and by tailoring practices based on procedural findings. 
               
               
                 Basic Criteria: 
                 No technology supporting coaching 
               
               
                   
                 No real-time or regularly scheduled coaching. Employees are only 
               
               
                   
                 reactively coached when there is a problem 
               
               
                   
                 Manager posts performance statistics once per month and agents 
               
               
                   
                 are required to seek them out to determine relative performance 
               
               
                   
                 Coaching takes the form of ad hoc meetings that do not happen on 
               
               
                   
                 a regular basis. Only problem areas are reviewed and proactive 
               
               
                   
                 developmental areas are not addressed 
               
               
                   
                 Manager must gather performance and quality information and 
               
               
                   
                 manually log into the system 
               
               
                 Threshold Criteria:  
                 Monthly coaching provided by manager 
               
               
                   
                 No real-time coaching 
               
               
                   
                 Reactive follow-up with no focus on employee development 
               
               
                   
                 Inconsistent coaching methodologies. Basic areas are reviewed but 
               
               
                   
                 using inconsistent methodologies. 
               
               
                   
                 Some peer-coaching is supported 
               
               
                 Above Average 
                 Quality and Performance Management (QPM) tools are employed. 
               
               
                 Criteria 
                 Employees can access their own statistics online and determine 
               
               
                   
                 relative performance 
               
               
                   
                 Coach initiates sessions and discusses improvement plans with 
               
               
                   
                 agents 
               
               
                   
                 Templated and consistent feedback for each performance measure 
               
               
                   
                 and for sharing best practices 
               
               
                 Leading Criteria: 
                 Individual, team, and center-level performance statistics available 
               
               
                   
                 to agents on a real-time basis 
               
               
                   
                 Agents have access to the reporting tool and have the knowledge to 
               
               
                   
                 understand how to attain and surpass the expectations on a near 
               
               
                   
                 real-time basis 
               
               
                   
                 Online coaching forms completed prior to going into coaching 
               
               
                   
                 sessions - employee initiated direction and actions 
               
               
                   
                 Training provided on how to drive own performance, plans and 
               
               
                   
                 commitments 
               
               
                   
                 Career coaching component is integrated into the process 
               
               
                   
                 Involves video or live-monitor coaching sessions to give coaches 
               
               
                   
                 feedback on the sessions 
               
               
                   
                 Formal program to train coaches, managers and peer coaches to 
               
               
                   
                 ensure consistency and effectiveness in approach 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 66 
               
               
                   
               
               
                 Manage Quality and Performance 
               
               
                 Performance Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Performance Management creates a high performance culture that 
               
               
                   
                 actively supports employee development, continuously improves 
               
               
                   
                 performance, and rewards measurable results. This capability supports 
               
               
                   
                 the timely, cost-effective delivery of high quality services by motivating 
               
               
                   
                 staff and placing and retaining the best people in the most appropriate 
               
               
                   
                 roles. 
               
               
                 Basic Criteria: 
                 Performance feedback is reactive and generally negative, usually 
               
               
                   
                 delivered by supervisor and based on subjective assessments by 
               
               
                   
                 colleagues and supervisors 
               
               
                   
                 Performance appraisal system is aligned with annual HR-managed 
               
               
                   
                 pay reviews, as opposed to being part of an ongoing process 
               
               
                   
                 The performance management system is inflexible and outcomes 
               
               
                   
                 rarely reflect true performance which tends to not be motivational 
               
               
                   
                 Supervisors are not accountable for individual agent performance 
               
               
                   
                 and satisfaction 
               
               
                   
                 Training programs are unstructured and reactive to work errors, 
               
               
                   
                 rather than performance objectives - annual coaching 
               
               
                   
                 No career path or succession planning 
               
               
                   
                 Ad hoc recognition with no structured program in place 
               
               
                 Threshold Criteria:  
                 Performance feedback is proactive but often overlooked and 
               
               
                   
                 presented in quantitative terms 
               
               
                   
                 Performance appraisal system is aligned with annual HR-managed 
               
               
                   
                 pay reviews - bonus payout is based on a very subjective ranking 
               
               
                   
                 process 
               
               
                   
                 The performance management system is inflexible but mostly 
               
               
                   
                 effective. Feedback style is not controlled/censored/relevant 
               
               
                   
                 On-the-job performance management training 
               
               
                   
                 No documentation of performance throughout the year 
               
               
                   
                 Succession planning tracking through spreadsheets 
               
               
                   
                 Recognition and performance is encouraged at the management 
               
               
                   
                 level 
               
               
                 Above Average 
                 Proactive performance feedback provided by supervisor in a 
               
               
                 Criteria 
                 controlled feedback style 
               
               
                   
                 Ongoing performance management system including proper 
               
               
                   
                 performance documentation throughout the year 
               
               
                   
                 Annual process based on objective criteria for ranking. Not based 
               
               
                   
                 on just a conversation but an objective calculation that determines 
               
               
                   
                 threshold of payout 
               
               
                   
                 Annual bonus process is attractive and helps recruit high-quality 
               
               
                   
                 staff 
               
               
                   
                 Monthly bonus payout 
               
               
                   
                 Monthly performance coaching 
               
               
                   
                 Training programs are structured towards career progression and 
               
               
                   
                 training targets are set at an individual level 
               
               
                   
                 Rigorous succession planning process linked to Workforce 
               
               
                   
                 Planning and to HR. Proactive approach including the use of 
               
               
                   
                 career counselors 
               
               
                   
                 Recognition and performance is encouraged at all levels through 
               
               
                   
                 formal and informal processes 
               
               
                 Leading Criteria: 
                 Performance feedback provided by supervisors and customers (via 
               
               
                   
                 surveys). Near real-time online performance feedback enables near 
               
               
                   
                 real-time coaching 
               
               
                   
                 Consistency with regards to set objectives based on role function. 
               
               
                   
                 Rewards and assessment criteria are clearly understood and 
               
               
                   
                 allocated and contributions are identified and recognized 
               
               
                   
                 Performance appraisal system is ongoing with quantitative and 
               
               
                   
                 qualitative assessments, culminating in an annual review - 
               
               
                   
                 Leadership surveys and 360 reviews factored into annual reviews 
               
               
                   
                 The performance management system is appropriate for purpose 
               
               
                   
                 and efficient to manage and implement 
               
               
                   
                 Supervisors are accountable for their team&#39;s performance, trained 
               
               
                   
                 to assess performance, give constructive feedback and to determine 
               
               
                   
                 the root causes of quality and metric issues 
               
               
                   
                 Effective succession planning program in place to identify and 
               
               
                   
                 address skill gaps 
               
               
                   
                 Recognition and performance is encouraged at all levels and 
               
               
                   
                 automated tools are available to all 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 67 
               
               
                   
               
               
                 Manage Quality and Performance 
               
               
                 People Development 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 People Development develops and empowers employees by providing 
               
               
                   
                 access to resources and training opportunities to acquire the skills 
               
               
                   
                 required for both themselves and the operations to achieve maximum 
               
               
                   
                 potential. 
               
               
                 Basic Criteria: 
                 No job rotation program. Cross training of employees occurs only 
               
               
                   
                 when there is a need to back-fill for vacation or attrition (reactive 
               
               
                   
                 approach) 
               
               
                   
                 No structured mentoring program. Mentoring relationships may form 
               
               
                   
                 naturally however is usually with own manager 
               
               
                   
                 No educational programs for business/operation knowledge 
               
               
                   
                 development 
               
               
                   
                 No structure or plan for succession or targeted job related learning 
               
               
                 Threshold Criteria: 
                 Proactive approach with regards to training to back-fill for absences 
               
               
                   
                 Mentoring relationships are encouraged however no structured 
               
               
                   
                 program exists. Time spent mentoring is on an ad hoc basis 
               
               
                   
                 Educational programs exist in the form of “lunch and learns” which 
               
               
                   
                 are not necessarily business relevant. These sessions are often held 
               
               
                   
                 on an ad hoc basis with no set objectives 
               
               
                   
                 Manager directed development based on performance meetings. 
               
               
                   
                 Very basic level based on employee interests and showing the 
               
               
                   
                 employee how to further gather information 
               
               
                 Above Average 
                 Job rotation and cross-training occurs within employees&#39; own 
               
               
                 Criteria 
                 department Proactive approach based on absences 
               
               
                   
                 Structured mentoring program at the employee level. Formal 
               
               
                   
                 matching of relationship occurs with individuals outside of direct 
               
               
                   
                 manager but within home department. Additional mentoring 
               
               
                   
                 program for future/potential leaders 
               
               
                   
                 Educational programs in the form of “lunch and learns” and formal 
               
               
                   
                 communications Business relevant and based on predetermined 
               
               
                   
                 objectives. Reactive based on needs 
               
               
                   
                 Online resources and tools available for personal (job related) 
               
               
                   
                 development - e.g. “lunch and learns” 
               
               
                   
                 Personal development efforts are directly tied to succession planning 
               
               
                 Leading Criteria: 
                 Proactive approach to job rotation and cross-training - based on 
               
               
                   
                 needs analysis with regards to absences and business needs 
               
               
                   
                 Job rotation and cross-training occurs within own department and 
               
               
                   
                 across other departments 
               
               
                   
                 Cross-training programs in place for the purposes of succession 
               
               
                   
                 planning and personal development 
               
               
                   
                 Structured mentoring program at both the employee and manager 
               
               
                   
                 level. Formal matching of relationship across company (may occur 
               
               
                   
                 across borders). Peer buddy program in place for new joiners 
               
               
                   
                 Educational programs exist in various delivery forms (e.g., self study,  
               
               
                   
                 lunch and learns, electronic self assessment) based on the needs  
               
               
                   
                 and strategic objectives of both the utility and the business - 
               
               
                   
                 proactive approach, themes determined annually 
               
               
                   
                 Educational programs are supported by management and 
               
               
                   
                 operations - corporate wide visibility and participation (where 
               
               
                   
                 applicable) 
               
               
                   
                 Personal development embedded in performance process. 
               
               
                   
                 Employee initiated plan - tools, resources and career counselors available 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 68 
               
               
                   
               
               
                 Manage Quality and Performance 
               
               
                 People Advocacy 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 People Advocacy creates an engaged workforce that is empowered, 
               
               
                   
                 challenged and motivated to collectively achieve maximum potential on 
               
               
                   
                 an individual and team basis by deploying an integrated proactive and 
               
               
                   
                 comprehensive program to encourage and transform the culture. 
               
               
                 Basic Criteria: 
                 No communication strategy and unstructured and reactive 
               
               
                   
                 communications 
               
               
                   
                 Ad hoc leadership courses offered on a reactive basis with no 
               
               
                   
                 consistency 
               
               
                   
                 No leadership program curriculum 
               
               
                   
                 Rewards and recognition given on an ad hoc basis. No structured 
               
               
                   
                 rewards or consistency in recognition practices 
               
               
                   
                 Employee engagement strategy is based around social events 
               
               
                   
                 No specific change management plan, process or strategy in place - 
               
               
                   
                 reactive approach 
               
               
                 Threshold Criteria: 
                 Basic communication strategy with various unproven 
               
               
                   
                 communication vehicles 
               
               
                   
                 Basic leadership courses/training offered for managers only. No 
               
               
                   
                 customization of leadership training to meet specific needs and no 
               
               
                   
                 assurance that learned leadership skills are transferable into the 
               
               
                   
                 workplace 
               
               
                   
                 Some predetermined criteria for recognition however no 
               
               
                   
                 consistency with regards to rewards or across departments 
               
               
                   
                 Each department has their own strategy and approach to employee 
               
               
                   
                 engagement. No consistency or focused attention 
               
               
                   
                 Change management efforts exist for some projects with no 
               
               
                   
                 dedicated effort or consistency. Once a project is completed the 
               
               
                   
                 change management stops 
               
               
                 Above Average 
                 Tested and proven communication vehicles (two-way and audience 
               
               
                 Criteria 
                 specific) 
               
               
                   
                 Concrete communication strategy and processes with proactive 
               
               
                   
                 communications that are consistent and professional with an 
               
               
                   
                 identifiable brand 
               
               
                   
                 Leadership development needs analysis completed with specific 
               
               
                   
                 training offered based on identified needs. Accountability to 
               
               
                   
                 ensure leadership skills are practiced and transferred into the 
               
               
                   
                 workplace 
               
               
                   
                 Reactive succession planning 
               
               
                   
                 Structured rewards &amp; recognition program based on needs analysis 
               
               
                   
                 Heavily administrative - fair, meaningful and consistent 
               
               
                   
                 recognition predetermined goals/behaviors 
               
               
                   
                 Well-defined employee engagement strategy customized based on 
               
               
                   
                 high level corporate strategy and employee feedback versus not 
               
               
                   
                 functional level specific. Management are held accountable for 
               
               
                   
                 employee engagement 
               
               
                   
                 A basic change management strategy in place for all projects 
               
               
                   
                 and/or changes. Mainly reactive efforts 
               
               
                 Leading Criteria: 
                 Online communication portal which archives communications and 
               
               
                   
                 fosters two-way communication 
               
               
                   
                 Well-defined leadership program curriculum. Diversified training 
               
               
                   
                 vehicles and online resource portal and links to performance 
               
               
                   
                 management and leadership surveys 
               
               
                   
                 Customized Leadership Program to identify and develop future 
               
               
                   
                 leaders and an effective succession planning process linked to 
               
               
                   
                 career development 
               
               
                   
                 A structured, online program that enables individual customization 
               
               
                   
                 of rewards with minimal administration 
               
               
                   
                 Tracking and submission of nominations for external prestigious 
               
               
                   
                 business awards 
               
               
                   
                 Departmental engagement strategies are aligned with corporate 
               
               
                   
                 engagement strategies and objectives 
               
               
                   
                 A proactive, customized approach to employee engagement that is 
               
               
                   
                 functional and departmental specific 
               
               
                   
                 Embedded change management plan and strategy. All 
               
               
                   
                 projects/efforts required change management plans 
               
               
                   
               
             
          
         
       
     
     The following Tables 69-71 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the manage third party interaction platform  122 . 
     
       
         
               
             
               
               
             
           
               
                 TABLE 69 
               
               
                   
               
               
                 Manage Third Party Interaction 
               
               
                 Vendor Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Vendor Management is the use of a third party in the retail back office 
               
               
                   
                 (e.g. outsourced services or third party meter read operators). This 
               
               
                   
                 capability includes the structure of interaction with a third party 
               
               
                   
                 specifically pertaining to the contract roles and responsibilities, training, 
               
               
                   
                 workforce management, service levels and retailer interaction. 
               
               
                 Basic Criteria: 
                 Prospective vendors and third parties are not fully investigated and 
               
               
                   
                 impact of the agreement is not fully realized prior to contractual 
               
               
                   
                 commitment 
               
               
                   
                 Service provider required to handle a varying volume of work in an 
               
               
                   
                 unstructured manner (e.g. call centre handling over flow during 
               
               
                   
                 peak call times) 
               
               
                   
                 Limited induction training 
               
               
                   
                 Limited or no data sharing takes place. If so, data is transferred via 
               
               
                   
                 email and spreadsheet on an ad hoc basis 
               
               
                   
                 No formal data sharing mechanism in place 
               
               
                   
                 Service provider has no concept of required customer experience 
               
               
                   
                 No contingency plans are in place for vendors 
               
               
                   
                 No periodic review of vendors is conducted 
               
               
                 Threshold Criteria: 
                 Vendor and third party opportunities are created as a reaction to 
               
               
                   
                 offers rather than through proactive initiatives 
               
               
                   
                 Service provider and retailer in a mutually beneficial collaborative 
               
               
                   
                 manner 
               
               
                   
                 Limited or no data sharing (e.g. data is transferred via email and 
               
               
                   
                 spreadsheet on an ad hoc basis) 
               
               
                   
                 Simplistic contingency plans in place for vendor relationships 
               
               
                   
                 All third parties and retailer have common goals however these are 
               
               
                   
                 not necessarily tracked 
               
               
                   
                 Communication between retailer and third parties is formal but 
               
               
                   
                 lacks quality and rigor and therefore compromises the focus on 
               
               
                   
                 contractual commitments 
               
               
                   
                 Ad hoc review of vendors to measure realized value 
               
               
                 Above Average 
                 Vendors and third parties are sought/investigated in response to a 
               
               
                 Criteria 
                 sudden change in customer base/value or operational need rather 
               
               
                   
                 than as part of a long term strategy 
               
               
                   
                 Service provider and retailer work in a mutually beneficial 
               
               
                   
                 collaborative manner with a data and knowledge transfer strategy 
               
               
                   
                 in place to support this 
               
               
                   
                 Proactive contingency planning 
               
               
                   
                 All third parties and retailer have common goals against which 
               
               
                   
                 progress is formally tracked both individually and collaboratively 
               
               
                   
                 Communication between retailer and third parties is consistent and 
               
               
                   
                 defined in the formal agreement and focuses on contractual 
               
               
                   
                 commitments and customer experience 
               
               
                   
                 Vendors are regularly appraised 
               
               
                 Leading Criteria: 
                 Vendors and third parties are proactively sought/investigated as 
               
               
                   
                 part of a long term strategy to meet customer requirements and 
               
               
                   
                 promote growth in terms of brand value, customer value and 
               
               
                   
                 operational effectiveness 
               
               
                   
                 Maturity of relationship is based more on business outcomes rather 
               
               
                   
                 than metrics 
               
               
                   
                 Service provider and retailer work in a mutually beneficial 
               
               
                   
                 collaborative manner that is stable 
               
               
                   
                 Proactive contingency planning that is tested regularly 
               
               
                   
                 Third parties and retailer have aligned goals, objectives and service 
               
               
                   
                 level agreements against which progress is formally tracked both 
               
               
                   
                 individually and collaboratively 
               
               
                   
                 Service provider is chosen to strategically provide complementary 
               
               
                   
                 benefits (e.g. differing time zones offering opportunity for 24 hr 
               
               
                   
                 support) 
               
               
                   
                 Communication between retailer and third parties is frequent and 
               
               
                   
                 varied, with informal communication to ensure strong team work 
               
               
                   
                 and formal communications to maintain focus on contractual 
               
               
                   
                 commitments and customer experience 
               
               
                   
                 Vendors are regularly appraised and measured against a standard 
               
               
                   
                 set of performance metrics displayed in a dashboard format 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 70 
               
               
                   
               
               
                 Manage Third Party Interaction 
               
               
                 Industry Transaction Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Industry Transaction Management is the information management and 
               
               
                   
                 transfer between a retail utility, the market, other utilities and other 
               
               
                   
                 retailers for the purposes of transactional customer and metering data 
               
               
                   
                 needed for acquisition, consumption, billing, service orders, and loss 
               
               
                   
                 notification processes. 
               
               
                 Basic Criteria: 
                 Manual reporting capability into the clearing house hub to comply 
               
               
                   
                 to reporting protocols 
               
               
                   
                 Transactional data is shared on an ad hoc basis and formats often need  
               
               
                   
                 to be translated to apply to each participant 
               
               
                   
                 Basic consumption information is exchanged 
               
               
                   
                 Start/stop requests are received by the retailer and manually transmitted  
               
               
                   
                 to other industry participants 
               
               
                   
                 Reactive reporting at a basic level available to satisfy regulatory 
               
               
                   
                 requirements 
               
               
                 Threshold Criteria: 
                 Semi-automated reporting capability into the clearing house hub to 
               
               
                   
                 comply to reporting protocols 
               
               
                   
                 Transactional data is shared on a periodic basis 
               
               
                   
                 Format is consistent for information exchange but source systems 
               
               
                   
                 are disparate across the market 
               
               
                   
                 Templated tools are used to capture start/stop requests and relay to 
               
               
                   
                 distribution organizations and other entities 
               
               
                   
                 Periodic reporting distributed to key participants to satisfy 
               
               
                   
                 regulatory requirements 
               
               
                 Above Average 
                 Automated reporting capability into the clearing house hub to comply  
               
               
                 Criteria 
                 to reporting protocols 
               
               
                   
                 Transactional data is shared on a daily basis through a centralized 
               
               
                   
                 information exchange 
               
               
                   
                 Increased standardization enables the customization of each party&#39;s 
               
               
                   
                 systems 
               
               
                   
                 Start/stop requests are logged into shared systems and status is 
               
               
                   
                 available to all participants 
               
               
                   
                 Regular reporting available to satisfy regulatory requirements 
               
               
                   
                 distributed to all participants 
               
               
                 Leading Criteria: 
                 Automated and configurable reporting capability into the clearing 
               
               
                   
                 house hub to comply to reporting protocols 
               
               
                   
                 Transactional information is shared on a real-time basis directly 
               
               
                   
                 from CIS and other output systems in a consistent native format 
               
               
                   
                 Industry-wide participation in determining technical interface 
               
               
                   
                 requirements 
               
               
                   
                 Standardization enables each participant to proactively design 
               
               
                   
                 enhancements and new systems to seamlessly integrate with markets 
               
               
                   
                 Detailed consumption history, patterns, and current consumption is 
               
               
                   
                 shared among participants 
               
               
                   
                 Start/stop requests are received and processed automatically with 
               
               
                   
                 tracking and push notifications of status change 
               
               
                   
                 Proactive, customizable and detailed real-time reporting available to  
               
               
                   
                 regulators and all participants 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 71 
               
               
                   
               
               
                 Manage Third Party Interaction 
               
               
                 Technology and Infrastructure Management 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Technology &amp; Infrastructure Management supports and stabilizes the 
               
               
                   
                 customer contact system, contact center infrastructure, telephony, and 
               
               
                   
                 all quality tools. It gives full support to the business with regards to 
               
               
                   
                 business system requests, enhancements and maintenance. This 
               
               
                   
                 capability also ensures that all assets fit the strategic objectives and 
               
               
                   
                 needs of the business. 
               
               
                 Basic Criteria: 
                 No dedicated staff in place 
               
               
                   
                 No effective liaison or coordination between differing data needs 
               
               
                   
                 of different retail areas (meter data, customer data, quality data, etc.) 
               
               
                   
                 No processes in place to manage the release approach to system 
               
               
                   
                 upgrades 
               
               
                   
                 Management is ad hoc and reactive when issues or problems arise 
               
               
                   
                 in the system. No formal process for assessing enhancements for the  
               
               
                   
                 systems 
               
               
                   
                 No documentation or testing 
               
               
                   
                 No communication - no one point of contact - people going 
               
               
                   
                 everywhere to find out what is happening with the system 
               
               
                   
                 No clearly defined business requirements - unable to see the whole 
               
               
                   
                 picture - deal with the big issues first 
               
               
                   
                 No formal budgetary tracking 
               
               
                 Threshold Criteria: 
                 Cross-functional team in place to handle technology management 
               
               
                   
                 Ad hoc processes in place to ensure coordination between different 
               
               
                   
                 retail groups&#39; data and system needs 
               
               
                   
                 Ad hoc, reactive release approach 
               
               
                   
                 Management is proactive with no plan or direction for defining 
               
               
                   
                 enhancements - understand the need to look at potential issues 
               
               
                   
                 before they happen but do not have a plan in place to carry this forward 
               
               
                   
                 Some existing documentation and testing 
               
               
                   
                 One point of contact but practices not adhered to by the business 
               
               
                   
                 No process or control over change requests 
               
               
                   
                 Plan exists to look at business cases but is still reactive 
               
               
                   
                 Requests are being created but do not cover all aspects 
               
               
                   
                 No prioritization of fixes based on predetermined criteria 
               
               
                   
                 Ad hoc processes to track technology budget on an annual basis 
               
               
                 Above Average 
                 Group within IT tasked with formal processes to liaise between 
               
               
                 Criteria 
                 groups and provide coordination for a cohesive approach to 
               
               
                   
                 different data and information systems 
               
               
                   
                 Formal process and ad hoc timelines put in place to respond to system  
               
               
                   
                 changes 
               
               
                   
                 Anticipate issues by looking at what may be the potential issues 
               
               
                   
                 and problems before implementing new enhancements 
               
               
                   
                 Elaborate testing and understanding of what other systems are 
               
               
                   
                 doing and determine what will happen when systems are brought 
               
               
                   
                 together 
               
               
                   
                 Significant level of documentation 
               
               
                   
                 All business needs and requests are funneled through one point of 
               
               
                   
                 contact - process for documenting and submitting change requests 
               
               
                   
                 and business cases 
               
               
                   
                 Plan in place and the knowledge to know what to do when 
               
               
                   
                 something goes wrong - initial background work completed to identify  
               
               
                   
                 potential impacts 
               
               
                   
                 Proactive and planned approach - however still have lots of tools 
               
               
                   
                 and do not always know how each are working and how they will 
               
               
                   
                 work together 
               
               
                   
                 Defined process to automatically track technology budget at defined  
               
               
                   
                 intervals 
               
               
                 Leading Criteria: 
                 Dedicated solution architect tasked with formalized proactive 
               
               
                   
                 processes in place to continuously liaise with all differing retail areas  
               
               
                   
                 (meter data, customer data, quality data, etc.) 
               
               
                   
                 Formal processes and timelines in place to manage release approach to  
               
               
                   
                 system changes 
               
               
                   
                 Quarterly review of what the system is doing and anticipate necessary  
               
               
                   
                 upgrades/fixes and enhancements 
               
               
                   
                 Proactive approach to ensure system stabilization 
               
               
                   
                 Full documentation of system history - hat has been done, the tools,  
               
               
                   
                 etc. and formalized processes for ensuring that the 
               
               
                   
                 documentation is maintained 
               
               
                   
                 All change requests have firm business cases linked to them to ensure  
               
               
                   
                 system is not compromised - all look at FTE reduction and 
               
               
                   
                 if changes will result in higher productivity while keeping systems 
               
               
                   
                 stable - roactively identify changes 
               
               
                   
                 Point of contact has a firm plan in place and documentation on how 
               
               
                   
                 the system issues and stabilization are done - plan is 
               
               
                   
                 communicated and translated into the business 
               
               
                   
                 Technology budget is automatically tracked on an ongoing basis and is  
               
               
                   
                 able to produce custom reporting 
               
               
                   
                 Continuous improvement processes in place on an annual basis 
               
               
                   
               
             
          
         
       
     
       FIG. 13  shows a multidimensional utility industry performance reference set  1300  (“reference set  1300 ”) that provides a capability detail pool from which the system described below may obtain benchmarking tables for a utility business. The reference set  1300  includes multiple key assessment performance reference tables (“reference tables”), two of which are labeled  1302  and  1304 . Each reference table may provide the benchmarking criteria for a specific capability, such as those noted above with respect to  FIGS. 2-13 . 
     One dimension of each table may establish the ‘Basic’ performance level  140  specifying ‘Basic’ performance assessment criteria, the ‘Threshold’ performance level  142  specifying ‘Threshold’ performance assessment criteria, the ‘Above Average’ performance level  144  specifying ‘Above Average’ performance assessment criteria, and the ‘Leading’ performance level  145  specifying ‘Leading’ performance assessment criteria. Another dimension of each table may specify one or more key assessment areas (KAAs), several of which are labeled  1306 ,  1308 , and  1310 . As noted above, performance criteria, e.g., the PCC  1312 , populates each key assessment performance reference table to provide benchmark criteria for ‘Basic’, ‘Threshold’, ‘Above Average,’ and ‘Leading’ characteristics. 
     The reference set  1300  represents the HPCA model  100 . Consistent with the HPCA model  100 , the reference set  1300  may organize multiple reference tables into a hierarchical structure defining discrete changes in granularity. In one implementation, the hierarchical structure includes reference tables, sub-platforms, platforms, and models.  FIG. 13  labels three sub-platforms  1314 ,  1316 , and  1318 . The reference set  1300  may further organize the platforms into sub-platforms, two of which are labeled  1320  and  1322 . Platforms aggregate into the HPCA model  100  and corresponding reference set  1300 . Additional, different, or fewer levels of granularity may be defined in the HPCA model  100 . 
     The reference set  1300  may dynamically populate the reference tables with the most up-to-date performance criteria, for example upon retrieval and presentation by a business analysis consultant. The performance criteria may be retrieved from a performance capability criteria database or other information source. 
       FIG. 13  also shows an example of a database implementation  1324  of a portion of a reference table. In particular, the database implementation  1324  includes records (e.g., the records  1326 ,  1328 ,  1330 ,  1331 ) that establish each PCC  1312 . In the example shown, each record includes a PCC field  1332 , a category specifier field  1334 , and a KAA specifier field  1336 . Other fields may be provided, such as a reference table assignment field or reference set assignment field. The records categorize each PCC into a specific category (e.g., Basic), into a specific KAA, and, optionally, into a specific reference table in a specific reference set for any particular HPCA model. 
       FIG. 14  shows a high-performance capability assessment system (“system”)  1400 . The system  1400  includes a processor  1402  and a memory  1404 . Several databases support the operation of the system  1400 , including a capability performance database  1406 , a performance measured database  1408 , a capability detail pool database  1410 , and an assessment results database  1426 . The system  1400  may include a local display  1412  and input/output interfaces  1417  (e.g., including a keyboard, mouse, microphone, speakers, or other device), and, through the communication interface  1414  and networks  1416 , may communicate with remote devices  1418  and remote displays  1420 . The networks  1416  may be any combination of external networks (e.g., the Internet) and internal networks (e.g., corporate LANs). The displays  1412  and  1420  may, for example, present performance capability assessment models  1422  that the system  1400  retrieves from the capability detail pool database  1410  for review, modification, and application by process engineers or other individuals. With regard to local access or access by the remote devices  1418 , the system  1400  may include a login processing program  1424  to authenticate and/or authorize access to the system  1400 . To that end, the login processing program  1424  may include username/password verification, private/public key encryption, or other validation and data protection capabilities. 
     In one implementation, the capability performance database  1406  stores performance criteria. As will be described in more detail below, the system  1400  may populate performance capability assessment models with performance capability criteria suited to any particular platform (e.g., manage retail strategy platform  102 , manage interaction platform  104 , etc.) and business capability at one or more capability levels across one or more key assessment areas. The performance measured database  1408  may store the determined, measured, or otherwise ascertained characteristics, criteria, and other measured data of a particular key assessment area as representative practice data  1448 . The representative practice data  1448  may be obtained through interviews with business consultants and industrial engineers, through online questionnaires, through manual or automated analysis of business data (e.g., year-end operating reports), or in other manners. The capability detail pool database  1410  stores the capability detail pool  1300 , which includes pre-defined performance capability assessment models  1422 . The assessment results database  1426  stores determined capability levels for specific capabilities that have been analyzed. 
     The system  1400  facilitates the review, modification, creation, and application of performance capability assessment models. In that role, performance capability assessment model manipulation logic (“manipulation logic”)  1446  within the system  1400  creates, retrieves, and stores capability assessment data  1428  in the memory  1404 . The manipulation logic  1446  may establish capability assessment data  1428  in the memory  1404 , including a capability assessment data structure  1430  with multiple capability levels (“CL”)  1432  organized along a scale of mastery dimension, multiple key assessment areas (“KAA”)  1434  organized along a key factor dimension, and performance criteria (“PCC”)  1436  that populates the performance capability assessment model  1430 . The manipulation logic  1446  may vary widely in implementation, and, as one example, may include data storage logic  1452  that saves data in memory and user interface logic that accepts capability level specifications, key assessment area specifications and performance capability criteria inputs to create new performance capability assessment models, modify existing performance capability assessment models, delete performance capability assessment models, or retrieve performance capability assessment models for review. 
     In one implementation, the manipulation logic  1446  establishes the capability assessment data structure  1430  to include a multidimensional utility industry performance reference set that includes multiple key assessment performance reference tables in which the key assessment performance reference tables include a ‘Basic’ capability performance level, a ‘Threshold’ capability performance level, an ‘Above Average’ capability performance level, and a ‘Leading’ capability performance level. 
     The capability assessment data  1428  may also include a capability position specifier  1438 . The capability position specifier  1438  may record the capability level along the scale of mastery  146 , as determined for any particular capability. Thus, the system  1400  may store the performance level in the assessment results database  1426  or elsewhere for future retrieval and review. 
     In one implementation, the data population logic  1440  may be a data population program executed by the processor  1402  that populates template performance capability assessment models. For example, the data population logic  1440  may include input logic  1450  that accepts input specifying a capability of interest that indicates a particular performance capability assessment model. The data population logic  1440  may include query logic  1445  that executes database queries and prompts a user for input to obtain the corresponding performance capability criteria for the capability of interest. 
     In another implementation, for example, the query logic  1445  may receive an input specifying a utility industry area and a utility industry key assessment area with the utility industry area for analysis. The query logic  1445  searches the multidimensional utility industry performance reference set for a matching key assessment performance reference table that matches the utility industry area and the utility industry key assessment area, and retrieves the matching key assessment performance reference table. 
     The data population logic  1440  may further include storage logic that adds the retrieved performance capability criteria to the template performance capability assessment model. The data population logic  1440  produces populated performance capability assessment structures  1442  that may be stored in the capability detail pool database  1410 . 
     In addition to the analysis process described above, the system  1400  may provide an automated analysis of representative practice data  1448  that identifies relevant performance capability criteria and determines the position on the scale of mastery  146  of each key assessment area corresponding to the performance capability criteria for the representative practice data  1448 . As one example, the system  1400  may implement capability assessment logic  1444  that includes comparison and/or matching logic that analyzes the representative practice data  1448  with respect to performance capability criteria to locate key assessment areas for which the system  1400  can determine capability levels to obtain a resultant performance level for each key assessment area. 
     Furthermore, the capability assessment logic  1444  may determine an overall position on the scale of mastery  146  as the capability position specifier  1438 , for a capability under examination given the knowledge of where the key assessment areas corresponding to the capability under examination fall in each capability level. Thus, for example, the capability assessment logic  1444  may determine an overall capability level for a capability corresponding to the capability level for the majority of the key assessment areas, or it may apply a weighted analysis technique to give more emphasis to some key assessment areas than others in determining the overall position on the scale of mastery  146  for a capability. As another example, the capability assessment logic  1444  may implement an expert system (e.g., based on a neural network trained on prior determinations) that analyzes the determined characteristics with respect to the performance capability criteria and ascertains where the capability under examination falls along the scale of mastery  146  for each of the key assessment areas, or overall on the scale of mastery. 
       FIG. 15  shows a flow diagram  1500  for creating performance capability assessment models. The performance capability assessment model creator (e.g., the manipulation logic  1446 ) establishes a key factor dimension for the performance capability assessment model ( 1502 ). The performance capability assessment model creator also establishes a capability scale dimension for the performance capability assessment model ( 1504 ). The capability scale dimension may define a scale of increasing organizational capability. For example, the structure creator may create the ‘Basic’ level  140 , the ‘Threshold’ level  142 , the ‘Above Average’ level  144 , and the ‘Leading’ level  145 . The performance capability assessment model creator also populates the performance capability assessment model with capability performance criteria ( 1506 ). A capability detail pool  1300  may be formed to hold multiple tailored key assessment performance reference tables ( 1508 ). The performance capability assessment model creator may store the populated assessment structure in the capability detail pool for subsequent retrieval and analysis ( 1510 ). 
       FIG. 16  shows a flow diagram  1600  for retrieving and applying performance capability assessment models. A selection of a capability to be analyzed is obtained ( 1602 ). In one implementation, the system  1400  receives input data that specifies a utility industry area and a utility industry key assessment area for analysis. For example, the system  1400  may accept input from a business consultant that specifies a capability for analysis. The system  1400  may query the capability detail pool  1300  for a corresponding performance capability assessment model ( 1604 ). The corresponding performance capability assessment model may be pre-defined in the capability detail pool  1300 , or the data population logic  1330  (or other actor) may populate a performance capability assessment model template that the system  1400  newly creates, or that the system  1400  retrieves from a data store, such as the capability detail pool database  1410 . 
     In another example, the system  1400  searches the multidimensional utility industry performance reference set in the capability detail pool  1300  for a matching key assessment performance reference table based on the input data that specifies a utility industry platform and a utility industry key assessment area. The system  1400  retrieves the matching key assessment performance reference table and initiates analysis of the matching key assessment performance reference table to obtain a resultant performance level for the utility industry key assessment area. 
     The system  1400  obtains representative practice data  1448  for the capability under examination in the specific business under review ( 1606 ). For example, a business consultant may interview the business to determine how the business currently executes the capability under review. As another example, a representative from the business may complete a questionnaire, submit business data for analysis and parameter extraction, or otherwise provide the characteristics of their current capability execution. As a further example, the system  1400  may retrieve the representative practice data  1448  from a database of previously obtained representative practice data. 
     The system  1400  compares the representative practice data  1448  to the performance criteria in the performance capability assessment model ( 1608 ). For example, a business consultant may use his or her expertise to arrive at a determination of level for the business and the capability under examination ( 1610 ). Alternatively or additionally, the capability assessment logic  1444  may perform an automated analysis of the assessment results data in the assessment results database  1426  and ascertain the performance level on the scale of mastery  146  ( 1610 ). The system  1400  may store the assessment results, including the determined performance level, for future reference in the assessment results database  1426  or other location ( 1612 ). 
       FIG. 17  shows a flow diagram  1700  for analyzing representative practice data  1448  to determine a utility industry and a utility key assessment area to which the representative practice data applies. The system  1400  receives representative practice data  1448  as input data ( 1702 ). The system  1400  may receive the representative practice data  1448  from a database query performed by the query logic  1445  that the query logic executes periodically, when instructed by an operator, and/or automatically against any number of available database sources that store representative practice data  1448 . The capability assessment logic  1444  analyzes the representative practice data  1448  to identify performance capability criteria in the capability detail pool  1300  that the capability assessment logic  1444  determines relevant to the representative practice data  1448  ( 1704 ). For example, the capability assessment logic  1444  may compare and/or match the content of the representative practice data  1448  with the performance capability criteria using natural language processing (NLP), text string and/or substring matching, by comparing tags linked to the representative practice data  1448  and that specify that any portion of the representative practice data  1448  is applicable to a specific PCC, by querying for a manual classification of the representative practice data  1448  to a PCC, or other matching technique. The capability assessment logic  1444  may score and/or weight a performance capability criteria and compare the score and/or weight to a user specified relevance threshold to rank the relevance of the performance capability criteria to the representative practice data  1448  ( 1706 ). The user may specify particular terms and/or phrases to search and match between the performance capability criteria and the representative practice data  1448 , in order to score the performance capability criteria. 
     The capability assessment logic  1444  may determine, based on the number of performance capability criteria that meet or exceed the relevance threshold, that the capability assessment logic  1444  has identified a sufficient number of performance capability criteria for a specific key assessment area in order to determine a performance level for the capability as a whole or any key assessment area within the capability ( 1708 ). As one example, where at least 51% of the performance capability criteria for a particular key assessment area meet or exceed the relevance threshold, the capability assessment logic  1444  applies the performance capability criteria to the representative practice data  1448 . In another example, the performance capability criteria for a particular key assessment area may be ranked in importance and/or designated as mandatory in order to assess the key assessment area. In the event the capability assessment logic  1444  identifies the mandatory performance capability criteria for a key assessment area, the capability assessment logic  1444  applies the performance capability criteria to the representative practice data  1448 . 
     The capability assessment logic  1444  may apply the performance capability criteria meeting or exceeding the relevance threshold to the representative practice data  1448  to determine whether any particular PCC is met. Accordingly, as the capability assessment logic  1444  analyzes the PCC, the system  1400  tracks the best fit of the representative practice data  1448  to the PCCs in the key assessment performance reference tables. In other words, the system  1400  determines how the representative practice data  1448  meets (or does not meet) each PCC, thereby gaining insight into whether the representative practice data  1448  is indicative of Basic, Threshold, Above Average, or Leading practices. 
     The system  1400  may also gauge the position on the scale of mastery  146  of each key assessment area corresponding to the performance capability criteria ( 1710 ). The capability assessment logic  1444  may further determine an overall position on the scale of mastery  146  for a capability ( 1712 ). The capability assessment logic  1444  may establish that a desired number and/or designated mandatory performance capability criteria for the key assessment areas have been identified as relevant to a capability and sufficient to determine the position on the scale of mastery  146  for the capability. For example, the capability assessment logic  1444  may determine an overall performance level for the capability based on the performance level determined for the majority of the key assessment areas. The capability assessment logic  1444  may apply a weighted analysis technique to give more emphasis to some key assessment areas than others in determining the overall position on the scale of mastery  146  for the capability. Although selected aspects, features, or components of the implementations are depicted as being stored in computer-readable memories (e.g., as computer-executable instructions or performance capability assessment models), all or part of the systems and structures may be stored on, distributed across, or read from other computer-readable media. The computer-readable media may include, for example, secondary storage devices such as hard disks, floppy disks, and CD-ROMs; a signal, such as a signal received from a network or received at an antenna; or other forms of memory, including ROM or RAM, either currently known or later developed. 
     Various implementations of the system  1400  may include additional or different components. A processor may be implemented as a microprocessor, a microcontroller, a DSP, an application specific integrated circuit (ASIC), discrete logic, or a combination of other types of circuits or logic. Similarly, memories may be DRAM, SRAM, Flash or any other type of memory. The processing capability of the system may be distributed among multiple system components, such as among multiple processors and memories, optionally including multiple distributed processing systems. Parameters, databases, and other data structures may be separately stored and managed, may be incorporated into a single memory or database, may be logically and physically organized in many different ways, and may be implemented in many ways, including data structures such as linked lists, hash tables, or implicit storage mechanisms. Programs may be combined or split among multiple programs, or distributed across several memories and processors. 
     The HPCA  100  model provides unexpectedly good results for a performance capability assessment model, particularly in the utility industry. In particular, the combinations of key assessment areas and particular assessment criteria of the HPCA model, including the criteria noted in Tables 5-71 above, provide significant advantages over other assessment models. The unexpectedly good results include clearly identifying and delineating from among multiple related complex processes the specific processes to improve, and how to improve the process and identifying concrete and measurable improvement goals. 
     While various embodiments of the invention have been described, it will be apparent to those of ordinary skill in the art that many more embodiments and implementations are possible within the scope of the invention. Accordingly, the invention is not to be restricted except in light of the attached claims and their equivalents.