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A collaboration of:
DTE Energy - Driving to Best in
Class Retail Experience
Chris Garber-Brown
DTE Energy
Jacqueline Robinson
DTE Energy
Who is DTE Energy?
DTE Energy Priorities and Strategies
Customer Technology Approach
Self Service Channel Strategy
Build Organizational Capability
Key Points to Take Home
Questions
What I’ll Cover
DTE Energy is a national energy company with
deep Michigan roots
DTE Gas
DTE Electric
Headquarters
• DTE Energy is a Fortune 300 company
• DTE Electric (founded 1886)
• DTE Gas (founded 1849)
• Non-utility businesses with operations in
24 states
• 260 onsite Customer Reps (CRs)
• Currently 70% outsourced
• 2.1 million electric customers in Michigan
• 1.2 million gas customers in Michigan
• More than 9,500 employees
• DTE is one of the top contributors to
Michigan’s economy
Our Businesses
Our Michigan Presence
Who is DTE Energy?
Nuclear 15%
Coal 76%
Gas & Other 3%
Renewable 6%
Profile of DTE Electric
• Twelfth largest US electric utility with 2.1 million
customers
• 12,200 square kilometers service territory centered
around Detroit
• ~$5.3 billion in revenue, $17.7 billion in assets
• Regulated by the Michigan Public Service Commission
(MPSC)
Generation Output by Fuel Type
Service territory
Profile of DTE Gas • Eighth largest US natural gas utility with 1.2 million
customers
• 23,500 square kilometers service territory throughout
Michigan
• Significant state regulated gas storage capacity benefits
customers (~139 Bcf)
• ~$1.3 billion in revenue, $4.1 billion in assets
Revenue by Type
Storage &
Transportation
27%
Gas Sales
73% Service territory
DTE Energy
YTD 2013 Stock Price Performance
(Through 7/19/13)
S&P 500 18.6%
Peers 16.6%
DTE 17.0% FY 2012 Earnings Release EPS Actual: $3.94 EPS Consensus: $3.91
Q1 2013 Earnings Release EPS Actual: $1.34 EPS Consensus: $1.07
2013 DTE Energy Stock Performance
7
DTE Energy Priorities and Strategies
Slide 8
DTE Energy’s Aspirations and System of
Corporate Priorities
Customer Satisfaction…
a key DTE Energy priority
DTE Electric 2012
DTE Electric 2006
Midwest Electric Utility
DTE Electric 2013*
Midwest Gas Utility
* Preliminary JD Power mid-year review
JD Power Residential Customer Satisfaction Ranking
2017 Goal 2017 Goal
9
DTE Gas 2012
DTE Gas 2006
DTE Gas 2013*
“Portalized” Website
10
• We benchmarked our existing technology against companies like USAA, Amazon, and Delta, and identified the gaps.
• We are introducing retail-centric customer technologies to close the gap and create a step change in customer perception.
• Understand each customer’s needs to deliver a personalized experience
• Like how Amazon offers book recommendations, we can offer products relevant to your needs
• Enable customers to access our website in a mobile friendly format and complete transactions from their mobile devices
• Like checking on a flight status while at the airport, you can check on your service or outage status while away from home.
• Deliver innovative apps that create “wow” experiences
• Like taking a picture of a check to deposit it to your bank account, you can take a picture of a downed wire and report an outage anywhere.
We are shifting our customer technology strategies from
delivering a first quartile utility offering
to a best in class customer centric retail offering.
Full Mobile Access Innovative Mobile
Applications
Customer Technology Approach
Slide 11
Chat
WEB MOBILE KIOSK PHONE
Customer System Current Architecture
Contact History
Data Mart
Business Channels Assisted Channels
Account
Manager Marketing
Analyst
Outage
Management
System
SWIFT Call Rep
Service Layer
Self-Service Channels
Residential
Customer
Service and
Billing
Platform: Oracle
CSB
Customer
Communication
Work & Device
Management
Platform:
Maximo,
PowerTrack
Metering
Platform:
MDM, MVRS
Finance
Platform: SAP
ECC
Field Service
Platform:
Advantex
Data:
Goldmine SalesForce CSB
Commercial and
Industrial Billing
Platform: Oracle
KCS
CSB CSO-CR
KCS
Commercial
Marketing Data
Mart
Residential
Marketing Data
Mart
Financial Data
Mart
Notification
Service
Varolii
Restoration
Calls
Angel
OpenText
StreamServe
Data Stewardship and Business Intelligence Customer Data Warehouse
Interaction Center
CRM
Account
Manager
Marketing
Analyst
Outage Management
System
Demand Side Management
SWIFT Call Rep
Chat eMail
Service Layer
Customer Events, Account Events, Service Events, Trouble Events,…
Business Process Management Key Transactions: Turn On/ Disconnect, Account Inquiry, Payments, Report Outage,
Collections
WEB MOBILE KIOSK PHONE
Self-Service Channels Assisted Channels Business Channels
Billing Platform: SAP CR&B Data: Account, Site, Rate, Service, Bill, Payment, Credit
&Collection
CRM Platform: SAP CR&B
Data: Customer, Account, Agreement, Care Case, Campaign
CCM Platform: Open
Text StreamServe, Genesys,
Data: Bills, Service Letters,
Notifications
Work & Device Platform:
IBM Maximo Data: Work Orders, Asset Management
Metering Platform: Itron
MDM Data: Meter
Readings
Finance Platform: SAP ECC
Data: GL, Payments, Arrears,
Revenue
Field Service Platform: Advantex
Data: Appointment Book, Dispatching
Customer System Future Architecture
Self Service Channel Strategy
Slide 14
Approach to our Self Service Channel Strategy
Slide 15
Three work streams will enable DTE Energy to shift its customer technology strategies from delivering a first quartile utility offering to a best in class customer centric retail offering
Improve and extend our current offerings
Improve existing operational fundamentals
Deliver greater residential transaction capabilities
Introduce new offerings
Create a business self service offering
Deliver innovative, differentiating experiences
Establish organizational capability for sustainability
Benchmark and establish a future state organization
Operate today with cross functional teams
Improve and Extend Our Current Offerings
Slide 16
Source: JD Power &
Associates 2013 Utility Website
Evaluation Study
Number 3 Mobile Web Number 6 Website
Introduce New Offerings
17
Mobile Outage Reporting Customer Energy Awareness
Engaging customers as they “desire”
Slide 18
30.4
6.8 6.1
0.839 0.045 0.026 0.022 0.007 $0
$5
$10
$15
$20
$25
$30
0
5
10
15
20
25
30
35
Avg
Co
st p
er
Co
nta
ct
Nu
mb
er
of
Co
nta
cts
(M
M)
Annual Contacts Avg Cost per Contact
83% 90% 71% 82% 95% 60% 62% 83%
Web (Mobile
& Desktop) Agent
Assisted
Offices Kiosks Email Chat Mobile
(SMS & App) IVR
Current Channel Performance C
SAT
Slide 19
Channel Effectiveness Dashboard We actively monitor the performance of our channels to provide insight to our executive team
weekly, with a deep dive on anomalies.
Synopsis of issues resulting in a drop in Web Sat Score:
• A new release of the website was deployed on 8/26.
• Login issues and Features/Content issues provided the largest driver for reducing the Web Sat score. The second
largest driver is Page Loading/Site Error.
• It’s observed that the score of “ability to complete objective” reflects the overall sat score. If this score is low, the
overall sat score will also be low.
20
81
80 82
73 69
78
83
90
87
72
40
50
60
70
80
90
100
4-Aug 11-Aug 18-Aug 25-Aug 1-Sep
September 13, 2013
Weekly Web Score Customer Issues from 8/14/13 – 9/4/13 Sat Score
FCR
0
1
2
3
4
5
6
Login Features/Content Other Page Load/Site Error Update Account Page Load
Tracking Customer Satisfaction
Slide 21
Interaction/ Transaction Mobile Web
Payment Make a payment A
Sign up for autopay A A A
Sign up for ebill A A A
Account Inquiry Update account information (address, email) A A
Learn about optional services and/or how to save energy and money
A
Sign up for optional services (eg- DSM) A
Book an appointment (eg- for meter read) A A A
Submit a meter reading A
Get account balance A
Determine usage A
Problem/ question regarding bill A
Collections Arrange a payment plan A
Case management discussion
Outage Report an outage
Notify DTE Energy of downed power line
Notify DTE Energy of gas leak
Inquire about restoration time
Turn On/ Disconnect Set up new account A
Cancel service A
Transfer service A
Disconnection or reconnection of power A
We conducted an analysis of transactions in our customer channels to identify
opportunities to improve and extend offerings.
Transaction Inventory
Slide 22
Customer Segment
Averse to Technology!
Has Some Technology Aptitude
Is Ok with Technology, has
security concerns
Tech Saavy
Tech Affluent
%
22 %
34 %
9 %
22 %
13 %
Characteristics
Mails payments or uses office, no
IVR or web ID
Uses IVR , 3rd parties or kiosk
Has a web ID, uses online
account inquiry, mails payments
Logs in 2-3 times, uses Auto Pay
Surfs the website, logs in 8-9
times, makes payments online
Technology Acceptance Segmentation
Build Organizational Capability
Slide 24
Success Factors to Achieve a Stellar
Customer Experience
Slide 25
Customer Effort
• Degree of intuitiveness and ease of
completing transactions in self-service
channels
• Clear and attractive digital designs that
appeal to the customer
• Few transactional barriers
It is easy!
Channel Consistency/ Continuity
• Consistent, branded communications
and transactions across channels
• Ability to perform one transaction
across >1 channel
It is consistent!
Personalized Experience
• Recognize key differences across
groups and tailor treatment
• Communications through preferred
channels with personalized messaging
It is personalized!
Technology Stability
• Stability and availability of digital
channels and IVR
• Safe payment transactions
It is available & works!
Effective Promotions
• Change customer behavior w/
promotions, education, advertising,
incentives
• Internal Culture and Incentives
encourages CSR promotion
It benefits me!
Organization & Gov
• Align organization to a single vision
• Clear ownership of self-service
channels
• Consistent reporting and metrics that
align to goals and outcomes
• Embedded continuous improvement
We’re aligned!
In order to become a leader in channel performance and self-service, DTE Energy will deliver on six
dimensions
Katrina Pays Her Bill Katrina sees a
promotion for the
DTE Energy App.
She’s been
meaning to
download the
app.
While waiting for the bus, Katrina downloads the app. After following a few quick steps, Katrina sees her balance on the app.
Katrina goes into
her account to
view her
information. She
can choose to pay
her bill with
various methods:
credit card,
PayPal, or DTE
Energy points.
She confirms her
payment and sees
the balance switch
back to $0.00.
Slide 29
Today
• Cross Industry customer service leader; Utility leader in cost to serve and self-service adoption
• Smaller number of channels with exquisite and
consistent experiences
• Accountable customer experience point and
clear prioritization process
• Integrated Multi-Channel infrastructure with
incentives to drive migration to self-service
• Configurable infrastructure whereby process
redesign can be achieved across channels
with ease
• Multi-Channel Contact Center Centric
• Interactions across channels are customized to
customer segments and their unique needs
• Compared to Utility and Energy service leaders, lagging key adoption and cost to serve
• Large number of channels with inconsistent experiences within each
• Limited customer experience vision and ownership accountability
• Fragmented Multi-Channel infrastructure and culture limiting digital channel adoption
• Business limited in flexibility by systems and ability to implement rapid change across channels
• Call Center Centric
• SMB customers feel they are an after thought and are screaming for tailored service offerings`
DTE Energy’s response: Multi-Channel Contact
Center Operating Vision
Tomorrow
Chief Customer Experience Officer
*Strategy & Planning *Channel
Integration
*Workforce Strategy
Payment Account
Inquiry
Collections Outage TrnOn/Disc End
Contact Center Lead
Transformation from Call Center to Contact Center, Workforce Training
Digital Lead
Align Customer Experience Digital Channel Strategy
Customer Segment Leads – SMB & Residential
Manage the strategy and customized experiences for SMB and
residential customers
Analytics Lead
Customer insights and reporting
Shared Services
• Workforce Management • Communications & Branding
• Marketing • Change Management
• IT • Continuous Improvement
Establish Organizational Capability for Sustainability
Slide 30
Governance Evolution ~ Over
the next 2.5 years, DTE will
implement a matrix model with
lifecycle and channel managers
Key Changes:
• Customer Lifecycle Leads collaborate with digital
channel lead and contact center to design customer
experience strategy
• Analytics Center of Excellence executes advanced
analytics capabilities
• Digital channel and contact center lead are
responsible for channel management and experience
2013 portion is funded Currently not funded
Investment Area 2013 2014 2015 2016-Beyond
Channel Program
Ch
ann
el S
pec
ific
Web
Telephony
Mobile
Emerging
Call Center
Shar
ed Core Systems
Ops & Enhancements
Interactive Bill $0.4M
Social $3M
SWIFT $6M
CRM Preference Mgmt. $2.4M
CRM Complaint Mgmt. $0.4M
CCM Bill/Letter Gen $3M
CR&B – KCS and CSB Replacement ~$100M CR&B Bus. Case $0.4M
WFO $1.1M
SMS $1.4M
Infrastructure Design $0.1M Telecom Infrastructure Upgrade $4.5M
Account Inquiry $1.7M
Business Portal $0.9M
Quick Pay $0.2M
Outage Tracker v1, v2 $0.8M
Cust. Energy Aware $4.5M
Payments $2M
Mobile Infrastructure $5.3M
Analytics Infrastructure $2.1M
Energy Awareness $1.4M
Content Mgt. $0.7M
Other, Police/Fire $1M Moving Center $1.5M
$8.5M $8.5M
Preference/Contacts $1.6M
Outage $1.2M
Enrollments $0.8M
Service/Moves/Collections $1M
Business Transactions and Customization $1.7M
Additional Transactions $1.5M
Landlord Custom $0.75M
New Mobile Web $0.75M
OTv3 $0.8M
Analytics (“tape”) $1.4M*
Payments $1.1M
CEA v2 $1M
Ops and Monitoring $1M*
PMO $0.7M*
No Shortage of Gaps
To Fill the Gaps
Slide 32
• Added new customer channels: mobile web and mobile apps
• Developing an enterprise view of the customer
Existing channels were not current with how our
customers want to engage with us
• Planning underway for SAP CRM&B, implementation starting 2014
DTE Energy’s Customer Information is dispersed in four separate billing related
systems
• Implemented Open Text CCM system
• Implemented SAP CRM system to aggregate data and create a holistic customer view
Two of the core system capabilities are largely missing
(CRM and CCM)
• Implementing a comprehensive data strategy Customer data is stored in
multiple systems and is difficult to access
Key Take Aways
Slide 33
• Greatest Insights:
The cultural and change management effort to take us from a site focus to a
customer focus is critical to success.
• What did I get right?
We decided to do a couple of items to provide a quick return to market
(Usablenet and Portal).
• What I would do differently.
Communication of self-service strategy and roadmaps up front.
A collaboration of:
Chris Garber-Brown DTE Energy
Jackie Robinson DTE Energy