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市場調查報告書

公共事業產業上的客戶經驗(CX)策略

Customer Experience Strategies for the Utilities Industry

出版商 Ovum, Ltd. 商品編碼 297940
出版日期 內容資訊 英文 23 Pages
商品交期: 最快1-2個工作天內
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公共事業產業上的客戶經驗(CX)策略 Customer Experience Strategies for the Utilities Industry
出版日期: 2014年03月10日 內容資訊: 英文 23 Pages
簡介

本報告提供公共事業產業上客戶經驗策略相關調查分析,提供CX引進的促進要素,抑制因素,給企業及供應商的提案等資料彙整,為您概述為以下內容。

第1章 摘要

  • 發展要素
  • Ovum的見解
  • 主要的訊息

第2章 全球公共事業企業認識CX的重要性

  • 公共事業企業上,CX的優先順序上升
  • 公共事業企業雖然優先投資客戶關係技術,但缺乏概括性CX策略
  • 公共事業以孤立的做法發展CX具有很大的風險

第3章 低調沒有歸結CX技術的引進

  • 公共事業企業的CX技術超過傳統的CX範圍
  • 一開始便需要強有力的社群媒體管理策略
  • 讓網站型自助服務客戶擁有權限,以降低客服中心的成本
  • 客戶應用程式是CX創新的成長領域
  • 智慧型能源服務雖有潛力但成果不多
  • 行動利用的增加促進聊天網站的使用
  • 對客戶行動客服中心影響甚大

第4章 提案

  • 為因應客戶,公共事業企業必須配合客戶製作CX
  • 公共事業企業必須將各種技術的配合視作CX策略的一環

第5章 附錄

圖表

目錄
Product Code: IT002-000296

This report looks at drivers encouraging utilities to improve the customer experience (CX) and barriers to adoption of CX-related technology in the industry.

Highlights

  • For decades, utilities have been complacent in their dealings with customers. Their monopolistic hold on the market meant customers could not change providers, while regulators were indifferent to forcing utilities to improve customer service.
  • Market liberalization and a renewed regulatory focus on the customer have significantly eroded utilities' historical indifference towards the customer.
  • The rapid adoption of social media and mobile technology has put many organizations on the back foot; utilities are now operating in a very different world than 10 years ago.

Features Benefits

  • Analyzes the adoption of CX within the utilities industry
  • Discusses recommendations for utilities to become customer-adaptive enterprises

Questions Answers

  • What are the drivers forcing change in utilities' adoption of CX technologies?
  • What do utilities have to do to become customer-adaptive?

Table of Contents

Headings

  • SUMMARY
    • Catalyst
    • Ovum view
    • Key messages
      • Customer experience is rising up utilities' agendas
      • Utilities are prioritizing investments in customer-related technologies
      • Enterprises with a siloed approach to CX are at risk
      • From the outset, a strong social media management strategy is vital
      • Utilities should be pragmatic about their investments into social media
      • Web-based self-service empowers customers and reduces call center costs
      • Customer apps are a growing area of CX innovation
      • Smart home services will pose a future competitive threat to utilities
      • Increasing use of mobile will encourage the use of web chat
      • Utilities will struggle to scale the complexity of mobile interactions
  • UTILITIES AROUND THE WORLD HAVE REALIZED THE IMPORTANCE OF CX
    • Customer experience is rising up utilities' agendas
      • Regulators are pushing for greater accountability
      • Managing customer churn remains critical to European utilities
      • Extreme weather outages bring customer communication to the fore
      • In a social, mobile world, end users are in firm control of the customer relationship
    • Utilities are prioritizing investments in customer-related technologies but lack an overarching CX strategy
    • Utilities with a siloed approach to CX are at risk
  • CX TECHNOLOGY ADOPTION IS SLOW AND UNCOORDINATED
    • Utilities' CX technology extends beyond the traditional stack
    • From the outset, a strong social media management strategy is vital
      • Current social media management is fragmented
      • Unmanaged, social media can cause negative publicity
      • Social media has been used with incredibly positive outcomes
      • Utilities should be pragmatic about their investments into social media
    • Web-based self-service empowers customers, reduces contact center costs
    • Customer apps are a growing area of CX innovation
      • Mobile apps offer more advanced functionality than mobile-web services
      • Some mobile app use cases are unconvincing
      • Customer apps enable more complex outbound customer communication
      • Mobile apps will lie at the heart of smart energy services
    • Smart energy services promise much but may deliver little
      • Smart home services linked to regulated smart meter networks are restricted, from a customer's perspective, to energy monitoring
      • Broadband-based smart home services are broader in scope and offer the consumer direct control
      • Smart home services will pose a future competitive threat to utilities
    • Increasing use of mobile will encourage the use of web chat
    • Customer mobility will have huge consequences for the call center
      • The growth of smartphone-based interactions has hidden consequences
      • Utilities will struggle to scale the complexity of mobile interactions
      • There has been little adoption of platforms to manage new complexities
  • RECOMMENDATIONS
    • To become customer-adaptive, utilities must design CX around the customer journey
    • Utilities should treat all technology deployments as part of their CX strategy
      • From the outset, a strong social media management strategy is vital
      • Self-service has to be future-proofed
      • Understand the difference between mobile apps and mobile web
      • A smart home strategy has to consider the risk of doing nothing
      • Web chat offers a cheap alternative channel
      • Remember that mobile voice is not the same as fixed-line voice
  • APPENDIX
    • Further reading
    • Methodology
    • Author
    • Ovum Consulting
    • Disclaimer

Figures

  • Figure 1: Utilities' most important business issues
  • Figure 2: Utilities' top three IT projects
  • Figure 3: Ovum's customer-adaptive maturity model
  • Figure 4: Most organizations deliver a fragmented customer experience
  • Figure 5: Smart meter WAN-based smart home technology stack
  • Figure 6: Broadband-based smart home technology stack
  • Figure 7: Inbound traffic from mobile devices (all industries), 2011-18
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