Confidential & Proprietary “Practical CRM” for Latin America March 24, 2004 Presented by: Jeff Valadez SPL WorldGroup

Confidential & Proprietary 2 Latin American Market Context –Customer Management Huge transition from public company structure to privatization  Privatization front-end of restructuring efforts  Privitization brought many new customer service quality standards  Cost drivers  Distribution model focused (vs. pure retailer model)  Uncertain long-term requirements of market restructuring Economic & political pressures driving re-regulation (e.g., social justice,rationing) Market still dominated by legacy, billing-centric applications CRM vs. CIS?  Usually poorly defined & understood scenario  Is there another paradigm? Other choices?

Confidential & Proprietary 3 De-mystification of Energy CRM Analytical CRM Analytical CRM Risk Management Collaborative CRM Collaborative CRM Sales Management Public Perception Billing Operational CRM Operational CRM Operations Management Public Perception Market Analysis Advanced Marketing Contract Management Multi-party Management Network Management Usage Data Management Service Orders Customer Management Meter Management Multi-party Management Rating Billing Contract Management Accounts Receivable Operations Management Basic Marketing Network Management Service Orders Customer Management Sales Analysis Operations Management Network Management

Confidential & Proprietary 4 Where Does CRM Add Most Value for Your Company? Need for intuitive and productive customer facing functions More and more relevant customer information (360-degree view) Capability of expanding customer choices:  Web self service  Variable payment methods and arrangements  Billing options  New products and services  Customized quotations & proposals for C&I customers  Easily adapt to new pricing structures to build loyalty  Appointment setting for field work Improved integration with call center enabling technologies Customized communications with clients Many others….

Confidential & Proprietary 5 The CRM/CIS Conundrum

Confidential & Proprietary 6 In The Beginning Residential Commercial Revenue Gap We Bill They Pay Credit History Services Budgets Geography Billing History CIS CORE

Confidential & Proprietary 7 Generation X Residential Commercial We Sell They Buy Revenue Gap CRM SOFTWARE Credit History Services Budgets Geography Billing History CIS CORE

Confidential & Proprietary 8 $$CRM Suites$$ May Not Be the Answer

Confidential & Proprietary 9 You Don’t Necessarily Have to Choose Residential Commercial We Target They Buy We QualifyWe Sell Credit History Services Budgets Geography Billing History CIS CORE

Confidential & Proprietary 10 Unlocking Information Campaigns Packages Orders Credit History Services Budgets Geography Billing History CIS CORE

Confidential & Proprietary 11 Implement a New System Gradually

Confidential & Proprietary 12 Variations on a Theme Bolt-on’s to existing system  Address your biggest issue area: e.g., C&I billing, rating, credit & collections (revenue recovery)  Shows success in shorter time and less risk  Ensure that your decisions can smoothly transition you to addressing an end-to-end, systematic approach to customer management Optimize current processes and existing technologies  Many CRM issues can be solved without any technologies at all

Confidential & Proprietary 13 CRM = Satisfaction with Process AND Result

Confidential & Proprietary 14 Focus on Results Work with your provider to establish clear, measurable results and align implementation accordingly:  Improved resolution time to customer issues (e.g., reclamos/customer claims)  Reduced amounts of past-due debt  Reduction in percentage of inaccurate bills  Improved response time to regulatory issues  Speed to market and enhanced revenues through improved ability to deploy products and services

Confidential & Proprietary 15 The Big Picture Market changes are inevitable. If you clearly understand market transition dates, it may be too late! Customer retention is best achieved if you optimize customer care before you are forced to do so. Results compromised if you skew attention on either front-office or back-office. Investments in new infrastructure, if done wisely, can transition effectively from traditional to re-structured environments. Private, public, deregulated, regulated or somewhere in between, properly positioned, customer-focused investments will always pay dividends.

Confidential & Proprietary Thank you! SPL WorldGroup, Inc ASK-4-SPL SPL WorldGroup, Inc. 75 Hawthorne Plaza, 20 th Floor, San Francisco, CA Johannesburg London Manila Melbourne Morristown NJ Paris San Francisco São Paulo Sydney For a complete listing of SPL WorldGroup’s worldwide offices visit our web site at ©2004 SPL WorldGroup, Inc. All Rights Reserved. SPL WorldGroup, SPL, the SPL WorldGroup logo, the SPL logo, and CorDaptix are trademarks owned by SPL WorldGroup B.V. or its subsidiaries. SPL WorldGroup, SPL, and the SPL WorldGroup logo are registered as trademarks in the United States and in certain foreign jurisdictions. All other brand, product and company names herein are used for identification purposes only and are the property of their respective owners.