1. 2015 Benchmarking Insights Conference Boulder, CO
Key Accounts
2015 Benchmarking
Insights Conference
Boulder, CO
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and find the table for CS Insights, then click on the ”Key Accounts” link.

2. Agenda Overview Coverage of the Study for Key Accounts
2016 Benchmarking Results
Functional-specific findings (organization, staffing, key activities, areas of future focus)
External Findings
Areas of Focus and Opportunity

3. Overview

4. Coverage of the 2016 Customer Service Benchmark Study
Field Service
Change of Account
Billing Field Orders (meter investigations)
Credit Field Orders
Order Management
Customer Contact
Contact Center
Local Office
Self Service
Contractors
Credit Inbound calls
Revenue Management
Credit Office and Outbound calls
Credit Field and Inbound Contact Policies
Revenue Protection: Office and Field
Back Office
Billing
Billing Field Policies
Payment Processing
Meter Reading
Manual
Mobile AMR
Fixed Network AMI
CS Support and CS IT
Employees: Safety, Staffing
Customer: Customer Satisfaction, First Contact Resolution, Customer Experience, Key Account Management,
Energy Efficiency , Outage Communications
Areas excluded:
Meter Change-out

5. Location of key account Organization
All 19 responding companies have dedicated Account Reps
63% reside in Customer Service, 37% are in other organizations
Legends 21 22 23 28 29 30 32 33 34 35 36 40 41 42 43 44 49 50 51
We have dedicated key account reps/mgrs that are in the Customer Service OrganizationBilling Analysis ♦
We have dedicated key account reps/mgrs that are in an organization outside of Customer Service
Our company does not have dedicated key account reps or managers
KA Page 2 – KA5

6. Key Accounts overall staffing levels by company (breakout reps, AM, admin)
KA 10
Mean 19
Median : 13

7. 1000 C&I Accounts per Account Rep, Manager and Admin (Breakout)
Key Account Employees
1000 C&I Accounts per Account Rep, Manager and Admin (Breakout)
1,000 C&I Accounts per Total
Mean 9
Median: 7
KA Page 4 – KA10
Note: Calculation takes all C&I accounts to make the calculation

8. Support staff per acct manager
Average of .4 FTE of Support for each Account Manager
Mean Quartile
Mean
0.41
Quartile 1
0.65
Quartile 2:
0.26
Quartile 3:
0.12
KA65/KA10

9. Method of Assigning Accounts and Measuring Performance
Method of assigning accounts…(KA15 and KA20)
Multiple means. 2/3 of the companies use at least 2 methods
53% by revenue or usage: most at least >500kw
42% use geographic region
53% have national accounts
Measuring the success of key account management… (KA30, KA32)
73% use Customer Satisfaction Surveys
Additionally, 59% of companies rely on KPI’s to measure as well
50% of companies rely on both…

10. KPI’s Used for Key Account Management
Numerous KPI’s are contact frequency-based; a number reported contacts based on key events such as post-outage ID
Response 22
Face-to-Face visits, curtailment goals, energy efficiency goals, day sales outstanding (DSO) goals. 43
Key Stakeholder Satisfaction -Customer Satisfaction Scores Large C&I Account Management Satisfaction Index Score Financial Management -(Days Sales Outstanding) Operational Excellence -Customer Outreach Growth Initiatives Organizational Effectiveness - Safety 29
Number of customer visits 23
Outage response time and customer satisfaction survey 30
KPI of number of contacts by KA per customer is evaluated. 49
Number of contacts. 41 32
Face-to-face calls/visits, revenue recovery, audit compliance, energy efficiency, # of outage customers called back, customer contacts in CRM, account plans, load growth 40
Customer Satisfaction, number of complaints, Weekly KPI report, sales, on-time bill payment.

11. Other Measures Mentioned…
Measuring the ability to provide solutions, attain customer recognition ID
Response 36
Succesful customer communication and engagement with proactice solutions 21
Executive visits, new business, hospital program, meetings 34
Face-to-face visits, KWh sales, weekly customer updates 51
Customer Recognition. Industry awards, etc. 32
Campaigns and performance metrics 40
Customer Satisfaction, number of complaints, Weekly KPI report, sales, on-time bill payment.
50, 28
Satisfied Customers, participate in Executive to Executive programs, Energy Efficiency and Economic Development, Customer Recognition

12. TOP 4 ACTIVITIES ACCOUNT REPS SPENT MOST OF THEIR TIME ON
Adding Value
Energy Reliability (issues, includes outage)
Customer Relationship Building
Customer Billing
New Service Installation
Reliability issues and relationship building are the greatest time investment 1 3
Relationship building moved up in the listing over last year, other remained the same 1 4
KA45
Note: Energy Reliability and Customer Relationship Building were selected equally as top activities

13. Proactive Customer Communications
Top 3 EVOLVING ISSUEs THAT KEY ACCOUNTS WILL INTERACT WITH CUSTOMERS on
Problem Resolution
Energy Reliability
Energy Efficiency
Proactive Customer Communications
Top evolving issues remained the same as last year 2 1 2
Reliability is an evolving issue and also involves the greatest current time investment
Proactive communications (verbal) with business customers was also identified by JDP as a distinguishing factor in driving greater business customer satisfaction
KA50

14. Additional External Research findings (1) E Source Account Management Assessment
35 utilities participated in a survey to understand account management best practices
Leading utilities have developed a “customer-centric” view of their business customers and ways of serving them
Developed formalized ways of gaining insights from their customers, and become particularly adept at incorporating voice-of-the-customer improvements through surveys, customer advisory panels, and trade association involvement into the services they provide.
“Effective account management has never been more important as utilities seek to meet increasing energy-efficiency and customer satisfaction goals in an environment of lower growth expectations”
Customer relationship-building has increased in importance (over prior year surveys. Top areas where Key Acct Execs spent time: Customer relationship building (18%), Energy efficiency (12%), Customer Billing (11%), Proactive Customer Communications (11%)
Note: The hours key accounts managers spend on energy efficiency each month depends on the proportion of the energy-saving goal that the key account management team is responsible for achieving, in the survey, 10 utilities had significant portions of their company’s goals
July 2014

15. Additional External Research findings (2) E Source Integrated Account Management
Utility account management is in the midst of an important transformation that began a few years ago and will continue in the near future.
Need to shift utility account management from a reactive stance of responding to customer inquiries and complaints to a forward-thinking, consultative approach
This transition is driven by the intersection happening in customer preferences, the regulatory environment, technologies, and competitive landscapes.
Biggest competitors in future: GE, Tesla, or SolarCity.
2015 E Source Survey on Account Management respondents chose interpersonal skills, personal reliability, listening, and customer service skills as the top four most important attributes for future key account representative job candidates (these soft skills rated higher than business acumem)
Key areas of change identified
Account Management does not = Key Accounts
Managing business as usual vs. Managing for growth and change
One size fits all vs. Differentiation
Collect snapshots in time vs. Continuous feedback and follow-up
Reactive customer service vs. Create strategic value
2015 E Source Account Management Assessment (/members/AMS-ESB MK-AMA-2015/Account-Management-Assessment-Study)—February, 2016

16. Example of Managing for Growth and Change: Impact of PV and Distributed Generation on Business Customers
Source: How Photovoltaic Systems and Distributed Generation Will Disrupt the Utility Industry, E Source (2015) (n = 802)

17. Example OF Account Management: Segmentation and moving from one size fits all

18. Example: A Shift in Moving toward Strategic relationships
Source: E Source Account Management Assessment (2015)

19. Thank You for Your Input and Participation!
Your Presenters
Ken Buckstaff
Debi Cook
Gene Dimitrov
Rob Earle
About 1QC
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