1. 1 Prepayment Perception Mapping: Managing a key risk factor Rudi Leitner

2. 2 Overview Introduction Critical Success Factors Prepayment Perception Mapping (PPM) –Stakeholder groups –Intervention options Conclusions

3. 3 Critical Success Factors Technical requirements Strategic issues –Standardisation –Infra-structure Financial – business case Operational – ongoing management Social/Political/Regulatory environment

4. 4 Prepayment is about people Prepayment is a people centered technology It can evoke strong emotions It is often mis-understood It brings the utility/customer/community relationship into the spotlight Often introduced to solve existing challenges Key to success: developing an appropriate, localised, comprehensive strategy to create a receptive environment

5. 5 From start to finish The road from conceptual deployment to full scale implementation is unpredictable, unless carefully planned Each situation is different Although technical issues are important, social/political/regulatory factors precedes all others What does your road look like?

6. 6 START FINISH

7. 7 Prepayment Perception Mapping TM Methodology developed by Spintelligent Consulting Structured process for the development of communication strategies when implementing prepayment Provides a mechanism to manage risk and cost Provides a mechanism to measure results Can be deployed for existing and new prepayment projects

8. 8 Five stage process 1.Stakeholder identification and categorisation 2.Stakeholder assessment 3.Creation of baseline prepayment perception map 4.Development of a strategy for each stakeholder group, based on the PPM 5.Deployment of the strategy 6.Measurement of the results, and update of the PPM 7.Revision of the strategy 8.Repeat process 5 to 7 until objectives are achieved

9. 9 Stakeholder Groups Internal –Management –Staff –Trade Unions –etc External –Politicians –Government agencies –Regulators –Consumer advocates –Community associations –Press/Media –Customers/Consumers –etc

10. 10 Baseline PPM Example Baseline PPM with 6 stakeholder groups as at Month/Year Low High High (Champion) (Subversive) Low Influence Support © Spintelligent Support Threshold 6 2 3 5 4 1

11. 11 Mindset/Influence Shift Map Low High High (Champion) (Subversive) Low Influence Support © Spintelligent Support Threshold 6 2 3 5 4 1 Mindset Shift Effort Influence Shift Effort

12. 12 Indicators PPM methodology supports a number of indicators By quantifying each stakeholder groups position on the map, certain indicators can be calculated, including: –Overall Perception Score – does not take into account influence –Adjusted Perception Score – this takes into account influence –Estimated Shift Effort

13. 13 Developing the plan Develop individual strategy for each stakeholder group Strategy depends on required shift effort Strategy can include both mindset and influence shift Depends on available infra-structure Plans should be implemented in the correct sequence (generally left to right)

14. 14 Developing the plan (cont) Intensity will depends on the geographic extent of the pilot Some interventions: –Study Trips –Conference participation –Transparency –Trusted icons/evangelists

15. 15 Creating a Brand Create new identity for the project –Enables the project to create its own culture –Represent appropriate imagery –An opportunity for the utility to revitalize its own image –Brand must be localized

16. 16 Marketing Vehicles Traditional media Mail pieces Demo’s at utility office Bill boards (in terms of creating a brand) Demo’s at supermarkets Strategic installation of initial meters to seed the community – especially if these are community leaders and influencers Newspaper advertising Press releases – first installation of the meters – get politicians, community leaders involved in this process – if they buy into the technology, they cannot easily attack it later

17. 17 Ongoing Adjustment Measure stakeholder response If positive, no need to invest heavily in additional marketing If not positive, deploy additional marketing interventions

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19. 19 Conclusions Managing Stakeholders, and understanding their concerns is important when implementing prepayment A structured methodology, such as the Spintelligent PPM system can right-size the investment for this element of prepayment deployment, while at the same time minimizing the risk.