Comprehensive Customer Interaction
Management (CIM) Solution Powers Entergy
BY CANDACE BERMAN, CELLIT
Power is often something people take for granted. They don't give it
much attention, but rather assume it will always be there. However,
without it, people are lost. Homes become chaotic, businesses shut down
and most normal activities come to a screeching halt.
As one of the largest utility companies in the United States, Entergy
has pressing responsibilities to its 2.5 million customers in Arkansas,
Louisiana, Mississippi and Texas to provide the power its customers need
to keep their lives running smoothly and ensure they receive the
consistent level of quality service they deserve.
Recognized as an industry leader, Entergy's domestic and international
power plants generate nearly 30,000 megawatts of electricity. Its
wholesale power trading and marketing operation is ranked among the top
ten in the country, it holds spot 198 on the Fortune 500 and consistently
achieves double-digit growth in sales and income.
At the same time it enjoys success of this magnitude, Entergy works to
maintain its focus on individual customers. Providing power is a
profitable business -- as long as customers' needs are met and their bills
are paid. To continue as a leader in the utility business, Entergy
realized that it was not enough to simply manage customer inquiries and
service requests, but it was necessary to go one step further. Entergy had
to determine how to be proactive and reach out to its customers.
The Pilot Program
In April of 1998, Entergy took the first step.
Inbound customer service specialist, Linda Butler, and five of her
colleagues were brought together and asked to try something new: making
outbound calls. While assessing operations and proposing improvements to
Entergy's credit and collection efforts, an internal team came up with the
idea of calling customers to prevent impending service disconnections.
At the time, Entergy was sending its customers late notices via regular
mail to follow up on unpaid bills. The problems with this system are
well-known by most companies: many customers wait until the very last
minute to pay, and some wait too long to send in payment. In other cases,
customers could not afford to pay in full and were unaware of the payment
plans Entergy could arrange for them. Some corporate customers were
sending their bills to accounts payable departments in which the paper
trails were longer than the billing cycles. These corporate customers were
not even aware the bills had not been paid.
Often, the late notice would not elicit a response or payment and
Entergy was forced to turn off the electricity at a residence or business.
After disconnection and payment, Entergy had to send its crew back to
restore the electricity. Approximately 78 percent of disconnects were
followed by reconnects.
Entergy's outbound calling program sought to prevent the inconvenience
of service interruption and save the costs associated with turning service
off only to restore it a day or two later.
When Entergy debuted this program, recalls Butler, the outbound agents
"were supposed to be calling everyone on the Mississippi disconnect
list for the next day. Well, it was huge. Our printer couldn't handle it.
But somehow we got the list printed and divided it up among the six of us.
Then, we each sat at our desks, accessing each account to make sure that
the bill had not yet been paid and we weren't going to be harassing them.
Then, we dialed the number manually, and if we didn't reach them, we wrote
down the time at which we should next try, and then dialed them again
until we reached the individual responsible for the bill and put a memo to
the account."
The process was tedious, says Butler, but "we really gave it our
all and we wanted it to succeed from our very first call. We were trying
something new and our customers were letting us know time and again how
much they appreciated it. We began to record our calls so management could
hear what customers were saying."
Management heard. Within six months of making the first outbound call,
Entergy had proven that being proactive was successful. The new system
paid enough to justify investing in a customer interaction management (CIM)
solution. Marjorie Frederic, supervisor for Entergy's outbound calling and
deferred payment center and verification group, explains why. "We
were looking for a solution that was PBX-based, but had a future."
Entergy was making a long-term investment in customer care, and wanted the
ability to expand its programs over time.
By March, according to Butler, "Agents were trained on the job and
we were rocking and rolling with those calls. I never knew there was a
training manual until I took on a management role! Just as a customer's
'hello' is heard in the agent's headset, a box pops up on his or her
monitor providing a customer and account profile that guides the agent
through the call."
With the new solution in place, Entergy's agents now give residential
and small business customers friendly reminder calls to let them know
their payment is due that day to prevent service disruption. During these
campaigns, Entergy calls between 6,000 and 10,000 customers per day,
Monday through Friday, between 9:00 a.m. and 6:00 p.m. Six full-time
agents make several attempts to reach customers as needed.
In her role overseeing the outbound calling center, Butler sets up the
outbound dialer and loads the call table in the morning. When all the
agents have logged off in the evening, she generates the reports. The
reports are comprehensive in nature, providing information on the number
of calls made per hour, the number of answering machine recordings left,
the length of time each agent was logged in, the length of time they were
idle, the numbers of payments, extensions and deferred payment agreements
made.
Among the most impressive numbers generated is the number of calls made
each hour. Butler and her fellow agents were told the new solution would
double their productivity and allow them to make approximately 30 live
contacts per hour, as opposed the 12 to 15 per hour they had been making
before.
"We didn't think it was going to happen," said Butler.
"The new solution makes the calling easier -- easier to handle,
easier to respond to and easier to track, while the increase in agent
productivity and efficiency surprised everyone involved."
Between March and December of 1999, Entergy's agents made 759,860
contacts, both live agent calls and answering machine messages. This
represents an average of 76,000 contacts a month. The results were
pleasing. Eighty percent of customers reached by answering machine paid
their bills, and between 94 to 96 percent of the customers spoken to in
person paid their bills.
Entergy's agents have continued to record the thousands of compliments
they receive. According to Butler, "these are not just plain 'thank
you for calling' kinds of compliments. Customers are really impressed that
even after we've already sent out bills and late notices, we care enough
to take this extra step. We're on the phone with them the day before
they're supposed to get disconnected, saying, 'hey, we care about you.
Let's find a way to prevent this disconnection.'"
In April of 2000, Entergy recorded 1,334 customer compliments on their
courtesy calls alone.
Entergy Calls Medical Protect Customers
There is another, more urgent element to Entegy's customer service
policies. At times, the stakes can be considerably higher than a day
without lights or television. Some Entergy customers depend on medical
equipment powered by electricity.
Again, Entergy saw the opportunity to expand its service for its
customers. With its new customer interaction management (CIM) solution,
Entergy wanted to be able to warn customers of possible power outages.
Arkansas, Louisiana, Mississippi and Texas all endure the occasional ice
storm, hurricane and tornado that can cause electrical outages. Whenever
there is the risk of a power loss, Entergy sets up the dialer and within
one to two hours, contacts customers with medical protect codes posted to
their accounts. Entergy agents inform these customers that they may need
to put their backup plan in place to keep their medical equipment running.
Expecting a possible power outage related to an ice storm in
Mississippi, Arkansas and northern Louisiana earlier this year, Entergy
shifted into high gear. In less than one hour, agents contacted all 1,200
customers on their medical protect list for those areas.
Entergy's New Flexibility
The options and flexibility that its customer interaction management (CIM)
solution enables has inspired Entergy to consider implementing more
campaigns to continuously enhance its customer service performance.
One of the first campaigns will be to call customers in the
neighborhoods in which Entergy's service department will be working. While
power lines are being upgraded, some customers may experience temporary
service interruptions. To alert them, Entergy traditionally distributes
door hangers prior to performing maintenance work. However, these door
hangers are often ignored or lost in the wind and customers do not get the
advanced notice they need. Under the new system, Entergy can call each
home and business in the affected area and make sure their customers are
aware of the work being done and the possibility that their electricity
may be interrupted. Entegy has been pleased by the positive customer
response to its new plan.
The Real Difference
As business continues to evolve and transform with the economy and the
availability of information, customers are beginning to understand that
they deserve to be serviced in certain ways. In fact, they are demanding
it. Companies are becoming increasingly more focused on meeting customers'
needs to stay ahead of the competitive curve. The way to do this is by
implementing a comprehensive CIM solution to manage contact with customers
across all channels of communication.
Candace Berman is communications manager of CELLIT, Inc., provider
of the CCPRO CIM system used by Entergy.
Entergy Corporation, headquartered in New Orleans, is a global
energy company with power production, distribution operations and related
diversified services. Entergy owns, manages or invests in power plants
generating nearly 30,000 megawatts of electricity domestically and
internationally, and delivers electricity to over 2.5 million customers in
portions of Arkansas, Louisiana, Mississippi and Texas. It is also a
provider of wholesale energy marketing and trading services.
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