Utility Week

UTILITY WEEK | 29TH NOVEMBER - 5TH DECEMBER 2019 | 23 Operations & Assets (at a maximum speed of 11rpm). The sewage was collected in a reservoir and ushed out into the River Thames on the ebbing tide. Treatment was added later. The pumping station was decommissioned in the 1950s and le• to rust until 1970, when it was Grade I listed and restoration work began. Today it is open to the public on certain days of the year (see www.cross- ness.org.uk). One of the steam engines, Prince Consort, is oper- able and runs on open days. If you have an asset or project you would like to see featured in this slot, please send pictures and details to: paulnewton@fav-house.com. EXPERT VIEW AMY KEMP, ASSOCIATE DIRECTOR, POPULUS Improving customer satisfaction in an increasingly competitive landscape T he emergence of disrup- tor brands has changed consumer expectations and rede… ned the ways in which customers interact with service providers as a whole. Until now the energy sec- tor (in particular the larger big six names) have relied on the fact that gas and electricity are a necessity. However, the emergence of new brands that embrace technologies to meet changing customer needs, means the energy market is increasingly competitive; Populus research shows that a quarter (25 per cent) of the UK public have already switched to a disruptor energy brand. This means that simply delivering energy is no longer enough; providers need to oŒ er more to stand out from the crowd. Back to basics Getting the basics right remains a crucial foundation for success. As the competi- tion intensi… es, delivering the service and reliability that consumers expect becomes vital. Customers expect a brand to deliver against its product promises, whether that's delivering a reliable supply or ensuring a constant broadband connection. And when something does go awry, customers expect the resolution process to be both seamless and eŒ ortless. Our research … nds that an over- whelming majority (94 per cent) of UK energy consumers want problems to be resolved quickly. In a world where tech- nology is abundant, and customers are increasingly accustomed to contacting brands via instant messaging, public-facing platforms such as Facebook and Twitter, it is vital that energy providers integrate customer-centric technology in order to be pre- sent, seen and available. Using technology to addvalue Disruptor brands use technol- ogy to their advantage – intro- ducing it not as "innovative" but something that truly ben- e… ts the customer's life. This concept, founded by the likes of Net ix and Uber, is spilling into the energy sector with the emergence of providers such as Ovo Energy and Bulb. Beyond delivering the basics, these brands oŒ er a convenient, personalised and engaging service, which is now crucial for keeping customers engaged long-term with a brand. For energy pro- viders, this translates as tak- ing everyday energy provision and making it considerably more "fun" for customers. Disruptor brands have moved mainstream, adjust- ing customer expectations, making it imperative energy suppliers of all sizes import learnings to remain relevant in the evolving market. For further information, visit: https://www.populus. co.uk/insights/2019/08/the- changing-tides-and-currents- of-the-energy-market/ Methodology: Populus inter- viewed a sample of 2,030 UK adults aged 18+ between 27 and 28 April 2018. Populus is a founder member of the British Polling Council and abides by its rules. For more information, see www.populus.co.uk

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