Utility Week

UTILITY WEEK | JULY 2021 | 39 She said: "In particular we need to be able to prioritise customer experience and customer trust, and customer demands are changing really rapidly. It's a technology imperative to be able to really adapt the way in which we interact with our members and also respect the multiple different channels and touchpoints too which they may choose to interact and engage with us." Similarly Andy Eadle, Shell Energy Retail's customer service director, said that while the company's telephony channels remain the most popular, the number of users had decreased while email communi- cations and live chats increased. During an interview with Rob Waller, principal strategic solution consultant, EMEA at Zendesk, Eadle said: "I think as people have had to juggle more in their lives with things like home schooling, the time to engage in a phone call has maybe not been quite there for people." This shi† has meant the company has had to ensure the right training is available for its employees, who require different skill sets for different channels. He further explained: "As things have shi†ed it's been crucial that we have been there and responsive to our customers but then also on top of that being able to provide the level of service that customers want and need from us." However, during the a†ernoon it became apparent that this move to digital is not for everyone and there is a strong need to strike the right balance with any approach to com- munications (see 'Solutions' below). Elsewhere, in the water sector using data to identify customers at risk of enter- ing financial difficulties and intervening beforehand has been key for United Utilities. Louise Beardmore, the company's customer service and people director, highlighted the challenges of working in the North West where high levels of deprivation has seen Covid hit consumers harder than in many other areas across the UK. Using data, United Utilities issued tar- geted messaging to customers who had potentially been hit by furlough based on the industries they worked in. It also encourages those in receipt of benefits to get in touch if they are struggling because of Covid. "But it's not one size fits all. It's how we are using data and analytics and its indica- tive signs to make sure we get that help and support to where it's needed most," she said. Solutions Following the industry presentations the summit attendees convened into a work- shop which aimed to further understand the changes to consumer behaviour and their impact on requirements. One participant suggested that communi- cation is a "two-way thing" and that there is an issue of not enough communication com- ing back from customers. As a solution to address this, they suggested utilities should be more proactive with providing informa- tion about the work they are doing in their local area. They said: "If we start to tell them things that are going on that we know about on the network then I think they are more likely to respond and feel positive that if they tell us that there's service problems they are not just speaking to a black hole and they under- stand that their information is valuable. "I think also if we can engage them a lit- tle more operationally they are more likely to engage with us as utilities strategically as well because they feel like they have a stake in it. I think it starts by putting information out there and then we get more back." The idea of proactive communications was positively received by another delegate, yet they cautioned there must be an "opt-in" solution for customers, because some groups will have different communication prefer- ences to others. They said: "I'd be inclined to say that on the idea of going out to customers and keep- ing them updated and making that proactive contact, I think that's a good thing in certain situations. But I think there are groups of customers where some will really like that, some really won't. So I think there should be an opt-in for how much you want to hear about." Additionally, they argued, there must be differentiation in the types of communica- tion from general updates to news about work that will directly affect a consumer. Lessons from Covid During the workshop the impact of Covid on communications was assessed, with del- egates giving their perspectives of what they had seen and potential lessons learnt from the pandemic. One participant suggested that in some ways communication has improved over the past year. "Just look at this conference, there's more of us probably talking and getting to know each other a little bit than would have hap- pened at a physical conference in many ways, where you tend to meet people you already know. So perhaps with communi- cation between utilities and customers, if we can make it easier to do it digitally, then there is quite a large proportion of custom- ers that will maybe take that up and feel that they can get to know us a little bit." One representative from the energy sector said their company had seen an acceleration in customers using the company's app. "There's obviously been a considerable uptake of people downloading it so the com- munication can be quicker to the person, to their phone in their hands, like push noti- fications for example, than other ways," they said. Another talked about how their company switched their customer research forum, usually held in person, to a virtual event. The results of this meant the forum became more accessible, with people who were ill able to attend the online event as well as a member who was on maternity leave with a young child. Going forward, they said, these forums will be held both physically and vir- tually to ensure maximum engagement. "From a research engagement side it just opens it up to more people," they said. Furthermore, it was suggested, utilities must know their audience and understand that each customer will have specific com- munications needs and preferences. One attendee posed the question of whether utili- ties knew which journeys were suitable for their own customers, whether they prefer quick digital interactions or more dedicated, personalised services. Another admitted they did not and do not have the systems to capture that information, but added that they are working towards that goal. "The vision that I have is that it's a choice but it's easy. So whatever you want, if you want a live chat till 6pm or pick up the phone, we are an essential service so it has to be easy to get that phone number if you've got a problem," they said. Getting physical While much of the focus on customer engagement is ensuring the right telephone, email and webchat options are available for customers, the idea of having a physical presence in the community was also dis- cussed during the session. One delegate explained how their energy company had "bricks and mortar" com- continued overleaf "If we can engage them a little more operationally they are more likely to engage with us as utilities strategically."

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