Enabling Enterprise Systems to Support Mobile Applications
Impact of Utility Industry Re-regulation
Most utility companies around the world are experiencing some form of re-regulation. Usually this experience results in the dis-aggregation of the former monopolistic company into several independent companies. Some of these companies are placed into a competitive market. For example, the electric generation facilities are either sold or spun off to become part of a competitive supply market. The customers of the utility are frequently offered the opportunity to choose their energy supplier and perhaps the supplier of supporting services, as well. It is this competition for the customer services that redefines the role of field staff and requires the enablement of the field staff’s access to corporate information systems. The key business drivers include service profitability, service performance levels, customer retention, employee satisfaction and the effective management of the service business. Most of the field staff affected by these changes is currently part of the utility’s Transmission and
Distribution businesses. Some of them may be part of the Customer Service organization.
Service profitability
To compete effectively, the cost and associated revenue for each unit of work must be collected. In addition, the relationship to type of service, asset and service group must also be maintained. This information then allows effective decision-making regarding the continuation of each service. Utilities will be seizing opportunities to enter related service businesses such as HVAC, security, appliance repair and sub-contracting to Telephone and cable companies. They must be assured that these initiatives are profitable.
Service performance levels
To ensure that the utility does not reduce costs at the expense of customer service levels, most regulators define performance standards. These standards include: outage frequency and duration measures, response times for many services including new service connection requests, and requirements for appointments for certain services. A utilitiy’s rate of return for regulated functions (e.g. pipes & wires) is based on these performance measures.
Customer retention
With incumbent utilities assuming the responsibility of supplier-of-last-resort, the focus of initial customer competition will be the high volume consumers such as industrial and commercial customers. Their decisions on suppliers of commodity and associated services will be based on price but also on service level commitments. A Utility’s ability to offer preferred service from the in-coming call through to the satisfaction of service request will be a key differentiation. The requirement for integration of the call center with the fieldwork management system should be obvious. Creative collection processes will be required to ensure less profitable customers do not become a drain on corporate resources.
Employee Satisfaction
As the field staff becomes more visible to the organization, their own expectations will rise. For example, access to Human Resources data concerning vacation entitlement, benefits, job postings and news which are taken for granted by office workers will seen as the right of field staff, as well.
Management of the service business
Effective and efficient decision-making requires complete, correct and timely information about work requirements, work resources (Labor, material, tools) must be available through flexible and easy-to-use reporting tools.
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