Utility Project Profile Database

Consumers Energy Customer 360 Initiative

  

ANALYTICS AREAS

 

  1. Which of the following analytics areas apply to your project (see definitions at end of document)? Place an “X” in the appropriate boxes.

 

 

Implementation underway

 

 

Project completed

Future

 

Meter data analytics

___x____

 

 

_______

_______

Credit and collections

________

 

 

_______

___x____

Call center optimization

_______

 

 

_______

____x___

Fraud detection

___x____

 

 

_______

_______

Campaign management

_______

 

 

_______

___x____

Customer segmentation

___x____

 

 

_______

_______

Pricing optimization

_______

 

 

_______

___x____

Demand response programs

___x____

 

 

_______

_______

Energy efficiency programs

___x____

 

 

_______

_______

Distributed generation management programs, including electric vehicles

_______

 

 

_______

___x____

Transformer management

_______

 

 

_______

_______

Substation equipment management

_______

 

 

_______

_______

Overall transmission & distribution management

_______

 

 

_______

_______

Outage management

_______

 

 

_______

_______

System modeling

_______

 

 

_______

_______

Power quality optimization

_______

 

 

_______

_______

Advanced distribution management

_______

 

 

_______

_______

Analytics for real-time network operations

_______

 

 

_______

_______

 

Other: 

 

 

PROJECT OVERVIEW

 

  1. In two or three sentences or a short paragraph, please describe this project (include business drivers, how project aligns with utility’s corporate strategy, project goals, results achieved/desired outcomes).

 

In terms of defining the needs for the project, the main one was that we didn’t have a single source of truth for our customer data. We had data on our customers all over the place, but not in one area. Naturally this made it difficult or even impossible to perform the types of advanced analytics we wanted to be able to do that would generate meaningful insights.

 

In terms of scope, we are working on going to pull together all customer data that today exists in disparate systems into a single platform. Once that is done, the goal is to be able to perform analytics against that data to generate insights for business decisions. We want to be predictive ultimately, and this platform, as well as changes to people and processes will enable that.

BUSINESS VALUE

 

  1. Describe actual and/or anticipated QUALITATIVE (e.g. better customer service) and QUANTITATIVE (e.g. ROI, cost savings, revenue increases) benefits of this project.
    • Note: Any and all quantification of benefits helpful including estimates, ranges, percentage increases or decreases in costs, resources, etc.

 

So far we have identified mostly qualitative benefits: improved customer service, the ability to understand preferences and serve customers better, the ability to segment and understand which types of products they might want, the ability to offer those products through the right channel at the right time, being able to reduce our internal human struggles in areas such as generating reports.

 

One example that we did track: we saved $12k just on automating some reports that used to be manual; there are quite a few internal O&M expenses that we’re shaving off.

 

Eventually we will move towards a better quantitative understanding of the various use cases and efforts.



BUSINESS PROCESS IMPACTS

 

  1. List the key business processes impacted (or expected to be impacted) and describe the nature of those impacts.

 

  • We have automated reporting processes that previously were expensive and cumbersome
  • Contact center – our representatives will have access to more information on customers. This information arms them with the ability to not only provide better solutions to customers, but it will eventually give them the ability to give customers information and sign them up for new programs and products/services.
  • Website – we will be able to create a new web experience for customers based on individual needs, preferences, and propensity to sign up for certain programs, and adopt new products and services.
  • Marketing – dynamic segmentation helps improve marketing ROI, enabling us to target the right customers with the right programs and services at the right time.

 

 

TECHNOLOGY

 

  1. Identify the PRIMARY TECHNOLOGY COMPONENTS associated with this project including the technologies used (or expected to be used) for: 1) data collection/integration 2) data analysis 3) data presentation and 4) data storage.
    • Notes: Identify the solution providers and products by name if possible

 

CMS is an SAP shop. We use the following SAP solutions for this project:

  • BI, native HANA, BW (Business Warehouse) HANA

 

We are also incorporating:

  • MemSQL
  • Tableau for visualization
  • R for statistical analysis

 

  1. Identify the PRIMARY DATA INPUTS/ELEMENTS utilized and their sources.


Three main areas:

  • Transactional data in SAP: billing, usage, payment, outage, etc.
  • Transactional data from our website and contact center phone systems
  • Purchased data: from sources like Acxiom, Dunne and Bradstreet, etc.
  • Research data: from our own studies, JD Power, etc.

PEOPLE

 

  1. Identify the following individuals by job title (as applicable):

 

  • Business-side Project Leader: Jeff Yankley, Director of Marketing Intel and Cust Analytics

 

  • Technology-side Project Leader: Shane Herbert, SAP BI Manager

 

  • Executive Sponsor: Tricia Beecherl, Executive Director of Marketing & Vijoy Mathew, Executive Director, Application Services Portfolio and Enterprise Architecture

 

  1. Identify and describe the role of external providers (e.g. strategy, consultant, design, development, implementation, ongoing operations).

 

We wanted to do this project completely in-house, and have stuck to that. One exception is that one our main architects is a staff augmentation contractor; otherwise everything has been done in-house. Occasionally we reach out to our main technology providers, SAP and MemSQL for some support.  

 

  1. Describe the investments required to implement and provide ongoing support for this initiative.

 

  • Internal resources (identify type of internal resources, e.g. job titles and quantities of each (e.g. # of full time/# of part time, total FTEs):

 

  • 3 BI developers
  • Enterprise Architect
  • Visualization expert
  • Project Manager (~50% time)
  • Technology resources (<25% time)
    • Database admin
    • BASIS team

 

  • Technology investments (estimate/provide ranges for one time and recurring costs if possible or indicate that existing technologies were leveraged):

 

  • No technology investments; one of our main tenets was to only use existing resources.

 



BEST PRACTICIES/LESSONS LEARNED

 

  1. What advice would you share with those either planning or implementing a similar initiative (e.g. best practices, lessons learned, what to do, what not to do)?

 

 

  • Still learning
  • Don’t be afraid to try – we were told by lots of vendors we couldn’t do this, but we had a feeling we could, and it’s been true so far
  • Don’t be afraid to reach out; glad we’re doing this together w/ UAI; we have gotten help from other utilities, and likewise we are excited to share information and learnings with other utilities.

 

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