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The Sustainable Customer
RelationshipWOMEN IN COMMUNICATIONS AND ENERGY
2015 FALL CONFERENCE
#SUSTAINABLECUSTOMERS #SUSTAINABLEFUTURE
@NYWICE #NYWICE2015
WICE MEMBERSHIP SURVEYRESULTS REPORT-OUT
WHAT IS A WICE MEMBER?
Anyone on the mailing list = “member”
There is currently no financial commitment to be considered a member
SURVEY OVERVIEW
Ran September 14th – October 9th
149 Responses (15% response rate)
Nine questions
Purpose:
Update contact information
Capture membership profile
Understand membership interests for planning
CORPORATE DIVERSITY
N=149
FULL MEMBERSHIP ORGANIZATION TYPE
N=998
MEMBERSHIP BY REGION
N=149
FULL MEMBERSHIP PROFILE
N=998
MEMBERSHIP RESPONSIBILITY
Level Focus N=149N=146
PREFERRED METHOD OF COMMUNICATION
N=149
MOVING FORWARD
ENGAGEMENT OPPORTUNITIES
Positions that WICE is looking to fill
Communication and/or Social Media Directors
Contributing Authors for Blog
Mentoring Program Director
Planning Committee
Regional Event Coordinators
Volunteering
Web Master
WANT TO GET INVOLVED?
Take our membership survey
New members interested? Direct them to Membership page of WICE Website
Email us at [email protected]
Exit Survey
Indicate if you’re interested in a particular area of engagement
Provide additional feedback
ANDA RAYVICE PRESIDENT ENVIRONMENT & CHIEF SUSTAINABILITY OFFICER
VICE PRESIDENT, GLOBAL STRATEGY & EXTERNAL RELATIONS
ELECTRIC POWER RESEARCH INSTITUTE
© 2015 Electric Power Research Institute, Inc. All rights reserved.
Anda Ray
EPRI Vice President Environment & Chief Sustainability Officer
and Vice President, Global Strategy and External Relations
New York WICE Fall Conference
November 6, 2015
Demystifying Sustainability and
the Sustainable Consumer
17© 2015 Electric Power Research Institute, Inc. All rights reserved.
Sustainability for the
Electric Power Industry
Level Setting the Topic
18© 2015 Electric Power Research Institute, Inc. All rights reserved.
Today’s Discussion Objectives
1. The Changing Electric Power Industry
2. The Changing and Sustainable Consumer
3. Drivers for corporate sustainability*
4. EPRI’s electric power research
Changes Drivers
Sustainable Consumer
EPRI
*Also know as: Corporate Social Responsibility (CSR), Corporate Citizenship, Responsible Business,
Corporate Conscience, Corporate Accountability
19© 2015 Electric Power Research Institute, Inc. All rights reserved.
Yesterday’s Power System
Residential
Commercial
Industrial
Bulk Power
SystemDistribution
System
One Way Power Flow
20© 2015 Electric Power Research Institute, Inc. All rights reserved.
Consumers Become Energy
Producers
T & D Becomes More Controllable
and Resilient
Generation Becomes More
Flexible
Loads Become More Interactive and
Dynamic
Today and Tomorrow - The Integrated Grid
Two-way Flow
21© 2015 Electric Power Research Institute, Inc. All rights reserved.
A Look Ahead: Energy and Capacity
24 by 7 Electricity
Startup Power
Grid
Supplied
Power
Voltage Quality
Supply and Demand
22© 2015 Electric Power Research Institute, Inc. All rights reserved.
Capacity and Energy – Grid Connected Services
Variable T&D
Fixed T&D
Capacity
$110
$14
$56
$37
$70
$10
$30
Avg. Customer
Monthly Charge
Capacity-based Costs Energy-based Costs
Transmission
Distribution
Generation
Generation Capacity &
Services
Energy
$51$59
$3
Generation (Energy/Fixed Cost) breakdown based on PJM market analysis (2011)
T&D (Fixed/Variable) cost breakdown based on current SCE Implied Cost Estimates (source: E3)
23© 2015 Electric Power Research Institute, Inc. All rights reserved.
Apple Entering Home
Energy Management
Emergence of Services Enabled by the
“Internet of Things”
Home Depot’s Home
Automation Application
Tesla Power WallGoogle Buys NEST for
$3.2B,
24© 2015 Electric Power Research Institute, Inc. All rights reserved.
A Look Ahead
25© 2015 Electric Power Research Institute, Inc. All rights reserved.
A Look Ahead: 21st Century Opportunities
Cleaner EnergyStorage – Bulk to Micro
Electrification Data Center Load LoadMicrogrids
Energy Efficiency &
Automation
An Increase In the Value of...
24x7 Quality & Capacity
Resiliency
…To Provide: Comfort, Convenience, Choice and Control
26© 2015 Electric Power Research Institute, Inc. All rights reserved.
A Look Ahead: 21st Century Externalities
NanotechnologyEmerging Shared Economy
Changing Consumer
Micro Sensors
Virtual Economy Information Technology
And New Values From...
Citizen Science
Distributed Storage
…Adding New Dimensions to Electric Products & Services
27© 2015 Electric Power Research Institute, Inc. All rights reserved.
21st Century - The Transforming Power System
28© 2015 Electric Power Research Institute, Inc. All rights reserved.
9 Minutes that Matter
ENV
Compliance
Rate Changes
Power Outages
Customer
Service
Nice Website
What about my
Children?
Am I
comfortable?
Do my opinions
matter?
Can I find What I
Need?Do I have
enough $?
Source: Opower, “Moments That Matter” opower.com 2015
29© 2015 Electric Power Research Institute, Inc. All rights reserved.
Attributes of the Sustainable Electric System – From the Sustainable
Consumers’ Perspective
1. Sustainable: It is essentially “green,”
being efficient in generation, delivery
and utilization of electricity.
2. Functional: Enables reliable delivery
of safe and secure electricity at the
quantity and quality desired.
3. High Valued Energy Services: Consumers can manage costs within their means
while having the ability to exercise choice and connectivity.
30© 2015 Electric Power Research Institute, Inc. All rights reserved.
From Consumer to Business Drivers
White Plains, New York
31© 2015 Electric Power Research Institute, Inc. All rights reserved.
Enhances Market and Financial Performance
• Protects the Business -lowers risk
• Lowers the cost of capital
Improves Business Reputation
• Improves Stakeholder Relations
• Generates trust and customer loyalty
• “License to Operate”
Enhances Employee Engagement
• Improves employee satisfaction
• Increases employee retention
Fosters Innovation
• Encourages development of new products & services
• Responds to competitive challenges
• Builds upon existing businesses
Business Drivers for Corporate Sustainability
20%
32© 2015 Electric Power Research Institute, Inc. All rights reserved.
Shareholder Resolutions
433 environmental, social, governance resolutions in 2015
Shareholder resolutions tracked by
Company Topic
AES Corporation Climate Change; Governance
Alliant Energy Climate Change; Greenhouse Gas Emissions
Ameren Corporation Greenhouse Gas Emissions; Link Executive Compensation To ESG
American Electric Power Co., Inc. Climate Change; Governance
Dominion Resources, Inc. (x8) Coal Ash; Greenhouse Gas Emissions; Methane Emissions; Air Pollution; Climate Change; Forests;
Governance; Political Spending; Link Executive Compensation To ESG
DTE Energy Co. (x2) Climate Change; Governance; Greenhouse Gas Emissions; Renewables
Duke Energy Corporation Climate Change; Governance
Entergy Corporation Greenhouse Gas Emissions; Link Executive Compensation To ESG
FirstEnergy Corp. (x2) Climate Change; Governance; Greenhouse Gas Emissions
Great Plains Energy Incorporated Greenhouse Gas Emissions
MGE Energy Inc. Climate Change; Renewables
OGE Energy Corp. Climate Change; Energy Efficiency (utilities); Greenhouse Gas Emissions; Renewables
Southern Company (x2) Climate Change; Greenhouse Gas Emissions; Governance
PPL Corporation Climate Change; Governance
Wisconsin Energy Corp. Climate Change; Energy Efficiency (utilities); Greenhouse Gas Emissions; Renewables
Source: http://www.ceres.org/investor-network/resolutions#!/subject=&year=2014&company=&filer=§or=Electric%20Power&status=&memo=&all=
33© 2015 Electric Power Research Institute, Inc. All rights reserved.
Influences Investors
“Material issue” has potential to impact firm’s financials
SASB identifies issues that are material at an industry-level
SEC filings (10-K, etc.)
Lending Institutions adopting “Equator Principles
Millennials will drive change
Sustainability Index
Source:http://www.ncpers.org/files/Conference%20Docs/Annual%20Conference/2015%20PPT's/Chris%20Mcknett%20The%20Art%20and%20Science%20of%20ESG%20Investing_5.4.2015_Final(1)(CM).pdf
(SRI Market Size
May 2015)
34© 2015 Electric Power Research Institute, Inc. All rights reserved.
Increases Perceived Value
Company value is increasingly composed of intangible assets
– Intangible assets: intellectual property, human capital, goodwill and brand recognition
– Tangible assets: property, plant and equipment.
Source: (Data: OceanTomo, 2014 & 2015)
Components of S&P 500 market value
35© 2015 Electric Power Research Institute, Inc. All rights reserved.
Reduces Travel Costs (an example)
Example: San Francisco to Charlotte Route
399 trips were made on this route in 2014
Assume:
– $100,000 average salary
– 5 hours sunk time per trip (4 hours travel; 1 hour travel prep)
20 employees Avoiding 2 trips/yr= $9,591
employee time savings
= $60,000 expenses
= $69,591 Avoided Costs/yr
= XXHuman Factor
36© 2015 Electric Power Research Institute, Inc. All rights reserved.
New York
Reforming the Energy Vision
(REV)/Distribution Service
Provider (DSP)
Duke Energy
Solar + Advanced Controls &
Storage
Entergy
Utility Scale Solar + Energy
Storage
Fosters Innovation (e.g. Integrated Solar PV Projects)
Wisconsin
We Energies: Microgrid
Alliant: Utility Scale Solar
MG&E: EV Charging Infrastructure
California
PG&E, SDG&E, SCE: Energy
Storage
Arizona
SRP: Solar & Advanced Controls
APS: Utility Scale Solar + Storage
KCPL
EV Charging Infrastructure
California
SDG&E: EV Charging
Infrastructure
Exelon: Commonwealth
Edison/PECO
Microgrid
37© 2015 Electric Power Research Institute, Inc. All rights reserved.
Recruiting and Retaining Employees
“Replacement Costs”
– Replacing an employee can cost 20% of an
employee’s salary
– 67% prefer to work for a socially responsible
company
“Highly engaged employees”
– Lower turnover
– 26% higher productivity
– More likely to attract and retain top talent
Towers Watson, 2012 Global Workforce Study, http://www.towerswatson.com/assets/pdf/2012-Towers-Watson-Global-Workforce-Study.pdf
Focus Groups:
71 Employees
26% Higher Productivity
(Avg. Salary $100k)x
= $1,846,000 business value/year
Reduce employee
turnover 1% (800
employees)20% Cost to Replace
(Avg. Salary $100k)x
= $160,000 avoided/year
38© 2015 Electric Power Research Institute, Inc. All rights reserved.
The Blackout of 1965
New York City, The Northeast Blackout, 1965
39© 2015 Electric Power Research Institute, Inc. All rights reserved.
EPRI Today
Unique Collaborative Business Model
World-wide Members
– 450+ participants in more than 30 countries
– 90% of the electricity in the United States generated by EPRI members
– 30% of research, development and demonstrations international funding
40© 2015 Electric Power Research Institute, Inc. All rights reserved.
Spans the Entire Electricity Sector
41© 2015 Electric Power Research Institute, Inc. All rights reserved.
Environment Sector Six “Roadmap” AreasGeneration and Environmental
SciencesEnergy Delivery & Utilization
Environmental SciencesOccupational Health and Safety
Strategy Analysis & Technology Assessments
Renewables Sustainability
42© 2015 Electric Power Research Institute, Inc. All rights reserved.
Identify
Issues
Determine
Maturity
and GoalsMeasure
Performance
Benchmark
Communicate
What is EPRI’s role?
Materiality
Study Energy Sustainability
Interest Group (ESIG)
Electric Power
Sustainability Maturity
Model Metrics
Utility Sustainability
Benchmarking Forum
43© 2015 Electric Power Research Institute, Inc. All rights reserved.
2015 Energy Sustainability Interest Group
44© 2015 Electric Power Research Institute, Inc. All rights reserved.
What can your company do?
Source: Shelia Bonini, June 2014, https://www.conference-board.org/topics/publicationdetail.cfm?publicationid=2947&topicid=30&subtopicid=260, pg 21
Roles of
Company
Officers
Commun.
and
Gov’t Affairs
Explain the company’s sustainability efforts in relevant terms to the
public, regulators, policy makers and employees
Get clarity on roles and commitment –
Then identify the important issues, determine
maturity level and define goals
45© 2015 Electric Power Research Institute, Inc. All rights reserved.
The Smartest Brands are Investing in Sustainability to Lead the Future
Today’s most savvy brands -- are wasting no time in positioning
themselves as tomorrow’s leaders.
Three forces drive this shift.
1. First, there are crises such as climate change, loss of
biodiversity and water scarcity;
2. Second is the mass adoption of social technologies that are
connecting consumers at an unprecedented scale; and
3. Third, rising consumer and media activism is exposing
corporate behavior to growing public scrutiny.
November 2, 2015
46© 2015 Electric Power Research Institute, Inc. All rights reserved.
Together…Shaping the Future of Electricity
The Sustainable Customer RelationshipWOMEN IN COMMUNICATIONS AND ENERGY
2015 FALL CONFERENCE
#SUSTAINABLECUSTOMERS #SUSTAINABLEFUTURE
@NYWICE #NYWICE2015
Networking Break
Don’t forget to buy your raffle tickets!
O P O W E R C O N F I D E N T I A L : D O N O T D I S T R I B U T E
Transforming the Utility Customer Experience
November 6, 2015
OP OW E R CONFIDE NT IA L : DO NOT D IS T RIB UT E 49
Opower at a glance
» Working with over 95 utilities around the world
» Over 400 billion meter reads under analysis
» 40% of US household energy data under management
» 600 people in San Francisco, Arlington, VA (HQ), Tokyo, Singapore, London
» Behavioral science
» Big data analytics
» Consumer marketing
» User-centric design
» 1.5-3% reduction in per household consumption
» 8 TWh saved to date; 12B pounds of CO2 abated to date
» $1+ billion in customer bill savings to date
» 5% reduction in peak demand
» 50-100% increase in sales of new services and adoption of new tariffs (e.g., TOU)
Company
DNA Impact
OP OW E R CONFIDE NT IA L : DO NOT D IS T RIB UT E 50
Largest R&D investment in utility customers anywhere
Computer scienceBehavioural science Data science
250+ behavioral designers, data scientists, engineers, and product managers
Our R&D talent comes from:
OP OW E R CONFIDE NT IA L : DO NOT D IS T RIB UT E 51
A breadth of products focused on multiple outcomes…
8 Twh saved to date5% peak reduction perhome with TOU
4x email open ratesvs. industry average
19% decrease in high bill calls
5% increase in customer relationship metrics
3% peak reduction /home with behavioral
100% increase in web enrollments
3% increase in overall customer satisfaction
60% average uplift in program participation of promoted programs
6% increase in customer relationship metrics
8% increase in e-billing enrollments5% increase customer relationship metrics
ENERGYEFFICIENCY
DEMAND RESPONSE
DIGITALENGAGEMENT
CUSTOMER CARE / BILLING
OUR EVOLUTION
$
$
$
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 52
Today’s discussion
• Trends: Shifts in Customer Expectations
• 5 Truths and 9 Minutes
• Driving Engagement at Scale
• Putting REV into Practice
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE
Rise of the Customer
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 54
Utilities…. have been slower to this transition.
Industries in Transition
Data and pervasive computing have changed how most major industries interact with
their customers:
Retail Banking Content Providers Airlines
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 55
Utilities remain focused on standard priorities: safe, reliable, affordable energy delivery…
Keeping the lights on
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 56
…but industry changes are forcing a response
New competition
Rate
pressureFlat demand AMI dataRISE OF THE
CUSTOMER
Distributed
generation Regulation
OP OW E R CONFIDE NT IA L : DO NOT D IS T RIB UT E 57
Customers expect personalized offers unique to them; energy
should be no different
Frictionless Experience Self-Service Advice
Predictive Analytics Personalized Recommendations
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 58
The 5 Universal Truths about Energy
Consumers
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 59
We’ve done lots of research…
United States40,000 interviews, 10 focus groups
Canada1,000 interviews
Australia3,000 surveys, 5 interviews
New Zealand2,000 interviews, 4 focus groups
Hong Kong1,000 surveys, 7 focus groups,
15 interviews
Singapore1,000 surveys
United Kingdom4,000 surveys, 8 focus groups, 12
interviews
France: 1,000 surveys, 8 focus groups
Sweden: 1,000 surveys, 4 focus groups
Spain: 1,000 interviews
Germany: 1,000 interviews
Japan1,000 surveys, 5 interviews
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 60
And have identified five universal truths of energy
consumers
Customers are generally less satisfied with their utilities
Around the globe, there is a gap between what customers expect and what utilities deliver1.
Everyone wants to reduce their energy spend
Consumers are concerned about cost, and actively looking for ways to save on their energy bills2.
Everyone pays attention to how they compare to others
It doesn’t matter where you live, how old you are, or how much money you make5.
Consumers want personalized insights from their utilities
Customers want information delivered via multiple channels, though preferred channels vary by country4.
People look to their utilities for their energy information
To cut through widespread confusion about energy efficiency, consumers want directed advice3.
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 61
Customers want personalized information and tools that
help them manage their spend
69%
75%
67%64%
US English-Speaking EU Asia
A majority of customers want:
» Progress updates on how much energy they saved
compared to the last billing period
» Explanation of how their energy use compares to that of
utility customers
» Advice on how to save energy as the weather changes
» Personalized recommendations from the utility on how to
reduce home energy use
Percentage selecting personalized information as a
valuable service
12,000 respondents across 12 countries
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 62
52%
40%
50%
41%
53%
62%61%
56%58%
74%74%77%
AsiaEUEnglish-SpeakingUS
The government
Independent energy efficiency source
Your energy company
People trust their utilities most to provide this information
and these savings tools
Percentage selecting information from the specified
source as valuable
12,000 respondents across 12 countries
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 63
We know what customers want, but how do we
engage them?
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 64
Customers engage on average 9
minutes a year with their utility.*
*Actionable Insights for the New Energy Consumer, Accenture 2012
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 65
Years of behavioral science research have informed how to drive
sustained energy savings
Schultz & Cialdini (OPOWER Scientists)
Hewlett Foundation San Marcos Study
$$$
Turn off AC &
Turn on Fan
Environment
Turn off AC &
Turn on Fan
Citizenship
Turn off AC &
Turn on Fan
Zero Impact on Consumption
Neighbors
Turn off AC &
Turn on Fan
6% Drop in
Consumption
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 66
By engaging utility consumers with behavioral messaging and
personalized insights…
Home Energy Report Email HER Web
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 67
GW
h S
ave
d (C
um
ula
tive
)
2008 2009 2010 2011 2012 2013 2014 2015
80 Utilities
1.8 TWh
3 Utilities
9 GWh
12 Utilities
51 GWh
21 Utilities
207 GWh
55 Utilities
752 GWh
90 Utilities
3.1TWh
95 Utilities
6 TWh
Customers have achieved massive impact:
More than $1 billion in bill savings
95+ Utilities
8 TWh
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 68
Vs.Financial Reward
$25 reward for program
enrollment
Social Proof
Program signup sheets
placed in public areas
4xmore effective
Motivating customers isn’t always intuitive
Experiment: How to drive enrollment in direct load control program?
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 69
Behavioral Demand Response: Broad-based peak
reduction with no price or device needed
69
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 70
Link to fly over video: https://drive.google.com/a/opower.com/file/d/0BwIM-14KHMnJNUFSdWNXdGo1dVk/view?usp=sharing
Technology + Customer Engagement = Widespread
Reduced Peak Demand
70
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 7171
0.10
0.15
0.20
0.25
0.30
0.35
0 0 1 2 3 3 4 5 6 6 7 8 9 9 10 11 12 12 13 14 15 15 16 17 18 18 19 20 21 21 22 23
Us
ag
e p
er
HH
Hour
Control Treatment
Peak Hours
BDR Result:
Large scale peak savings without a device or price
Performance across 32 events at 6 utilities
Average Reduction: 2.71%
Max Hourly Reduction: 5.04%
Load curve from one event during the 2014 BDR season at Efficiency Vermont. Used for illustrative purposes.
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 72
Passive savers: 5%
Engaged savers: 15%+
Happy, engaged customers
BDR with PTR Results:
Additional peak savings leveraging rates and devices
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 73
Reforming the Energy Vision:
Policy + Innovation + Customers
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 74
New York: Reforming the Energy Vision (REV)
Six Objectives of REV
1. Enhanced customer knowledge and tools that will support effective
management of the total energy bill
2. Market animation and leverage of customer contributions
3. System wide efficiency
4. Fuel and resource diversity
5. System reliability and resiliency
6. Reduction of carbon emissions
OPOWER CONFIDENTIAL: DO NOT DISTRIBUTE 75
“Viewing the electric grid as a single machine also means that each
customer premise and every power consuming device is, in actuality, a
part of the grid. Today, the customer side of the grid represents an
enormous and largely untapped resource to improve the value of the
system.”
Customers are at the core of REV
REV Track 1 Order, February 26, 2015, p. 11
OP OW E R CONFIDE NT IA L : DO NOT D IS T RIB UT E 76
REV Case Study #1: Con Edison “CONnectED Home” Demo*
DER Product Revenue
Con Edison Personalized
Communications with
DER Offering
Engaged Customers
Purchase DER Products,
Services
DER Product and
Service Providers
Con Edison-Opower Partnership
Ad Services
Contractor
Targeted
Offering Platform
DER Providers Buy Targeted
Offering Space
Revenue to Con Edison
*Con Edison CONnectED Home REV demo project is currently under review by the NY PSC.
OP OW E R CONFIDE NT IA L : DO NOT D IS T RIB UT E 77
REV Case Study #2: National Grid Customer Convenience Demo
• Community of Clifton Park, NY
• Customers offered a choice of new and simplified energy plans with options for
energy management technology adoption.
• Multiple technology partners will play a role.
• Opower customer analytics and outbound communications platform will serve as
the primary channel to educate and engage customers around these plans.
*National Grid Customer Convenience REV demo project is currently under review by the NY PSC.
OP OW E R CONFIDE NT IA L : DO NOT D IS T RIB UT E 78
Summary
• Industries are transforming by leveraging innovation
• In turn, customer expectations are changing
• New York REV is focused on empowering customers to better manage
their energy use
• Use of social norming, data analytics, and personalized insights have
proven large-scale, sustained behavior change in energy consumers is
possible
• Utility demo projects are poised to achieve an even greater level of
customer engagement and action
*National Grid Customer Convenience REV demo project is currently under review by the NY PSC.
OP OW E R CONFIDE NT IA L : DO NOT D IS T RIB UT E 79
Marisa Uchin
Director, Regulatory Affairs
The Sustainable Customer RelationshipWOMEN IN COMMUNICATIONS AND ENERGY
2015 FALL CONFERENCE
#SUSTAINABLECUSTOMERS #SUSTAINABLEFUTURE
@NYWICE #NYWICE2015
Lunch
Don’t forget to buy your raffle tickets!
@NYWICE #NYWICE2015
CRM in the
Workplace
Moderated By
LuAnn Scherer
Chief, Consumer Advocacy
NYS Department of Public
Service
PANELISTS:
• LORI ACKER
VICE PRESIDENT, US MARKETING & CUSTOMER EXPERIENCE
NATIONAL GRID
• MIKE MURPHY
DEPARTMENT MANAGER, DIGITAL CUSTOMER EXPERIENCE
CON EDISON
• EMILY SMALL
DIRECTOR, CUSTOMER DEVELOPMENT PROGRAM
PERFORMANCE & OPERATIONS
NYPA
@NYWICE #NYWICE2015
KENDALL FARRELL
EXECUTIVE DIRECTOR
BOTTOMLESS CLOSET
The Sustainable Customer RelationshipWOMEN IN COMMUNICATIONS AND ENERGY
2015 FALL CONFERENCE
#SUSTAINABLECUSTOMERS #SUSTAINABLEFUTURE
@NYWICE #NYWICE2015
Networking Break
Don’t forget to buy your raffle tickets!
Sustainable ConfidenceIn Client Relationship Management
Social Style is a strong tool
•Focus on interpersonal interactions
•Provides 360 feedback
•Easy to apply at work
•1.5M users over 30 years
•Reliability and validity
Goals for our time together
1. Interpersonal behavior can be demystified
2. Learn the Social Style model
3. Connect this knowledge to influence
• Self-Awareness• Personal Mastery• Emotional Intelligence• Communication• Empathy
• Vision• Bottom Line• Goal Setting and Progress• Interdepartmental Function• Compliance
Actor
Architect
Leadership has two parts
Situational tension drives behavior
Tension
BehavioralResponse
TensionReduction
BehavioralResponseReinforcement
Tension typically drives productivity
Low Tension High
Pro
du
cti
vit
y
Low Tension=
Low Productivity
Appropriate Tension
=
High Productivity High Tension=
Low Productivity
Know how people behave to improve communication
and confidence
•Allows you to predict behavior
•Helps you adapt to others
Behavior is what we say and do
Traits
HonestIntelligentArrogant
MotivatedSelf-centered
SincereCritical
ObservableBehavior
SayDo
Quiet - LoudSlower-paced - Faster-paced
Facially controlled - Facially animated Monotone voice - Inflected voice Less eye contact - More eye contact
Casual posture - Rigid posture Leans back - Leans forward
Judgments
I like him.He annoys me.
She interests me.I distrust her.
I hate him.I trust him.
Social Style measures three scales
•Assertiveness - Asking or telling
•Responsiveness - Show of emotion
•Versatility - Ability to flex to others
Assertiveness measures asking or telling
“Say” - Verbal Behaviors
Slower….…...Pace of Speech……...FasterLess……...Quantity of Speech……..More
Quieter…….Volume of Speech…….Louder
Relaxed……..Use of Hands……..DirectiveLean Back……..Body Posture……..Lean Forward
Less………….Eye Contact………….More
“Do” - Non-Verbal Behaviors
Asks TellsBC AD
Responsiveness measures show of emotion
“Say” - Verbal Behaviors
Monotone
.
.
.Emotion In Voice
.
.
.Inflection
Task
.
.
.Subjects
of Speech...
People
Facts/Data
.
.
.Form of
Descriptives...
Opinions/Stories
“Do” - Non-verbal Behaviors
Less
.
.
.Use
of Hands...
More
Rigid
.
.
.Body
Posture...
Casual
Controlled
.
.
.Facial
Expression...
Animated
Emotes
Controls
4
1
2
3
These behaviors define four styles
Emotes
Controls
Analytical Style•Slower-paced, slower to act•Makes strong efforts to organize•Shows less concern for relationships•Works in a historical timeframe•Takes action cautiously•Tends to avoid personal involvement
Amiable Style•Slower-paced•Makes efforts to relate•Shows less concern for effecting change•Works in the present time frame•Shows supportive action•Tends to avoid conflict
Expressive Style•Faster-paced•Makes efforts to involve•Shows less concern for routine•Works in the future time frame•Tends to act impulsively•Tends to avoid isolation
Driving Style•Faster-paced•Makes efforts to control•Less concerned for caution in relationships•Works in the present time frame•Tends to direct the actions of others•Tends to avoid inaction
TellsAsks
Each style has characteristics
Style Need - the general goal of each Style.
Style Orientation - The typical behavior of each Style, used to obtain the Style Need.
Style Growth Action - Behaviors that can help each style communicate and perfom better with others.
Which help us predict behavior
Emotes
Controls
Asks Tells
Analytical
Need: To Be RightOrientation: Thinking
Growth Action: To Declare
Amiable
Need: Personal SecurityOrientation: RelationshipsGrowth Action: To Initiate
Expressive
Need: Personal ApprovalOrientation: SpontaneityGrowth Action: To Check
Driving
Need: ResultsOrientation: ActionGrowth Action: To Listen
Each style has strengths
Emotes
Controls
Asks Tells
Analytical Logical
Systematic
Thorough
Prudent
Serious
AmiableCooperative
Supportive
Diplomatic
Patient
Loyal
ExpressivePersuasive
Enthusiastic
Outgoing
Spontaneous
Fun-loving
DrivingEfficient
Decisive
Pragmatic
Independent
Candid
What judgments do we make?
Emotes
Controls
Asks Tells
Analytical Indecisive
Impersonal
Bureaucratic/Nitpicky
Doesn’t get it
AmiableConflict avoider
Risk averse
Permissive
Disengaged
ExpressivePoor listener
Impractical
Distracting
Manipulative
DrivingImpersonal
Abrasive
Shortsighted
Poor collaborator
Style combinations can be toxic
Emotes
Controls
Asks Tells
Analytical •Slower-paced
•Focus on detail
•Serious and formal
approach
Amiable•Slower-paced
•Focus on relationship
•Casual and informal
approach
Expressive•Faster-paced
•Focus on generalities
•Casual and informal
approach
Driving•Faster-paced
•Focus on goal
•Serious and formal
approach
Each style has backup behavior
Emotes
Controls
Asks Tells
Analytical
Avoids: Withdraws to
reduce personal tension
Amiable
Acquiesces: Goes along to
reduce personal tension
Expressive
Attacks: Confronts to reduce
personal tension
Driving
Autocratic: Takes charge
to reduce personal
tension
Adapting your behavior
Emotes
Controls
Asks Tells
- Make personal contact
- Slow your pace
- Listen more, listen better
- Soften approach
- Focus more on feelings- Be supportive and structured
- Demonstrate loyalty
- Slow your pace
- Listen more, listen better
- Soften approach
- Be more task-oriented- De-emphasize feelings
- Provide written materials
- Pick up the pace
- Demonstrate higher energy
- Be more task-oriented
- De-emphasize feelings
- Goals & plans- Say what you think
- Cut to the chase
- Make personal contact
- Pick up the pace and energy
- Focus more on feelings
- Be spontaneous in conversation
- Be open to fun-loving side- Say what you think face-to-face
- Provide considerable freedom
Use the platinum rule
Emotes
Controls
Asks Tells
“I always know I can trust you when
the going gets tough. It means a lot.”
“Your thoroughness was instrumental in
identifying some processes that weren’t
working.”
“I really think we are going to hit our
goals. You just Get. It. Done!”
“Wow! That meeting was great. You
won them to our perspective just by
making it fun.”
Identify the Style of others
•Use the guidelines and observe over time
•Consider versatility, situation, combinations and stress
reactions
Flex little by little
Try
Notice
Learn
Deepen
The Sustainable Customer RelationshipWOMEN IN COMMUNICATIONS AND ENERGY
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