Electricity Asset Management Plan 2019-2029
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Vector Limited://
a. Data Management & Utilisation b. End User Computing c. Cyber Security d. Application lifecycle management e. Infrastructure lifecycle management
For all the projects described below we looked for the optimal solution before deciding on the investment choice (and will continue to do so). Whether this is through the use of new and emerging digital technologies or existing solutions, in all cases, we identify the solution that will deliver the best outcome for our customers.
5.3.2 SIGNIFICANT PROGRAMMES OF WORK
ONGOING CUSTOMER ENGAGEMENT TRANSFORMATION
NEEDS STATEMENT Vector has been progressively changing its predominately phone based contact centre to align with customer preferences for engaging with us through a communication channels of their choice, whether it is social media, emails, text messaging, etc. At the same time, events like the 2018 April storm have highlighted to business need to rapidly scale up for significant events. We have also been observing a trend towards a ’self-service’ first expectation for those customers that do not wish to engage with a person directly when they can get accurate and efficient service from other channels. The focus of this programme is to move Vector towards a majority self-service model, for example, exploring the options and associated benefits where the customer’s first point of interaction is through digitally enabled options such as webchat, guided email and voice recognition through an IVR.
TARGETED OUTCOMES
CUSTOMER EXPERIENCE
SAFETY
RELIABILITY
RESILIENCE
OPERATIONAL EFFICIENCY
CYBER SECURITY AND PRIVACY
OPTIONS CONSIDERED Options to address the need identified above have been assessed and are summarised in the following table.
DESCRIPTION
DISCUSSION OF OPTION
ESTIMATED COST (NPV IF APPLICABLE)
STATUS
Option 1: Business as usual – no additional investment
Continue with current 100% outsourced, phone based contact centre. This option will not address the increasing demand from our customers for alternative channels to contact Vector, and does not scale in significant weather events, significantly impacting our ability to deliver our operational and field service outcomes. This option also reduces our ability to deliver innovative services that our customers now expect, and reduces the flexibility we must meet changing customer and stakeholder needs. Investing now in proven technologies that enable self- service for customers through both digital and traditional phone based channels will provide Vector with the capability to deliver to changing customer expectations. This investment also directly enables Vector to increase its scalability and capability to serve customers in significant events, and provide a seamless service experience through the channel of the customer’s choice.
Rejected
Option 2: Invest in a Contact Centre transformation with Self-Service and Digital First principles
$2.64M Selected
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