This is our story of co-creating
a solution with a leading
APAC-based energy company
As we know…
Energy and utility companies are under increased
pressure to offer better customer experience. But
improving customer experience in debt operations
is a challenging task. A streamlined and
structured approach is required to improve
customer service in debt recovery processes.
The challenge for the energy
Its bad debt had touched 2.6 percent and the
company was losing revenue due to drawbacks in
the debt recovery process. Operational costs were
increasing as a result of inadequate processes and
complex documentation. There was high customer
churn due to poor customer experience in the
debt collection process.
The incumbent vendor had failed to outline the
process and meet the service cutover deadlines.
The energy company leveraged WNS’ domain
expertise to transform its debt collection
operations and improve customer engagement.
Here’s what we co-created as a solution…
A swift and seamless transition of employees from the
existing vendor was done in just four months, with
minimal impact to the end-customer. WNS’ mature
and result-oriented transition methodology ‘EnABLE’
was deployed to accommodate the unique
requirements of the client. Thirty projects were
identified in three areas — debt, customer satisfaction
and cost-to-serve — that were negatively impacting the
client’s operations. These processes were streamlined
The energy company’s revenue was getting impacted
because every quarter unallocated payments in
Electronic Funds Transfer (EFT) remittances amounted
to AUD 8 Million. On a monthly basis, debt due to
customer disputes hovered around AUD 2 Million.
WNS prioritized high-dollar value accounts and
proactively followed up with customers for successful
closure of payments. A multi-channel approach was
introduced to reach non-paying customers. An incentive
program was launched to encourage customers to
make early payments.
For the first time in the debt recovery space, the
energy company looked at implementing Net Promoter
Score (NPS) to measure customer satisfaction levels.
Increasing the NPS in a debt collection function was an
extremely challenging ask.
WNS used text and sentiment analytics to mine data
from 500 e-mail surveys and assessed customer
satisfaction at both process and agent levels.Insights
from this assessment were used to further improve
agent performance and the debt collection operations.
The outcomes from the process of co-creation are...
The client’s bad debt was halved. The debt recovery
operations, which had been a major source of
concern for the company, became more structured
and streamlined. Additionally:
Unallocated EFT payments reduced from
AUD 8 Million to AUD 63,000
Operational costs reduced by 15 percent
WNS delivered an operational efficiency of
Every quarter, the back-office function was able to
seamlessly handle volumes to the tune of AUD 250
Million, and 98 percent of this amount was converted
into direct revenue for the energy company.
WNS also helped convert AUD 1.4 Million of the
AUD 1.6 Million payments in suspense accounts into
revenue for the company. The transformation of the
client’s debt collection process also improved its
customer experience in this space.