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 and re-designed. 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.
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.