Digital Transformation for Utilities: Creating a Differentiated Customer Experience Through Mobility
1 like468 views
Utility companies can achieve a competitive advantage by adopting a mobile-first approach to enhance customer experience in a quickly evolving digital landscape. The document outlines frameworks for utilities to leverage mobile apps and multi-screen engagement to improve customer interactions and satisfaction, while highlighting existing gaps in mobile adoption among utilities. It emphasizes the necessity for utilities to align their digital strategies with user expectations and provide meaningful engagement through innovative mobile solutions.
Digital Transformation for Utilities: Creating a Differentiated Customer Experience Through Mobility
- 1. Digital Transformation for Utilities: Creating a Differentiated Customer Experience Through Mobility In today’s deregulated marketplace, utility companies can gain sustainable competitive advantage by embracing a mobile-first mind-set to differentiate the experience they deliver to customers. Read on to see our framework for getting there. Executive Summary It’s hardly news that the unrelenting conver- gence of communication and computing capa- bilities in mobile consumer devices is transform- ing customer experience and user expectations for nearly every service and function across industries. In fact, smartphone subscriptions will achieve a compound annual growth rate (CAGR) of 25% between 2010 and 2020, according to the Ericsson Mobility Report.1 While only 10% of the global mobile phone subscriber base had smartphones in 2010, by 2020 penetration is set to reach 70%, or 5.6 billion subscribers worldwide. This change in consumer behavior, complemented by the rapid evolution of mobile operating systems (OS) and product features, has resulted in a new multi- screen world. For both sequential and simultaneous screening, smartphones have become the backbone of daily media interactions for most consumers. Conven- tional wisdom says smartphones are the most used computing/communications device on a daily basis and are the common starting point for users’ multiple screen experiences. As modern digital technologies influence customer experience, expectations and behaviors, the utilities industry needs to respond in kind. This white paper explores the opportunities and proposes a framework for utility companies seeking to transform their business by taking advantage of mobile-first thinking and multi- screen preferences to create tangible differentia- tion in a crowded marketplace. Emergence of the Multiscreen World In today’s multiscreen world, context drives the choice of device. The decision is affected by time of the day, objective to be accomplished, location of the user and the user’s state of mind. On an average, 38% of daily interactions with the Internet happen via mobile. Mobile’s emergence as a preferred screen is the result of its on-the-go convenience and growing commu- nications and connectivity capabilities, as well as users’ lack of time to use other devices. In this multiscreen world, most users have strong cognizant 20-20 insights | september 2016 • Cognizant 20-20 Insights
- 2. cognizant 20-20 insights 2 preference for mobile to either initiate contact or accomplish an objective. Figure 1 uses Google research2 to explain why users prefer multi- screen engagement, while demonstrating that mobile is the most preferred point of initiation for all online activities. Embracing Mobile as a Primary Customer Engagement Channel and Ducking the Delete Syndrome This dynamic shift in consumers’ digital behavior has triggered a strong realization among utilities that they need to pivot towards mobile as a key element in their digital strategies. However, most companies have yet to fully embrace mobile as a self-service channel. According to the J.D. Power and Associates’ 2016 Utility Website Evaluation Study, although many utilities have extended their mobile offerings, most customers are not satisfied with their perfor- mance.3 Out of all utilities companies in the U.S., approximately 29% have dedicated apps, leaving a large upside for tighter customer engagement and satisfaction improvement. Companies that do not have dedicated mobile apps offer mobile- enabled websites to deliver a mobile-optimized experience. There are 136 investor-owned utilities (IOUs) in the U.S., held by 69 major utility companies of which 17 are in the West, 20 in the Midwest, 16 in the South and 16 in the Northeast. Our analysis shows that the geographic distribution of utilities that have a dedicated mobile app for customer service varies from 23.5% to 37.5% – averaging 29% for all of the U.S. (see Figure 2). According to customer reviews, most of these apps have failed to live up to user expecta- Starting Online with the Smart Phone Source: Google Figure 1 Dedicated Customer Service Mobile Apps by Region Figure 2 Utilities - 16 Apps - 6 Utilities - 20 Apps - 5 Utilities - 17 Apps - 4 Utilities - 16 Apps - 5 THE U.S. 23.5% 29% 25% 31.25% 37.5% Northeast SouthMidwest West Search Activity 60% 65% 4% Browsing 58% 63% 5% Online Shopping 61% 65% 4% Travel Planning 45% 47% 3% Banking and Finance 56% 59% 3% Social Networking 58% 66% 8% Location of User Objective State of Mind Time of Use CONTINUED ON PC SCREEN ENGAGEMENT SCREEN ENGAGEMENT SCREEN ENGAGEMENT < >STARTED ON MOBILE CONTINUED ON TABLET 24% 38% 9% Use in office and home On-the–go and home Used in office Task-oriented Communicate and connect Entertainment and browsing Serious and research intensive attitude Need quick info Relaxed and leisurely approach Requires lot of time and focus Short burst of time available Unbound sense of time
- 3. cognizant 20-20 insights 3 tions. Apps built on the Android platform have better ratings compared to those that run the iOS operating system. The average rating for an Android app4 is 3.59 while it is 2.62 for iOS apps. iOS apps5 received a below average rating on customer experience, according to our analysis. User ratings in both platforms are found to be skewed towards the average, leaving a major opportunity for improvement. This disconnect with users results in the inevitable: The utility app is among the first to be deleted. So, how can utilities duck the delete syndrome? While conceptualizing their mobile service and engagement channel, utilities need to understand the synergies across channels. They also need to ensure their overall digital strategy is built on a meaningful and relevant customer experience. Another pertinent question to ask early on is the purpose of the mobile app. Existing mobile apps in the market can be classified into two buckets (see Figure 3). The first bucket includes transactional apps built to help a customer complete a transac- tion from a mobile device. The second is the trans- formational group and consists of engagement apps that are built to encourage and maintain user adoption. Utilities should look at features that help engage customers and drive meaningful connec- tions.6 It is important to get it right from the start, and then enhance key capabilities over time. This drives the long-term adoption of the app. It is essential to identify the key customer engagement and transactional feature for the mobile app in the strategic planning phase. Along with the regular transactional features, it’s important to focus on critical customer engagement functions such as empowerment tools, necessary tips and gamification (see Figure 4, page 4). Figure 5, on page 4, offers a few examples of winning features that can make utility industry mobile apps7 into an exceptional user experience. The Move to Mobile as a Self-Serve Channel Digital platforms and devices have become an integral part of our lives across industry segments, and will continue as such for the foreseeable future. We do so much online now – buy stuff, plan holidays, manage funds – and frequently from our smartphones. Research suggests that utility companies lag behind other industries in the adoption of digital technologies, and particularly so in the mobile channel.8 Strong regulatory controls and lack of incentives for competing in the digital space have kept utilities away from embracing digital technologies as much as other industries have. In recent times, however, rising costs of acquisition and competition in the deregulated market have incentivized utilities to look towards adopting customer-connected technologies. With the advent of smart grids and free markets, utilities are undergoing not only a technological shift but also a strong shift in customer dynamics. With this shift, the voice of the customer and driving Transactional and Engagement Features: An Illustrative Example Figure 3 TRANSACTION FEATURES: • Contact Us • Login • My Balance > Account Balance > My Energy Use > Payment Arrangements > Online Payments > Service Order Status > Outage/Gas Leak Status • Account Alerts (e.g., Bill Due, Overdue, Outage Alerts) • Outage/Emergency Reporting ENGAGEMENT FEATURES: • Personalized Tips and Advice Related to Energy Efficiency and Clean Energy • Decision-Making Tools Like Best Rate Selector or Useful Add-On Savings • Gamification Like Goal-Based Savings Target and Incentivization or Games Linked to Energy • Proactive Alerts and Notification Including Weather and Storm Advisory • Active Outage and Storm Emergency Support • Social Media Connects
- 4. cognizant 20-20 insights 4 Figure 4 Key Customer Service Functional Modules and Activities: An Illustrative Example User Experience Journey Modules Module Features ACCOUNT MANAGEMENT Log in registration Forgotten password email journey Create account Account summary Link delink accounts Manage multiple accounts Preference center USAGE Real-time consumption report Spend to date & prepaid Usage analytics – graphs & charts OUTAGE Outage reporting Outage status GPS location finder to report an outage Google map Integration for outage center BILL PAYMENT Make payment – card Make a payment – direct debit enrollment Make a payment – direct debit dashboard Paypal & Kubra payment gateway integration Auto debit facility – wallet View bill details View payment history SOCIAL MEDIA Integrate with social media platforms User Experience Journey Modules Module Features METER READ SUBMISSION Meter reads submission – user form Submit meter read photo Mobile number verification and SMS reads NOTIFICATIONS Scheduled alerts Real-time alerts Usage tips Push notifications CUSTOMER SERVICE Create service appointment Job tracking – view status of service request Create move-in/move-out requests Report a problem Contact us – connect to call center Service chat with support center ENERGY EFFICIENCY Enroll in demand response programs Manage programs and offers Green button data integration PRODUCT FEATURES Help & advice service Voice recognition for app navigation Choice of configurable modules Cloud integration ELECTRIC VEHICLE Electric vehicle charge points integration INTERNET OF THINGS Add and control smart home gadgets Standing Out from the Pack Account Summary Home Account Name Here Bill Period Nov 15 to Dec 15 2015 12% more than last month 253kwh My Usage Account Summary Alerts Current Bills Payment History Submit Meter Read Usage Outage Book an Engineer Contact Us View Usage Compare Your Usage 2015 • View consolidated summary • Accordion view to avoid clutter • Ability to swipe between views • Use Springboard to navigate • Combine with horizontal swipe • Ease to return to home screen • ‘Design for Consumer’ • Use concise graphs • Use filters and time slicer • Use icons to prioritize • Show time of arrival • Provide read/ unread status • Use metaphoric progress status • Show transaction confirmations • Push notice for confirmations VIEW DASHBOARD NAVIGATE VIEW GRAPHS NOTIFICATIONS STATUS UPDATE Alerts 58 Bedford Street, NY 1 Unpaid Bill Due in 3 Days $120 Payment Successful Nov 12 $120 Your usage is alarmingly high until September 13 An engineer has been booked for service Last Meter Read Nov 12 Outage report received We are working towards resolving it. Restoration time: 18:35 Emergency Contact: 1 800 120 0009 Outages 58 Bedford Street, NY Figure 5
- 5. cognizant 20-20 insights 5 customer engagement have become paramount to win new and retain existing customers. Platforms such as social media and mobile apps are rapidly becoming the preferred means for customers to communicate with their providers. An estimated 624 million customers will engage with utilities via social media by the end of 2017.9 While mobile is on the roadmap of most utilities, many are far from achieving a fully transforma- tional state where multiscreen and mobile-spe- cific interactions feel seamless and serve as a market differentiating factor. While utilities include mobile apps as a part of their digital roadmap, few have successfully deployed it to their consumers. But utilities believe that with millennials being the priority customers10 in years to come, mobile as an alter- native channel would be a faster way to increase adoption by leveraging the benefits of availabil- ity (anywhere and anytime) and personalization (relevant to the customer). Transforming Customer Engagement: Making Business Sense of the Mobile App Coupled with smartphone features, many of today’s advanced mobility solutions in our view provide an engaging user experience (UX) to utility customers. These solutions eliminate multi- touch-point interactions between the company Business Driver Traditional View New Age Imperative Case for Mobile CUSTOMER ACQUISITION • Regulated markets. • Customer stickiness. • Limited switching benefits. • Market deregulation. • Seamless switching. • Multiple operators and flexible customer base. • Ability to develop an engagement strategy for customer segments and have meaningful connects. • Ability for utility to shift from being a necessity provider to value enhancing partner CUSTOMER SATISFACTION • Locked customers. • Traditional channels for negative feedback propagation • Extremely flexible customer with multiple options to switch. • Information and negative experiences flow rapidly • Ability to provide all relevant information to the customer to reduce information shocks. • Ability get proactive with communications. CASH FLOWS • Traditional mechanisms for bill collections. • Standard payment instruments. • Loss of the traditional wallet and advent of new payment platforms. • Need to do better energy cost analysis to drive affirmative actions. • Ability to cater to modern payment methods. • Payments anywhere anytime. DEMAND RESPONSE • Supply-driven market. • No incentives for consumption conditioning. • Traditional T&D network and devices. • Market for demand response. • Home-to-grid models. • Emergence of SMART devices and infrastructure. • Ability to enable real time responses and call to action. • Ability to keep track of savings and usage on the go. COMPLAINT RESOLUTION • Driven by regulatory mandates. • Need to be driven by customer experience. • Ability to engage and get feedback at every stage based on scenarios. Accessing the Mobile Imperative in Today’s Multiscreen World Figure 6 While mobile is on the roadmap of most utilities, many are far from achieving a fully transformational state where multiscreen and mobile-specific interactions feel seamless and serve as a market differentiating factor.
- 6. cognizant 20-20 insights 6 Comparing, Contrasting Mobile Apps vs. Mobile-Optimized Websites Mobile Website Mobile AppVs. Accessed through browsing Static, navigational user interface Requires connection Limited features Accessed after installation Interactive user interface Available offline Can use phone features: e.g., camera, flash torch, location service Minimum personalization High personalization Marginal performance lag Responsive and fast Figure 7 The Customer Service Business Case for Mobile Apps Figure 8 Functionality Service Needs & Pain-Points Mobile App Benefits Outage Reporting I want to report an outage. • “Phone line in call center is busy – cannot report the outage.” • ”In a meeting. Cannot talk to the customer service immediately.” • “It’s already been an hour since I reported the outage – I don’t know what action they took!” • Ability to provide all relevant information to the customer to reduce information shocks. • Outage reporting: call center chat support. • Outage status monitoring dashboard using GPS, map and camera features. • GPS location finder to report an outage. • Google map integration for outage center. Bill Payment I want to pay my bill. • “Travelling next week; if I miss the utility bill payment, I have to pay a penalty.” • ”Just came back from Walmart, visiting the utility bill desk slipped my mind.” • “Paying utility bills can be auto debited from my account/wallet.” • Make payments on the go through secured gateways. • Make payment, with a card or direct enrollment. • Auto debit wallet facility. • Check old bills at one’s fingertips. Meter Read Submission I want to submit monthly meter readings so that there is no estimated billing. • “Cumbersome process. Note reads, go to online portal, enter reads; time-consuming.” • “I don’t know how to read a meter.” • Enter the meter reads in app forms. • Submit meter read by clicking a photo. • View meter read using flashlight torch. • Verify mobile number and SMS reads. Customer Service I want to book an engineer for a breakdown. • “Phone line in call center is busy – cannot report the complaint.” • “In a meeting. Cannot talk to service support immediately.” • “It’s already been a week. I reported the annual check; no update on status yet!” • Create service appointment through app. • Job tracking: view status of service request. • Create move in/move out requests. • Service chat with support center. • Location identifier of service agents using GPS data sharing. Energy Efficiency How can I reduce my electricity, water and gas consumption and save money? • “I want to save money by smartly using electricity and water. But I forget to keep a track of offers and programs.” • Enroll in track demand response programs. • Manage and use offers from the service provider. • Notifications using push alerts feature in mobile app. E-Car Smart Home How can I control energy consumption of my devices from a remote location? • “I left for the office an hour early today; did I switch off my room heater?” • “Where can I find charge points for my electric vehicle?” • Add and control smart home gadgets through app. • Dashboard for in-home electronic appliances. • Electric vehicle charge points integration in app. 6cognizant 20-20 insights
- 7. cognizant 20-20 insights 7 and its customers by offering a single window platform that improves process efficiency, reduces system cost and enhances brand loyalty by giving customers an engaging digital experience. However, the biggest challenge for utilities is deciding whether to build a full-fledged engagement module (a mobile app), extend their website suitable for a mobile (responsive design) or use a combination of both. It is important to understand the difference. While the mobile app has a certain edge over responsive websites, for utility companies that want to improve customer service, they must assess the pluses and minuses of providing such capabilities via an app or the Web (see Figure 7, page 6). For example, if a utility wants to provide the capability to operate the flashlight feature as a torch for meter reading, a mobile app is the better option. The utility’s mobility strategy should govern the adoption of an app-based solution over a responsively designed Web approach. Starting with a responsive design of an existing portal, utilities need to focus on developing dedicated mobile apps that can leverage the best of both worlds – Web content such as map-based outage reporting and native mobile features such as sensors, geolocation services, push notifications, real-time updates, etc. There is a compelling business case for utilities to explore a mobile app as a channel for customer service operations. A mobile app has the capability to be a one-stop solution for customers seeking to manage their utility needs. But the question is whether the customer is ready for the mobile channel. In a survey by Clickfox,7 77% of respondents find a customer service mobile app from their utility service provider a useful proposition. The insight also suggests that over 90% of respondents would replace some or all tra- ditional customer service channels with a mobile app if available. Today, while the Web self-service channels struggle to meet adoption targets of upwards of 30%, mobile as an alternative channel would be a faster way to increase adoption. Unlocking the Different Stages: A Framework-Based Approach The utilities journey for mobile app development for customer self-service has three distinct stages (see Figure 9). Phase 1: Building the Digital Plan The first step, or the initiation phase, is to develop a strategic plan to develop the mobile channel. This phase identifies the needs gap in current service channels and creates the input for the next phase – product development and testing. Once the app is developed, the utility needs a marketing plan to increase adoption through promotion and incentivization beyond offering seamless service support. We propose a framework to be adopted in the strategic planning phase that guides the organiza- tion through strategic visioning, business capability The Customer Service Mobile App: Three-Step Approach Figure 9 Digital Strategy Roadmap Gap Assessment – Customer Service Model Consumer Analysis Feature Selection Competition Analysis Product Selection Requirements Management UX Plan Marketing Service Support Align Marketing Plan with Strategic Goals Digital Marketing Campaign Management Performance Measure Metrics Dashboard App Usage Analytics and Upgrade Planning App Development Testing Requirement Analysis and Use Cases Design and Development Product Integration and Testing Social Collaboration and Security There is a compelling business case for utilities to explore a mobile app as a channel for customer service opera- tions. A mobile app has the capability to be a one-stop solution for the customers seeking to manage their utility needs.
- 8. cognizant 20-20 insights 8 modeling, target modeling, creating a roadmap, milestone identification and benefits realiza- tion planning. The approach is to understand the utilities’ customer service strategy and identify the gaps in the customer service model with a focus on the “why” questions around the need for a mobile app. The exit criteria would be to have a clear understanding of the ”how.” Utilities need to consider what elements in their app will drive engagement with the customer so that the app is viewed as a value-enhancing element in the crowded mobile ecosystem. The strategy should focus on driving meaningful con- versations and providing avenues for customers to transact and interact whenever they need, from their device of choice – the mobile. The app’s goal should be to drive stickiness and be an integral part of the utilities service proposition. Phase 2: App Development Testing Phase One of the key challenges in the development phase is to ensure an intuitive design and usability aspect. However, the development phase has a unique attribute specific to the utility industry. Utility companies typically face a challenge in that their main product (electric- ity, gas or water) is not seen as “cool” as, say, ordering a pizza or a movie ticket online. To Testing Go Live App Development Requirements Analysis Product Integration Interface Planning Social Integration App Module Design Security Design 1 2 3 45 6 7 8 Mobile App Development Phase The Mobile App Software Development Lifecycle Figure 11 The strategy should focus on driving meaningful conversations and providing avenues for customers to transact and interact whenever they need, from their device of choice – the mobile. Understand and Agree on ‘Why’ an App Makes Sense Review Existing Self-Serve Channels Understand Strengths Understand Voice of Customer Voice of Business to Formulate Future State Plan on ‘How’ the Vision Will Be Realized Decide and Agree on KPIs That Will Establish Success or Failure 1 Strategic Visioning 2 Business Capability Modeling 3 Target Operating Model 4 Roadmap 5 Benefit Realization Tracking The Strategic Planning Progression Figure 10
- 9. cognizant 20-20 insights 9 overcome this challenge, utilities must adopt a structured approach to combine the transac- tional and engagement features specific to their customers’ needs. Making the customer central to the design will ensure that the resulting app is an engaging and intuitive solution for their customers’ problems. Phase 3: Marketing Service Support Phase Developing a mobile app and making it available in an app store is only the journey’s starting point. Utilitiesunderstandhowandwhydigitalmarketing can drive awareness and build adoption. The most critical success parameter for a mobile app is the total number of downloads and the engagement duration of consumers. Digital marketing plays a key role to ensure that customers are aware of the app, interested in downloading it, have a desire to try the app features and want to develop an engaged and sustainable relationship. To succeed, it is essential to identify app marketing benchmarks and continually enhance the engagement with consumers. Utilities face their biggest challenge in this phase in terms of devising mechanisms to prevent the delete syndrome. Utilities must continuously manage customer engagements and evolve features and functionality to remain relevant in a space where the frequency of usage of a utilities mobile app is low compared with other aps. It thus becomes very important to make every touch point as meaningful and as value-adding as possible to avoid the delete syndrome (see Figure 12). Looking Ahead Technology capabilities are impacting utility customer service by creating a differentiation in user experience. As a starting point, the mobile app UX provides a transition from multiple touch points between customers and the utility to a convenient single window solution at users’ fingertips. In addition, there is a wider scope of mobility applications in the utility customer self-service channel as digital and industry boundaries become seamless and smartphones become the digital link. Utilities are exploring the mobile channel for engaging consumers with energy efficiency initiatives through gamification and other advanced engagement principles. By leveraging the power of social, mobile, analytics and cloud solutions (known as the SMAC Stack), utility companies can develop an Internet of Things ecosystem where consumers can use mobile apps not only to manage their smart home devices but also to engage with the utility seamlessly, through a window of their choice. STRATEGIZE Identify App marketing benchmarks and best practices IDENTIFY MARKETING MIX Determine marketing and promotional activities MANAGE CAMPAIGNS Outline campaign to promote mobile app to the target group MONITOR AND MEASURE Measure KPI against the stated goals and objectives ANALYZE Analyze App download, trial, adoption usage INTEGRATE Integrate results and plan course for the future 1 3 5 2 4 6 The Path Towards Digital Marketing Excellence Figure 12 Utilities must continuously manage customer engagements and evolve features and functionality to remain relevant in a space where the frequency of usage of a utilities mobile app is low compared with other aps.
- 10. About Cognizant Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process services, dedicated to helping the world’s leading companies build stronger businesses. Head- quartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technol- ogy innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 100 development and delivery centers worldwide and approxi- mately 244,300 employees as of June 30, 2016, Cognizant is a member of the NASDAQ-100, the SP 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant. World Headquarters 500 Frank W. Burr Blvd. Teaneck, NJ 07666 USA Phone: +1 201 801 0233 Fax: +1 201 801 0243 Toll Free: +1 888 937 3277 Email: inquiry@cognizant.com European Headquarters 1 Kingdom Street Paddington Central London W2 6BD Phone: +44 (0) 20 7297 7600 Fax: +44 (0) 20 7121 0102 Email: infouk@cognizant.com India Operations Headquarters #5/535, Old Mahabalipuram Road Okkiyam Pettai, Thoraipakkam Chennai, 600 096 India Phone: +91 (0) 44 4209 6000 Fax: +91 (0) 44 4209 6060 Email: inquiryindia@cognizant.com © Copyright 2016, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to change without notice. All other trademarks mentioned herein are the property of their respective owners. About the Authors Sayan Ghosh is a Consulting Manager within Cognizant Business Consulting’s Energy and Utilities Practice. He has over 11 years of consulting experience advising utility companies across the U.S. and UK in areas focused on customer experience, smart metering, billing and digital transformation. Sayan has an MBA in operations from SP Jain Institute of Management Research, Mumbai, and a degree in computer science engineering. He can be reached at Sayan.Ghosh@cognizant.com. Arindam Mandal is a Senior Consultant within Cognizant Business Consulting’s Energy and Utilities Practice. He has over seven years of consulting experience in the energy and utilities domain in the areas of digital transformation, business roadmap planning, developing product strategies, driving business change and business process transformations. Arindam has an MBA in strategy and operations from Indian Institute of Management (IIM), Kozhikode, and an engineering degree in electrical engineer- ing. He can be reached at Arindam.Mandal@cognizant.com. Debroop Sengupta is a Senior Consultant within Cognizant Business Consulting’s Energy and Utilities Practice. He has over seven years of experience in strategy and transformation projects across domains including business strategy, process optimization, performance improvement, strategy for market entry, customer experience and digital transformation. Debroop received an MBA from XLRI, Jamshedpur, with a major in operations, marketing and strategy and a bachelor’s degree in mechanical engineering. He can be reached at Debroop.Sengupta@cognizant.com. Codex 2132 Footnotes 1 https://www.ericsson.com/mobility-report 2 https://www.thinkwithgoogle.com/research-studies/the-new-multi-screen-world-study.html 3 http://www.jdpower.com/press-releases/2016-utility-website-evaluation-study 4 https://play.google.com/store?hl=en. 5 https://itunes.apple.com/ 6 http://www.cognizant.com/InsightsWhitepapers/Mobile-Center-of-Excellence-An-Enterprise-Playbook.pdf 7 https://www.cognizant.com/application-services/oracle-solutions/oracle-edge-solutions/oracle-utilities 8 https://www.cognizant.com/InsightsWhitepapers/Cognizant_Survey_Report_7_20.pdf 9 Pike Research Survey, “Social Media in the Utility Industry Consumer Survey.” 10 https://www.cognizant.com/InsightsWhitepapers/Cognizant_Survey_Report_7_20.pdf