Business Performance - Energy and Utilities
For the UK energy retailing industry developed, delivered and managed a framework for compliance with the Code of Practice for the Face to Face Marketing of Energy Supply. Over the period (2003/4) of EnStra's involvement 90+% of issues identified in Enstra's audits were resolved and consumer complaint levels (as monitored by energywatch) halved.
For one of the UK's largest Retail Utilities we lead the performance modelling work-stream. We were in charge of the development of a system dynamics model of the Retail supply business, together with conducting a review of customer segmentation. This was based on shareholder value principles aimed at re-focusing the enterprise to significantly increase the value of the Retail customer portfolio. This work delivered significant insights on resource deployment, price positioning, and sales targeting.
For one of the UK’s largest Utilities led the “Issues and Vision” review work-stream as part of a broader Finance Business Performance Improvement programme. This work-stream entailed interviewing the MD’s and Finance Heads of each of the Utility subsidiaries, mapping out the issues in a “Value Map ” and then ensuring the development of a Vision, Goals and Objectives statement for Finance which was in alignment with the business needs of both the subsidiaries and the group.
For a UK Water Utility we supported the management team during a strategy review of its Retail supply business. This comprised the creation of a first view of the worth of the enterprise as a separate entity from the regulated asset company. In addition the supply customer base was segmented in accord with the key drivers of supply business profitability which provided insights into customer management priorities as well as input to the development of a strategy to capitalise on the potential advent of competition. This work was placed within the overall framework of the “5 Box Approach to Strategic Management” which the client felt gave a valuable structure for managing the strategic debate within the enterprise. This led to the development of both a traditional and “e” based pathway for corporate business development which was accepted by the CEO of the parent company.
For a major UK electricity I&C (Industrial and Commercial) retail business conducted a review of where best value could be created through the deployment of e-technology. This involved the brainstorming of options, their high level commercial evaluation, and the selection of manageable number of projects for implementation. Critical to the success of this project was the delivery of a process to facilitate management team decision making and Board member buy-in to the outcome.