Practical CRM for Latin America March 24 2004

“Practical CRM” for Latin America March 24, 2004 Presented by: Jeff Valadez SPL World. Group Confidential & Proprietary

Latin American Market Context –Customer Management • Huge transition from public company structure to privatization 4 Privatization front-end of restructuring efforts 4 Privitization brought many new customer service quality standards 4 Cost drivers 4 Distribution model focused (vs. pure retailer model) 4 Uncertain long-term requirements of market restructuring • Economic & political pressures driving re-regulation (e. g. , social justice, rationing) • Market still dominated by legacy, billing-centric applications • CRM vs. CIS? 4 Usually poorly defined & understood scenario 4 Is there another paradigm? Other choices? 2 Confidential & Proprietary

Collaborative Analytical CRM De-mystification of Energy CRM Public Perception Public Sales Contract Management Perception Management Rating Operational CRM Multi-party Management 3 Sales Analysis Meter Management Service Orders Basic Marketing Contract Management Customer Management Network Management Usage Data Management Confidential & Proprietary Advanced Marketing Billing Accounts Receivable Operations Management Operational CRM Market Analysis Operations Customer Management Operations Management Billing Multi-party Management Network Management Risk Management Network Management Service Orders Collaborative CRM Analytical CRM

Where Does CRM Add Most Value for Your Company? • Need for intuitive and productive customer facing functions • More and more relevant customer information (360 -degree view) • Capability of expanding customer choices: 4 Web self service 4 Variable payment methods and arrangements 4 Billing options 4 New products and services 4 Customized quotations & proposals for C&I customers 4 Easily adapt to new pricing structures to build loyalty 4 Appointment setting for field work • • • 4 Improved integration with call center enabling technologies Customized communications with clients Many others…. Confidential & Proprietary

The CRM/CIS Conundrum 5 Confidential & Proprietary

In The Beginning CIS CORE Credit History Services Budgets Revenue Gap Residential We Bill Geography Billing History They Pay Commercial 6 Confidential & Proprietary

Generation X CIS CORE Services Budgets Revenue Gap We Sell Geography Billing History They Buy 7 Confidential & Proprietary CRM SOFTWARE Credit History Residential Commercial

$$CRM Suites$$ May Not Be the Answer 8 Confidential & Proprietary

You Don’t Necessarily Have to Choose CIS CORE Credit History We Target Services Budgets Residential We Qualify Geography Billing History We Sell They Buy 9 Confidential & Proprietary Commercial

Unlocking Information CIS CORE Credit History Campaigns Services Budgets Geography Billing History 10 Confidential & Proprietary Packages Orders

Implement a New System Gradually 11 Confidential & Proprietary

Variations on a Theme Bolt-on’s to existing system 4 Address your biggest issue area: e. g. , C&I billing, rating, credit & collections (revenue recovery) 4 Shows success in shorter time and less risk 4 Ensure that your decisions can smoothly transition you to addressing an end -to-end, systematic approach to customer management Optimize current processes and existing technologies 4 Many CRM issues can be solved without any technologies at all 12 Confidential & Proprietary

CRM = Satisfaction with Process AND Result 13 Confidential & Proprietary

Focus on Results Work with your provider to establish clear, measurable results and align implementation accordingly: 4 Improved resolution time to customer issues (e. g. , reclamos/customer claims) 4 Reduced amounts of past-due debt 4 Reduction in percentage of inaccurate bills 4 Improved response time to regulatory issues 4 Speed to market and enhanced revenues through improved ability to deploy products and services 14 Confidential & Proprietary

The Big Picture • Market changes are inevitable. • If you clearly understand market transition dates, it may be too late! • Customer retention is best achieved if you optimize customer care before you are forced to do so. • Results compromised if you skew attention on either front-office or backoffice. • Investments in new infrastructure, if done wisely, can transition effectively from traditional to re-structured environments. • Private, public, deregulated, regulated or somewhere in between, properly positioned, customer-focused investments will always pay dividends. 15 Confidential & Proprietary

Thank you! SPL World. Group, Inc. www. splwg. com 800 -ASK-4 -SPL World. Group, Inc. 75 Hawthorne Plaza, 20 th Floor, San Francisco, CA 94105 Johannesburg • London • Manila • Melbourne Morristown NJ • Paris • San Francisco • São Paulo • Sydney For a complete listing of SPL World. Group’s worldwide offices visit our web site at www. splwg. com/offices © 2004 SPL World. Group, Inc. All Rights Reserved. SPL World. Group, SPL, the SPL World. Group logo, the SPL logo, and Cor. Daptix are trademarks owned by SPL World. Group B. V. or its subsidiaries. SPL World. Group, SPL, and the SPL World. Group logo are registered as trademarks in the United States and in certain foreign jurisdictions. All other brand, product and company names herein are used for identification purposes only and are the property of their respective owners. Confidential & Proprietary