Technology Corridor

Utilities are finding strategic benefits in demand-based metering technologies.

It's been years since utilities regarded customers as mere check-writing extensions of their meters. In fact, utilities' information technology focus during the past decade has centered on gaining greater control over customer information. The objective: Focus on-and fill-customer needs. The results are everywhere:

Technology Corridor

What made BG&E's system more reliable than Pepco's?

Reliability and customer information systems (CIS) are rarely mentioned in the same breath. After all, utilities spend millions on their outage management systems to help ensure reliability. But in the wake of Hurricane Isabel last fall, the CIS at Baltimore Gas and Electric (BG&E) gets kudos for helping the utility keep on top of a widespread outage.

Technology Corridor

For most energy firms, the returns on investments in customer relationship management have been profoundly disappointing.

Back in the 1950s and 1960s, when big cars were all the rage, energy companies were developing the first systems designed to store and print customer billing data. These early version of the customer information system (CIS), written in FORTRAN and COBOL, ran on massive mainframes. The architectural model was simple.

Regulatory and market forces put the pressure on information technology to perform.

Technology isn't in the driver's seat at some energy companies, but it's not as if those companies have reverted to using typewriters, carbons and rotary dial phones. In fact, it's beyond dispute that information technology (IT), in particular, can improve business performance-and nothing is more important to energy companies right now. But with slashed budgets and collapsing credit ratings, how should energy companies spend their precious IT dollars?

In the rough-and-tumble energy biz, IT departments are paddling hard to stay afloat.

The storm that Enron ignited last fall shows little sign of abating. Information technology (IT) departments at every energy company have had to react to rapidly changing conditions, whether it be shrinking budgets or nervous workforces.

 

Some want to cut costs, others to improve service.

Uncertain economic times have always moved companies to find ways to cut costs. Utilities and energy companies are no different. They have turned to automated meter reading (AMR) during the past years in increasing numbers.

But many technology experts disagree on strategy: should utilities go high-tech or low-tech on AMR?

Frontlines

Très Riches Heures

 

How to price energy during a stage 3 alert?

You know the painting. Les Très Riches Heures du Duc de Berry. You probably saw it first in Janson's "History of Art", in a college survey course.

Why utilities haven't scored at e-commerce.

From what I hear, utilities would love to junk their call centers, whether or not they run them in-house. Call centers had their moment in the sun, but today the Internet makes them look feeble. Why hire a minimum-wage sales staff to take orders by phone when consumers will gladly input their own bids at the click of a mouse? You can't trim transaction costs any closer than that.

State PUCs

Gas Retail Rate Design. In a move toward equalizing rates of return between customer classes, the Oregon PUC authorized Northwest Natural Gas Co. to increase base rates by nearly $246,000, at the same time boosting residential rates by 1.3 percent but lowering rates for large commercial and industrial users. It set return on equity at 10.25 percent, finding the rate "consistent with the downward trend of ROEs authorized by other regulatory commissions." Order No. 99-697, Nov. 12, 1999 (Ore.P.U.C.).

Electric Restructuring.