| 4. In which ways is the initiative creative and innovative?
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Prior the project, a survey was conducted in order to study on clients’ satisfactory on our service - a way to continually improve our duty for all. The result of our survey revealed that clients need our service countrywide, quick and safe. In order to improve our service according to the result, we came up with the proposed idea by utilizing our own belongings even though it required more investment this was no obstacle to us.
Our initial phrase was very well organized with the cooperation from community leaders who assisted our project on informing the locations of the PEA Mobile Shop.
Here are the ideas presented in each of the mobile center;
Physical appearance: Distinctive look from the decoration painted with PEA’s logo and installed with modern technology.
Employees: Our employees on PEA Mobile Shop are instructed on all sorts of knowledge and proficiency to serve our clients, for instance billing procedures, receiving complaints and emergency-distribution system matters and so on.
Technological support: Information systems as well as queuing systems and SAP-BPM (Bill printing and Payment Management], used for synchronizing the database throughout our network, are the technology we use make our service effective for every client.
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| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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The service improvement was under the policy of Ministry of Interior - bringing quality services to the public through continuous improvement and focusing the importance of facilitation – by developing internal system more approachable and much quicker response to the changing situation. It then led to the development of the PEA Mobile Shop which was originated by various stakeholders including online feedback, chief PEA officer’s vision and policy aiming to serve every users and their contentment. Previously, many users were unable to access to our local offices during our operating time making their bills unpaid and their electricity cut. This had worsened our users’ livelihood as well as our overall reputation.
In 2014, the chief executive officer of PEA North Eastern region 3 (PEA NE3) or Nakhon Ratchasima had proposed an idea based on mutual innovation that would bring convenience and equality to our services by launching mobile service – that further led to the launch of the PEA Mobile Shop serving distant people on receiving their payment and other related services. The goal was set at having 5 mobile centers by using the assets at highest benefit which ran through the modification of old electrical-service car to be PEA Mobile Shop, installed with useful technology for the operations, launched in 4 provinces in the initial phase including Surin, Buriram, NakhonRatchasima and Chaiyaphum. The recent number of users in 2016 was 120,000 users per month in 900 communities nationwide.
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| 6. How was the strategy implemented and what resources were mobilized?
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We have recently worked on receiving payments through variety of channels including home-visiting representatives, money-deducted from their bank accounts as well as partners – Counter Service at 7/11 - but all of these gateways are still not enough and especially cannot reach our distant clients. So, we have made a strategy in which our staff can perform their best performance by distinguishing Front Office and Back Office, the former is responsible for serving clients while the latter is taking account in internal matters, which has been seen the most useful for our users regardless their distance.
It can be said that “Integration and Excellence” are what we put on the strategic objective of PEA Mobile Shop, while the corporate strategy consists of “Customer-Centered” by responding to their needs to make them satisfied, building relationship between customer and corporate as well as the loyalty to our customers.
Our objectives and strategies on the launch of PEA Mobile Shop are as following;
Main Objective: Increasing our gatewayscovering customers in a wide range of areas,facilitating any of our clients to reach our service easily and enhancing their satisfaction.
Strategic Implementation: Easy access,convenience and promptitude.
1. Image improvement on our customer service: By having modernized image. Bringing customers satisfactions through the modernized services under the idea of “PEA Light for Life” – in which employees serves friendly and adhere to their satisfactions.
2. Community relations: By choosing the best position serving distant customers who are unable to make it to the local office.
3. Convenience: The Mobile Shop does not require any invoice since it is searchable.
4. Promptitude: PEA Mobile Shop provides all sort of services provided at the local office.
Needed resources are as follows;
1. Budget: In the initial phase, 500,000 THB was contributed to the modification of each of the vehicles.
2. Technical issues: Computer parts as well as telecommunications and queuing systems are fully set up in the PEA Mobile Shop.
3. Human Resources: We initially asked for one voluntary accountant, in each of the local offices, to operate in PEA Mobile Shop with other one driver.
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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The service improvement was under the policy of Ministry of Interior - bringing quality services to the public through continuous improvement and focusing the importance of facilitation – led to the recent phase of our service or PEA Mobile Shop. The implementation had been involved with bi-sectors including customers, who made their feedback on our site, and PEA NE3’s chief executiveofficer, who presented their policy and views on the needs of the users as well as bringing customers’ satisfaction initiatives into reality.Lately, it had been reported that our users who were in distant areas were unable to reach any of our services for billing in time; it then led to power cuts. There was also a delay in giving permission to electricity registrants which brought them difficulty.
In 2014, our chief executive officer of PEA North Eastern region 3 (PEA NE3) or Nakhon Ratchasima had brought ideas sent from multi-users to create innovation that could facilitate distant people accessing the service. The idea was eventually based on mobile office serving people in a wide range of areas. This concept had led to the launch of PEA Mobile Shop which can cover variety of tasks, such as payment-receiving serviceand others, and operate in distant areas. The goal was set at having 5 mobile centers by using the assets at highest benefit which ran through the modification of old electrical-service car to be PEA Mobile Shop, installed with useful technology for the operations, launched in 4 provinces in the initial phase including Surin, Buriram, NakhonRatchasima and Chaiyaphum. We had seen, at that time, people used the mobile centers 15,000 times per month. In 2016, the project has been expanded to 48 vehiclesnationwide serving people more than 120,000 times per month.
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| 8. What were the most successful outputs and why was the initiative effective?
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Since our distribution system covers a wide range of areas with limited budget and resources make it unavailable for us to construct an office serving every user. So, it is best to make the most use of our own resources through the modification of an old electrical-service car to be a PEA Mobile Shop installed with communication and information system as well as internet connection supporting internal operations.
The distinctive points of PEA Mobile Shop were that it was set to serve its clients directly, we were the very first state enterprise that reached our distant clients by providing direct public service, seen as a public utility infrastructure development through mobile service centers serving as comprehensive as ordinary local offices. Its quality was also relatively standardized to big private corporations. Our progress on this includesstaff service-mind improvement and information technology that ease the way we provide service to customers – we were rated “excellent” eventually. Another point was that the improvement brought a good customer relationship to many of our clients and developed their quality of lives by making cities and human settlements inclusive, safe, resilient and sustainable.
It can be summarized that the success of PEA Mobile Shop was originally from the multi-parties cooperation, especially the community staff that informed their villagers and cooperated with our mobile teams effectively, that has brought PEA Mobile Shop this remarkable accomplishment.
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| 9. What were the main obstacles encountered and how were they overcome?
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PEA Mobile Shop was based on the idea that distant clients must be able to access our services like those who settled in urbanized areas. However, there were some significant challenges in the initial phase as following;
1. Unfamiliarity: Launching PEA Mobile Shop was a bit change of image making the customers unfamiliar with our mobile centers. Our solution was to publicize through banners, local offices, community leaders and sub-district/administrative organizations and their communication devices such as local-radio broadcasting service, village-voice broadcaster devices, and word-of-mouth as well as giving out souvenirs to those who came to the mobile centers for the first three months. The results were positive –decreasing their travelling expenses to the locals and increasing number of people making payment at the mobile centers.
2. Employees: At first our employees were not qualified enough to effectively communicateto those presented at the mobile shops. Hence, we organized a proper training to the field staff andmade study trips to first-class organizations on customer service to make them equally standardized.
3. Continually-used vehicles: Since our PEA Mobile Shops were modified from used vehicles that had been operated for years, so it might be slower than any other ordinary vehicles. To solve this challenge, we had assigned the drivers spent time evaluating the condition of each vehicle before the operations. Were there to have any unfixed parts, there would be a quick upkeep as well as periodical maintenance as a preventive maintenance.
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