The Chief Executive Officer (CEO) of Independent Power Generators—Ghana (IPGG), Dr. Elikplim Apetorgbor, has said transforming customer service is key to solving the Electricity Company of Ghana’s (ECG) revenue collection challenges.
He noted that ECG faces common issues seen in many emerging markets. These include billing errors, slow resolution of customer complaints, and illegal connections. These challenges, he explained, have made it difficult for ECG to collect payments and sustain its operations efficiently.
However, he is optimistic that the right investments in customer-focused strategies can turn the tide.
According to Dr. Apetorgbor, companies that prioritize customers are better positioned to build trust, which in turn encourages payment compliance and loyalty.
He cited examples from across Africa, for instance, Kenya where Kenya Power introduced a mobile app that allows customers to pay bills, track their consumption, and report issues.
Similarly, South Africa’s Eskom, he argued, saw a 15% increase in on-time payments after implementing a responsive customer support system and digital payment platforms.
Dr. Apetorgbor, therefore, recommended ECG to first establish a 24/7 customer support hotline to ensure that complaints are addressed promptly.
He also proposed using automated ticketing systems to track and manage customer complaints more efficiently, thereby reducing resolution times.
Additionally, he said, ECG could benefit from a user-friendly mobile app that allows customers to check their bills, report power outages, and monitor the status of their complaints. Offering diverse digital payment options, such as mobile money and online wallets, would further simplify the payment process and encourage more customers to settle their bills on time.
Beyond these technical solutions, Dr. Apetorgbor further advocated for proactive customer engagement, adding that regular communication about billing cycles, tariff changes, and payment reminders can help manage customer expectations and reduce dissatisfaction.
Educational campaigns on energy conservation, he observed, could also empower customers to use electricity more efficiently while enhancing their appreciation of the value ECG provides. “Using data analytics to personalize customer experiences—such as tailoring payment reminders based on consumption patterns or identifying customers at risk of default—can further improve revenue collection outcomes.”
Dr. Apetorgbor stressed that achieving these goals, however, will require a shift in ECG’s organizational culture. To this end, he called for comprehensive training programs to equip staff with the skills needed to excel in customer relationship management.
Incentives tied to performance metrics like customer satisfaction and issue resolution rates. Clear performance indicators, including average complaint resolution time and monthly collection rates, he asserted, would allow ECG to monitor progress and make necessary adjustments to its approach.
He envisioned a future where ECG’s customer service is transformed into a powerful driver of financial sustainability, noting that investing in better customer service is not just an operational necessity but a strategic imperative for long-term success.
