FSM Is Taking a More Innovative and Progressive Approach to Meeting Evolving User Expectations
Introduction to Field Service Fall: Innovation. Progression. That’s Field Service!
There were a great many lessons to be learned about field service and customer support so far in 2017 due to a number of factors, including responses to multiple natural disasters (i.e., hurricanes, floods and earthquakes); evolving patterns of customer needs, requirements and expectations (i.e., as a result of the introduction and proliferation of new technologies); a changing competitive landscape (e.g., the consolidation and/or acquisition of many of the “traditional” Field Service Management (FSM) solution providers, as well as the influx of many new start-ups); and so on.
That’s what’s makes the WBR 2017 Field Service Fall conference at Amelia Island, Florida, so important – especially as it immediately followed the destruction caused by Hurricane Irma only a couple of weeks earlier. Innovation and progress were certainly at the forefront of those services organizations proximate to Amelia Island (and Texas only a couple of weeks earlier) that were tasked to deal with the devastation that was brought forth.
General Conference Theme
First, as conference host, Sara Mueller, WBR’s Event Producer for the conference, stated in her opening remarks, that after speaking to a number of Field Service executives leading up to the event, most suggested that they were interested in learning more about what their peers were doing (or thinking of doing) with respect to dealing with major challenges and establishing priorities for moving forward.
To that end, Sara summarized the “Big Picture” that her executive interviews painted as consisting of the following four components:
- Business Model Transformation – moving towards selling outcomes rather than selling a product;
- Having the Right Field Force in Place – with the right information and tools at their fingertips;
- Leveraging Digitalization and Connected Products – for better efficiency and service; and
- Achieving Customer Satisfaction – and growth!
The main premise behind all of this “learning”, Sara said, could be summarized in a single quote from Benjamin Franklin: “Tell me and I forget, teach me and I may remember, involve me and I learn.” The next three days certainly bore out Franklin’s thoughts – all with clear examples and background provided.
However, there is always additional, or incremental, “learning” that can be attained by participating in events such as WBR’s Field Service Fall. The following is our “take” on the primary lessons learned over the course of the three day event.
Advancing Service Together
Before delving into specific topics relating to lessons learned from the conference, first, we believe it would be helpful to. Take a more broadly-defined look at what constitutes the basis of field service and customer support.
In his keynote presentation, Martin Knook, CEO at Gomocha, defined the components of “Advancing Service Together” as being based on the the responses to a series of questions, including:
- What can I do for you today?
- What can I do better this time?
- What solution do you need tomorrow?
- Do you have any pain points that you can share?
- Are you happy with my product/service?
- What else do you expect?
While admittedly, this list of questions is not complete, it at least establishes a base, or basis, for both the solution provider and the customer to begin the process of working together to a common end. “It’s not rocket science!”, Knook exclaimed. But it does begin the process of information exchange.
Knook also cited W. Edwards Deming, who said that, “Without data, you are just another person with an opinion.” However, data alone does not do the entire job – the data must, first be accurate and relevant, but it must then be converted into usable information and, ultimately actionable knowledge.
The challenges, according to Knook, are:
- Technology Capabilities
- Existing Business Processes, Products and Services
- Innovative Learning Organization
One of the greatest challenges is predicated on the fact that “only 18% of the companies interviewed have clear performance metrics in place.” This is also supported by Strategies For Growth’s (SFG’s) most recent survey data tree along that a similar percent do not currently even have a formal Key Performance Indicator (KPI) program in place.
However, these alarmingly low percentages may be somewhat offset by the fact that up to 62% of the organizations surveyed in SFG’s 2017 Field Service Benchmark Survey are currently establishing or enhancing their existing KPI programs to include more metrics measured, more sharing of data/information and the better application of those measurements into strengthening their ability to measure and improve existing levels of performance.
Denise Rundle, GM and Partner at Microsoft, took the discussion a bit further by discussing “Turning Customers into Raving Fans.” In her keynote presentation, she cited a quote from Microsoft CEO, Satya Nadella, who stated the company’s mission statement as, “Achieving our mission requires us to evolve our culture and it all starts with a growth mindset – a passion to learn and bring our best every day to make a bigger difference in the world.”
It’s all there: culture, passion to learn, bring our best, make a difference via the execution of our “growth mindset”. And, not the other way around!
- In order to execute on its mission, Microsoft has identified three breakthrough experiences that it believes will take it to the next level:
- Artificial Intelligence – the technology that will make the virtual agent more human and helps agents be more effective,
- Collaborative Delivery Model – based on the simple routing to groups of experts who solve cases collaboratively, and before and after sentiment to understand how customers feel.
- Achieve More Conversations – through the application of machine learning, predictive analytics and targeting, and campaigns.
Rundle also spoke of the things that Microsoft has already begun implementing in these areas including: (1) extending conversations with customers by 30 seconds in order to “add real value to customers; (2) eliminate “painful routing” and “frustrating bounces” by channeling customer calls directly to “groups of collaborative product specialists” (i.e., rather than to a worldwide assortment of engineers, etc.): and (3) provide customers with an “end-to-end” user experience to create new opportunities to customers (as well as cross-sell and upsell opportunities to Microsoft).
Greatest Lessons Learned
Perhaps the greatest lessons learned from WBR’s 2017 Field Service Fall conference were focused in the following areas:
- Digital Transformation
- Connected Services / The Internet of Things (IoT)
- Augmented Reality (AI) / Artificial Intelligence (AI) / Machine Learning (ML)
- Outcome-Based Services
- Dealing with a Changing Workforce / Leveraging a Contingent Workforce
[To download a complete copy of SFG℠‘s “Lessons Learned from WBR’s Field Service Fall Conference” Analysts Take report, please click on the following Weblink: @@@ 2017 Field Service Fall Analysts Take Report (17-10-16-01).]