You’re in the Business of Customer Happiness — But Are You Delivering?

[An edited version of this article was originally published in the April 14, 2016 issue of Field Service Digital.]

Customer service has always been important, but never more important than it is in today’s services-oriented environment. More and more companies are measuring customer satisfaction, and the tools for monitoring field service performance are becoming both more sophisticated and more pervasive among the leading businesses in every field.

Undoubtedly, your organization is already measuring, monitoring, and trending customer satisfaction performance on a regular basis. However, it is important to acknowledge that it is actually the field technician that is the principal, if not sole, representative of the company to ever set foot at the customer’s site (after the initial equipment sale) and, as such, each customer’s degree of satisfaction will be largely dependent on its relationship with the field tech – personally. Fair or unfair, this is the case, and the organization’s overall customer satisfaction ratings will ultimately depend on its field technicians’ ability to deliver exactly what will make their customers happy.

Past studies have shown that what really makes customers unhappy is having to deal with someone who does not take ownership of the situation when a problem has occurred. Since, in most cases, the field technician will typically only be called to the customer site after a problem has occurred, the customer will be waiting for him or her to arrive to fix all the problems, make everything work, and leave them much happier than they were when they first arrived on-site.

They will be looking for an informed and well-prepared service technician to arrive on-site – one who can articulate what needs to be done, communicate in a language they can understand, and make the repair as quickly as possible – without disrupting any of the ongoing business operations. Therefore, the more information the field technician has available in advance with respect to the customer profile, the equipment history, and any previous service call activity, the better prepared it will be to deal directly with the key concerns of the customer – and this, in turn, will likely set the stage for able to making the customer happy.

Most companies look for a variety of character traits, skills, and experience when they are hiring for customer service and support-related positions (especially for field technicians). These typically include:

  • Problem solving ability
  • Skill in handling tense, stressful, and multi-task situations
  • Strong sense of responsibility and accountability
  • Good communication skills
  • Business writing skills
  • Knowledge of relevant processes
  • “People skills” with both customers and co-workers
  • Compassionate, customer-oriented attitude
  • Strong desire to help customers
  • Computer skills or aptitude
  • Data entry, processing and other diagnostic skills
  • Vocational training degrees are desirable and oftentimes required
  • Technical and/or Services-related certifications

If the field technicians already have all of these character traits, skills, and experience – plus a strong commitment to providing customers with “total solutions” for their service and support needs – they will find themselves in a good position to deliver exactly what their customers want to make them happy.

However, being able to deliver what will make customers happy also requires having the proper frame of mind for doing so. For example, if the field technician is personally not happy when it arrives at the customer site, then chances are it will also be unable to make its customer happy. While no one can be expected to be in a good frame of mind all of the time, it is more a matter of putting on your “game face” whenever there is contact with customers, than trying to hide anything from them.

There have been many studies conducted to measure the degree to which a service technician’s attitude influences the customer’s satisfaction – or dissatisfaction. This is commonly referred to as the “transference of satisfaction”. What this basically means is that an unhappy service technician is more likely to make his or her customers unhappy, whereas a happy service technician will be more likely to garner higher levels of satisfaction from customers.

Of course, making the customer happy is not exclusively dependent on the service technician’s frame of mind; however, this is always likely to have at least some impact on the situation – and usually not in a good way. Therefore, it is incumbent upon the service technician, as the principal on-site “ambassador” for the company, to make sure that its interactions with customers are always cordial, constructive, informative, and resulting in the main task at hand – namely, fixing the equipment, and letting the customer get back to business as usual.

[For more articles on similar topics, and for a wealth of field service-related information, please be sure to visit Field Service Digital.

Advertisements

Going For The “Gold” Is An Olympic Event — Especially for Services Organizations!

In light of the current proceedings of the Summer Olympics in Rio de Janeiro, I thought this piece would be relevant to all those Services Organizations striving to be “World Class” (i.e., “going for the Gold”)

Even Gold May Have a Silver Lining

For Field Services Organizations, “going for the gold” may mean very different things. For some, it may mean nothing more than struggling to generate increased service revenue (i.e. “gold”). For others, it may mean attempting to upsell existing service level agreement (SLA) accounts from “bronze” to “silver” to “gold” levels (is anyone out there still offering “platinum”-level services?). However, another good way to define “gold” levels of service performance is to compare your organization to the athletes striving for their own version of “gold” — an Olympic gold medal!

The Olympic and the services communities share many things in common, ranging from striving to attain perfection to generating a profit after the scheduled event is over. However, they also share another very important attribute in that both communities typically go into an event (e.g. a 200-meter freestyle or an on-site service call, etc.) with some pre-event expectations.

For example, Michael Phelps and Katie Ledecki are, arguably, the world’s best male and female swimmers and, as such, went into the 2016 Summer Olympics in Rio de Janeiro with extremely high expectations. However, it was never a certainty that each would win Gold medals in all of the competitions for which they were qualified to compete. Nonetheless, the expectations were high for each swimmer — even before they arrived in Rio.

While Michael Phelps ultimately ended up winning five Gold and one Silver medal; and Katie Ledecki won four Gold and one Silver medal, each are still acknowledged as the best of the best in their respective fields.

The same situation also exists for services organizations. If your organization is one of the larger ones in the field or has won numerous performance awards in the past, the community will expect it to perform like a world-class provider (i.e. one that is able to meet its customers’ total service needs while delivering world-class levels of performance). By performing reasonably well in the past, the marketplace will also expect you to also perform well — and even better — in the future. The bar is constantly being raised.

For Michael Phelps, the defending champion in the previous two Summer Olympiads, the prospect of not winning several gold medals was unthinkable – although he did not seem to be all that phased that he had to share his Silver medal with two other swimmers. He has won both Gold and Silver medals before, and performed about the same in his most current Olympics.

For Katie Ledecki, for whom this was her first (and, possibly, last) Olympics competition, the bar has been raised again for all female swimmers who will ultimately enter the Olympics in her wake. World class does not necessarily mean “perfect”! There can still be a Silver lining wrapped around your Gold standard.

By the time this Blog post is published, it is also certain that other gymnasts — from the U.S., and around the world — will excel in their competitions as well. However, merely having the goods does not assure Gold in the Olympics — and it is exactly the same for services organizations. You still need to execute — and strive to be as close to perfect as you can.

The Role Of Social Media In Service

Finally, in this year’s Olympics, social media will be expected to take on an even more prominent role than in the past. Virtually all of the Olympic events will be accessible to viewers all around the globe through various forms of Cable and Broadcast TV, Social Media and other types of digital transmissions. As a result, Twitter, FaceBook, and independent blogs will, once again, take up the slack on presenting (and editorializing) all of these Olympics-related events — all in real time! Again, the similarities between the Olympics and the services community abound.

Just as many Olympians are encouraged by their trainers to communicate often — in real time — with their supporters and fans, so must the services community adapt to the practical uses and applications of the available social media. It is truly time to recognize that social media is not merely an acquired taste, but a way of life — especially when it comes to communicating about service.

The 2016 Summer Olympics are nearly over, but already, athletes from all over the world are preparing for the next summer games just four years away. All of the medalists for these upcoming games will ultimately win their respective races by first choosing a field, then acquiring the necessary resources and skills, preparing for the race, and aggressively moving forward.

This is also how most services organizations have historically approached service, especially with respect to meeting — and exceeding — customer requirements. However, you won’t necessarily need to have a medal draped around your neck to be recognized for good service — you simply need to perform at a level of performance that is higher than an ever-raising bar, and let your customers place their perceptual medals around your neck.

Selling Services – How to Recognize Customer Buying Signals

Understanding your customers’ needs, and knowing what is available for sale, complete one key equation; however, there is still one other key unanswered question: How can you tell when your customer is ready to buy?

Recognizing a customer’s buying signals is one of the most difficult things there is to teach. In fact, many will argue that this is an innate trait that only “true” salespersons are born with. Whether this is true or not is really only a side issue. The main issue is that every one of your customers and prospects sends out signals that you can rally around with respect to determining when they are ready to buy. Some will be “hard” signals that you can practically take right to the bank; although most will be “soft” signals that will vary from customer-to-customer, person-to-person, and situation-to-situation. Let me explain.

The various types of buying signals “transmitted” by your customers may typically be classified into the following categories:

  • Overt
  • Passive
  • Observed

Overt Buying Signals

An overt buying signal is the closest thing to a gift that you may ever receive from your customers. This is when the customer calls you, or comes right up to you, and says something like, “Our copier is pretty much shot, and it simply won’t handle all of our volume anymore. Don’t you guys have a newer machine that you think can do the job for us?” Or, “You know, our machine will be coming off warranty soon. Don’t you guys offer some kind of extended warranty contract? If you do, we’d really be interested.” While these opportunities may seem just like manna fallen from the heavens, the problem is, if you do not take immediate advantage of them, the opportunities themselves may either fade over time, or go away altogether.

For example, given an opportunity like one of these, it may simply be a matter of speaking briefly with your customer, showing him or her a new brochure or directing them to your company’s web site, and casually discussing the enhanced features of a new system or service offering on a face-to-face basis. However, if your response is more like, “I have a few ideas. Why don’t I get back to you in a week or two when I’m not so busy, and maybe we can work out something.” By the time a couple of weeks go by, the thought of acquiring a new piece of equipment or service offering may have moved from your customer’s top-of-mind to their back-of-mind – and once there, it may involve much more work on your part to get it back up front.

Overt buying signals do not happen all the time; but when they do, you pretty much have to take advantage of them as they occur, rather than run the risk of having the customer push it far back into the recesses of his or her mind – or even worse, allowing them to have the same conversation with a competitive vendor’s sales or services person.

Passive Buying Signals

Passive buying signals may not be as obvious; however, they are still fairly easy to identify, and even easier to take advantage of. The tell-tale clues that your customers may give to you typically manifest themselves in comments or questions such as, “Man, this old machine keeps breaking down, and breaking down, and breaking down. I don’t know what I’m going to do if it shuts down during one of our big production runs”; “Ever since this machine came off of warranty, whenever we call for service, we end up paying you guys on a time and materials basis. There’s got to be a better way”; or “I don’t know. It just seems like our other division on the next floor gets their copy work done a heck of a lot faster than we do. I think they have a new machine up there, and they just keep making us look bad in comparison”.

Any of these comments or questions represent just as valid a selling opportunity as any of the overt buying signals we just talked about earlier. The only real difference is that, in these cases, you will typically need to be the one who initiates the conversation about replacement units, new machines, and/or enhanced service level agreements – and not the customer.

Even so, you may still be surprised as to how receptive your customers will be in having such a conversation. What’s more, since you already understand your customers’ needs and requirements for business imaging systems and equipment, and you know what your company has available for sale, you can probably step right in, provide some specific suggestions or recommendations, and convert a potential customer problem into a potential company sale.

Observed Buying Signals

Sometimes the customer does not even have to say a word. Since you already visit the customer’s site, on average, about once a month or so, you are probably in an excellent position to observe how one or more of their machines are routinely being overused, misused, or otherwise used improperly. You have probably also seen some of your customers reach new levels of frustration in dealing with machines that simply cannot ratchet up to their increased levels of volume or throughput, or effectively deal with emerging areas of business imaging applications.

We have all heard the expression that “a picture is worth a thousand words”. In both the overt and passive buying signal situations, it will primarily be the words that are either conveyed to you, or conveyed by you to the customer, that will ultimately lead to the potential sale. However, in an observed buying signal situation, it is the “picture” you observe at the customer site that will ultimately tell you the “story” that you will need to focus on in order to ultimately make the sale.

At the end of the day, it really does not matter whether the buying signal you get is overt, passive, or simply observed – what does matter though, is that you get the signal, you know what to do with it, you take advantage of it, and you serve effectively in your role as an intermediary between what your customer needs, and what your company offers.

Converting Satisfied Customers into Loyal Ones

Just because a customer is satisfied with the technical support and customer service they receive from your organization does not necessarily mean that it will be loyal to you in the long run. Moreover, even “great” service does not necessarily result in customer loyalty. Customers have a large number of service options available to them, from a large and diverse variety of sources. They can use the manufacturer’s or dealer’s services to support their business systems and equipment; they can use the services of a third-party maintenance provider; they can support some of the equipment themselves; or any combination thereof. The choice is theirs – not yours. And they know it!

Not only are there many options for each of your customers to consider, they are constantly being “bombarded” with information about alternative sources of products, services and support from many of these sources. They go to industry trade shows; they read industry trade publications; they read Blogs, posts and tweets; they talk to their peers, both within their own organizations, and at other organizations in the area; and they surf the Internet. As a result, customers are more knowledgeable today than just about ever before with respect to the various options that are available to them.

Using the business imaging systems segment as an example, the service technician may find that for many of his or her accounts, the company’s products and services are not the only ones used to provide equipment service and support solutions. For example, when the technician arrives on-site to perform a preventive maintenance call, and they get off the elevator at the customer’s floor, there may be some comfort in knowing that when they get to the copy room, all they will see is their company’s machines – all up and running, all in heavy usage, and all clearly valued by the end users who use them. However, in some cases, if they were to get off of the elevator at any other floor in the building, they may be just as likely to see a similar configuration of equipment – however, all with another company’s brand name and logo on each of the machines.

Even if your company has already sold and installed all of the business imaging systems and equipment on one floor (or one department) at a particular customer’s facility, and has provided satisfactory technical support and customer service since “day one”, there may still be another company doing exactly the same thing for the customer on another floor (or for another department) at the same facility.

You can assume that the various end-users of this equipment probably talk to one another, compare notes, and ask each other for recommendations regarding new equipment, upgrades, or customer support on an ongoing basis – perhaps over lunch, or at interdepartmental meetings, or with regard to companywide budgeting purposes. In situations where companies move to consolidate their many equipment vendors, someone ultimately has to go – regardless of the level of service and support they have historically been providing – and that someone may be your organization!

From these examples, you can see that even high levels of customer service and corresponding high levels of satisfaction do not necessarily lead to a high level of customer loyalty. Many services managers mistakenly use “customer satisfaction” and “customer loyalty” as interchangeable terms; however, they are two entirely separate and distinct things.

Customer satisfaction is, basically, “keeping your customers happy”. However, even satisfied customers may consider switching providers for better prices, greater coverage, or just because “it’s time”, etc. As a result, the best way to define customer loyalty is essentially as “keeping your customers – customers”.

So what does this all mean, and how can you use these examples to ensure that you are best able to convert as many of your “satisfied” customers into “loyal” ones? What it means is that we, as an industry, continually need to provide our services to our customers even better, faster, and more efficiently than before. And we will probably need to embrace – and embed – new technology into all of our customer-facing processes and offerings (e.g., Cloud technology, remote services, the Internet of Things/IoT, etc.).

You will also need to follow-up with your customers after the call is completed to make sure that everything has been completed fully, and to their total satisfaction. The marketplace – and your customers – have no tolerance for anything less than superior service and support, anymore; and if your organization does not already provide it, they will find another organization that does!

But, how do we do this? How can we move our customers all the way across the “satisfaction” continuum to “customer loyalty”? There are many ways – but it will take a great deal of work, and it will have to be a company-wide effort.

First, you will need to take a hard look at exactly what your customers require – and expect – from the organization, matched against your current and evolving services capabilities, and addressing such questions as:

  • What are our customers’ specific product, service and support needs and requirements? How do they differ from one type of customer to another? How well are we able to meet these specific needs?
  • Does our organization’s current service and support portfolio match its customers’ needs? All of their needs? Their real needs? How can we make sure we are able to design, promote and deliver the right services to meet their specific needs?
  • Where are there gaps, or disconnects, between what we are presently able to do on behalf of our customers, what they truly expect to receive from us?
  • What vendor options and alternatives do our customers presently have? And, how many? What do some of our competitors do better than we do, and how can we best compete against them in the eyes of our customers?
  • What do our customers believe are our greatest strengths and weaknesses? Are we doing everything necessary to promote our strengths while we attempt to improve our weaknesses? Are we providing our customers with all of the information they need to make a fair assessment of our service capabilities and performance? Are we successfully getting our message across?
  • Why does a customer choose us in the first place? Are they getting from us what they were expecting when they first purchased our products? Or signed their original service level agreement? Where do they think there are gaps? Do we know where they are? And how can we best fill them?
  • At the end of the day, how do we want our customers to think of us, our services, and our capabilities? Are we there yet? If not, what do we need to do in the eyes of our customers to get there?
  • Are we using all of the data, information, tools and technologies available to provide our customers with the levels of service they expect? Are there any additional tools or technologies that we should also be using?
  • Are we focused enough on our customers’ needs? Is our Customer Relationship Management (CRM) training good enough – or do we require more training in this area?
  • Do we have our customer service “act” together? How can we ensure that everything we do in behalf of our customers yields a well-defined, positive and measurable outcome (i.e., one that our customers will both recognize, and appreciate)?

These are critical times in the global economic community, and the services segment has never been more serious about its choices – nor more educated in its ability to distinguish between the customer service leaders and the numerous “wannabes”. More end users are getting more information – faster – about your company, and your competitors’ – than ever before. Your ability to gain “true” customer loyalty will be greatly dependent on the ability to live up to the promises your company makes at the original point of sale. If you do not live up to those promises in the eyes of your customers, you will never be able to gain their loyalty, let alone attain high enough levels of customer satisfaction.

The true test of customer loyalty is the ability to keep your customers as customers for the long haul, even if your prices are not always competitive, or your marketing campaigns are not necessarily the most “glamorous”. What the customer ultimately wants is for its systems and equipment to work uninterrupted, and rarely break down. However, when it does break down, they want to have the confidence that its services provider (i.e., your organization) can get things back up and running as quickly as possible (or prevent them from breaking down in the first place via remote monitoring and predictive diagnostics, etc.) – all while continuing to handle high volumes of throughput with ease, minimal interruptions, and little need for human intervention.

If your organization can provide its customers with these high levels of service and support, you just may have a chance at keeping them both satisfied – and loyal.

PTC’s SLM Market Strategy – Built Solidly on the Intersection of SLM and the IoT (and Its Partnership with ServiceMax Doesn’t Hurt, Either!)

[With permission; excerpted transcript from an internal PTC Podcast, recorded on October 9, 2015, by Bill Pollock, President & Principal Consulting Analyst, Strategies For GrowthSM (SFGSM).]

Foundation of PTC’s SLM/IoT Strategy

The most important component of PTC’s evolving strategy is that it is built on a foundation of powerful technology as well as its existing base of more than 28,000 customers. And upon this foundation, PTC provides a full suite of solutions to an expanding global marketplace. As a result, I believe that PTC has been able to leapfrog the competition in a number of ways:

  • First, through the early recognition that the adoption and use of the Internet of Things, or the IoT, will be pervasive and ubiquitous;
  • Second, that it will need to actually guide and help the industry understand the potential of the IoT. And by that, I mean, using a consultative sales approach to tell customers how to begin their IoT journey, as the customers may not actually know their respective needs themselves; and
  • Third, by continuing to build its portfolio of IoT-supported Service Lifecycle Management, or SLM, solutions to provide total support for its global customer base.

However, the success of PTC’s vision will ultimately lie in the execution. That is, its ability to build such an all-encompassing strategy on a solid footing to ensure homogeneity, consistency and, ultimately, acceptance by the global marketplace.

Early on, PTC recognized that the IoT would have the most significant impact on, and fastest adoption in, Service Lifecycle Management (or SLM). In fact, PTC CEO, James Heppelmann has repeatedly said that the first use case for IoT is SLM. Why would a manufacturer/OEM want to embrace an IoT strategy? The answer is to better serve its products – and, by doing so, its customers.

Accordingly, the company took several ground-breaking initiatives to prepare itself – and its customers –through a well-planned, and highly orchestrated, mix of internal development and external acquisitions.

PTC recognized that the pervasive adoption of the IoT in SLM would lead to a succession of sea changes that would ultimately change the industry forever – quickly, completely, and with little tolerance for laggards, late bloomers or followers. Further, based on the extensive analysis of market research conducted both internally, as well as by us at Strategies For GrowthSM, PTC foresaw the coming disruptive change, and took concrete steps to prepare itself, as well as its partners, and its customers.

For example, one shining moment for PTC in the SLM space was its January, 2013, acquisition of Servigisitics.

Acquisitions of Servigistics, ThingWorx and Axeda Systems

The Servigistics acquisition, in retrospect, was a critical component of PTC’s strategy to help manufacturing companies capture the enormous revenue potential in after-market services. It also set the stage for PTC’s vision in building out a technological infrastructure, based on the IoT, to enable these firms to transition to, and realize the big opportunities coming from, an outcome-based services strategy. This is generally referred to as “Servitization”.

Over the past year or so, the main message that the market is hearing from PTC is that it is “extremely serious about the importance of the IoT” – and that it is driven to strengthen its continuing leadership role by integrating the IoT into all aspects of service.

While PTC may have surprised many industry observers by acquiring ThingWorx back in December of 2013, in retrospect, that was the move that propelled PTC into the forefront of the IoT – and all of its numerous lifecycle management applications. The IoT is extremely important, not only to the company’s SLM solutions, but also to its PLM and ALM solutions. This acquisition, more than any other, served to communicate the following two messages to the services community in a big way:

  • First, it solidly positioned PTC as the global leader in each of its respective sectors within the Enterprise Lifecycle Management world (that is, Product/PLM, Service/SLM and Application/ALM, ).
  • Second, it clearly put the global business community on notice that PTC was placing the future of its entire solution portfolio in the connected hands of the IoT.

The acquisition of Axeda Systems in June of 2014, further bolstered PTC’s IoT hold on the marketplace by filling in one of the few remaining gaps in the company’s ability to support connected products, people and technology – that is, the software solution vehicle by which its IoT offerings can make their way into the marketplace.

Together, the ThingWorx and Axeda acquisitions have paved the way for PTC to execute on its pervasive IoT- based strategy. But there’s more to it that finally cements everything together – namely, the partnership that PTC has just forged with ServiceMax in April of this year. I believe this partnership represents the capstone of what provides PTC with the ability to fully support the global SLM marketplace.

The PTC-ServiceMax Partnership

ServiceMax and PTC share a common vision for changing the relationship that companies have with their customers by shifting service delivery from reactive, to proactive and predictive. The two companies have highly complementary technology offerings, and the combination of ServiceMax’s innovative service execution capabilities with the proven technical information, parts management and revenue optimization solutions from PTC stand to be unparalleled in the industry.

PTC’s Heppelmann has said that “Empowering the entire portfolio with Internet of Things (IoT) connectivity, will revolutionize service. Service organizations will now be able to capture new business, increase revenue and heighten customer loyalty faster, more effectively and with more ease than ever before.” And I believe that its partnership with ServiceMax will make that happen – not only sooner, but better, as well!

What the partnership brings to PTC and its customers is both a powerful and modern cloud-based field service management solution, fully supported throughout the implementation, management and delivery of services. For ServiceMax, the partnership broadens its portfolio with the addition of service information and parts management functionalities, extends its market reach to a global base of more than 28,000 PTC customers, expands its distribution channels multifold and, most importantly, empowers its entire portfolio through PTC’s state-of-the-art ThingWorx IoT platform.

But, why ServiceMax? ServiceMax was the first complete field service software solution to help companies of all sizes manage workforce scheduling, while also providing solutions for social, portals, and analytics – all delivered in the cloud, to any mobile device. And PTC offers the “book ends” to that critically important scheduling function: that is, technical information on one end; and parts management on the other end.

This combined functionality now allows customers to directly leverage product information to ultimately transform service from a reactive product repair function, to a proactive and predictive customer success function – all IOT-enabled, with the prospects of blowing everyone else out of the water. As a result, the company’s customers can expect to fully realize the promise of predictive service – as well as the lofty goals of Servitization.

With its corporate strategy built on the solid foundation of the intersection of SLM and the IoT, we can only expect PTC – and its customers – to continue to evolve as quickly as the IoT itself!

Managing Customers’ Service Expectations in an Uncertain Economic Environment

For many services organizations, 2016 is likely to be every bit the same as 2015 – full of uncertainty in an unpredictable economy, and in an increasingly volatile world. However, despite all of the uncertainty and volatility, it is important to remember what we all do for a living – that is, we serve our customers by making their jobs – and their lives – easier to deal with on a day-to-day basis. This is what services organizations do, and that model has not changed over the past many years.

So what does this mean? It means that we, as an industry, still need to provide our services to our customers – only better, faster and more efficiently than before. The marketplace has no tolerance for anything less than superior service and support, and if your organization does not already provide it, they’ll find another organization that does!

So, how do we do this? There are many ways – but it will take a lot of work, and you may not be able to do it all by yourself. First, you will need to take a hard look externally at precisely what your targeted market base requires from your organization, addressing such questions as:

  • Does our organization’s current service and support portfolio match our customers’ needs? All of their needs? Their real needs?
  • Where are there gaps between our present offerings, and our customers’ future needs?
  • What additional value-add, premium, and/or professional services do our customers require – but cannot get from their current vendors? (Even from us!)
  • How will the evolutionary changes our customers’ organizations will be going through change their needs for service and support in the future?
  • What vendor options and alternatives do users presently have? What newer options and alternatives will they need – or want – tomorrow?
  • Who are the leading vendors that are presently serving our marketplace, and what are their respective strengths and weaknesses?
  • Where do we stand with respect to the competition? What will it take for us to “make the cut” from a prospect’s “long list” to its “short list”?
  • Why does a customer choose us in the first place? Why do the customers we don’t get choose another vendor? Do we have any “kick-out” factors?
  • When the dust settles, where do we want our organization to be positioned? In fact, how “dusty” are we compared to the competition already?

Second, you will also need to take an equally hard look internally to determine whether your organization’s services infrastructure, operations and processes are sufficiently in place to attain your – and your customers’ – total service delivery goals, addressing such questions as:

  • Are we organized effectively to deliver the right products, services, and support – with the right features and components – to the right customer segments?
  • Is our organizational structure effective in managing all facets of the business? What do we need to do to make it stronger?
  • Do we have the right processes in place to deliver everything we promise? How can we best measure whether they are really working?
  • Are our customer support personnel adequately trained – and empowered – to support our customer base? Can they provide “knock your socks off” service?
  • Do we provide our sales, service, and tech support personnel with all of the tools they require to get their jobs done? What more do they need to become optimally effective?
  • Do we have all of the Information, Communication, and Technology (ICT) systems in place that are needed to run our business? Where are there gaps?
  • Are we focused enough on the customer? Is our Customer Relationship Management (CRM) approach good enough – and is it working?
  • Are we tracking and reporting the right KPIs? Do our managers have all of the data and information they need to make effective decisions?
  • Do we have a formal plan for growing our services and support capabilities along with the changing needs of our customers?
  • Do we have our internal act together? How can we ensure that everything we do yields a well-defined, positive, and measurable outcome?

These are certainly turbulent times, and the market has never been more serious about its choices – nor more educated in its ability to distinguish between the leaders and the “wannabes”. More users are getting more information – faster – about your organization – and your competitors’ – than ever before. And, they’re acting quickly upon the information they receive!

If your message is not adequately articulated – and communicated – to the appropriate market targets, you could be “dead in the water” before you know it – even if your products and services are actually better than the competition’s! The market is looking for your message, and the worst thing that can happen is your competition communicating it to them first – ahead of, and instead of you!

Look around, and you will no longer see any underachievers or “dead wood” competing in the marketplace. They’re all out of business, or about to disappear – one way or the other. What’s left – or what will be left, once the dust settles – are solely the true performers – the services organizations that both “get it” – and “do it”. Be one of the organizations that “gets it” – and goes after it! Don’t follow your competitors – follow the needs and requirements of your customers! And make sure that you utilize all of the external and internal resources that are available to you!

The Evolution of Enterprise Field Service Operations

Enterprises Embracing On-Demand Workforce to Drive Growth in a Hyper-Responsive Service World

[Excerpted from the SFG℠ White Paper of the same name, sponsored by Work Market.]

Historically, Field Service Organizations (FSOs) within enterprises had a relatively easy time dealing with the staffing and management of their own field service workforce – basically, they recruited, hired, trained and placed their service technicians in strategic locations situated within a city, throughout the region, and across the country.

However, in the last several years, the field services market has grown ultra-competitive. Increasing customer expectations, pricing pressures and growing talent shortages mean enterprises are facing a perfect storm. They must find new ways to adapt in a rapidly evolving market or succumb to being left behind. And this is especially true for enterprises that are supporting a large installed base of equipment, comprised of a large variety of products, distributed in multiple geographic locations.

Historically, almost every major platform, device or piece of equipment had its own set of metrics, or Key Performance Indicators (KPIs). It was by these KPIs that services organizations – and their field technicians – could track their performance over time to ensure that the customer’s equipment was always running as smoothly and efficiently as possible – and with as little downtime as possible.

Equipment performance was optimized, for the most part, by strict adherence to a periodic schedule of both routine and preventive maintenance. KPIs such as MTBF (i.e., Mean Time Between Failures) and MTTR (i.e., Mean Time To Repair) were the two most commonly used metrics in an age when equipment typically failed up to several times a year.

Fast forward to today. The field services landscape has changed quite dramatically – largely as a result of the introduction of new and improved technologies, an intensely demanding and volatile market economy, and an increased emphasis on technician skills, training and certifications. For these reasons, many enterprises and original equipment manufacturers (OEMs) now find themselves either overwhelmed by the demands typically associated with the recruiting, training, on-boarding, managing – and paying for – their respective field service technicians. Others have decided to get out of the direct business of performing services themselves – even on their own equipment.

[Click here to read the entire white paper, compliments of Work Market, the company that provides an end-to-end Workforce Solution to help organizations manage their freelance workstream.]

[Click here to register for our July 29, 2015 Webcast on the same topic, also compliments of Work Market.]