Complimentary, Companion, SFG℠ Analysts Take Paper to Our “The Future of Field Service” Article

Sarah Nicastro, in her new position at IFSWorld, has just launched the inaugural issue of her e-journal, The Future of Field Service! It was my honor and privilege to have written more than 30 pieces for her while she was Publisher/Editor at Field Technologies and Field Technologies Online – and I am grateful for the opportunity to continue to write for her in her new role!

Here’s wishing that Sarah continues to enjoy the success she has built all around her for more than a decade serving the Field Services segment!

In the meantime, please feel free to download this complimentary, companion, Analysts Take paper to our first (of many) The Future of Field Service articles; The Future of FSM (Draft-18-11-28-01)

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How to Make Your Field Service Management (FSM) Solution Rock!

[With a Little Help from My Friends in the Rock & Roll Hall of Fame]

[Reprinted from Field Service News. Enjoy!]

Whenever one of your service customers hollers “Help”, you not only need to respond quickly, you also need to Get It Right the First Time – because you certainly won’t want to waste the time and expense of having one of your field technicians Truckin’ to the customer site unnecessarily – and you also won’t want to have to Do It Again later! If you’re not careful, it will all be Wasted Time!

By the way, this is why many of the leading services organisations are incorporating Augmented Reality (AR) into their Field Service Management (FSM) solutions – because Every Picture Tells a Story, don’t it? With all of this “new” technology being integrated into FSM solutions supporting the global field services community, The Times They Are a Changin’, for sure!

For a majority of users, the decision as to which type and brand of equipment to acquire is based more on the quality of service that will be provided after the purchase, rather than on the acquisition of the piece of equipment itself. Plus, it’s not only based on Money, Money, Money –  it’s more often than not based on things including Promises, Honesty and A Matter of Trust!

However, once selected, after the services provider asks the user to “Take a Chance on Me”, it will need to, first, make sure that its new customer has a Peaceful Easy Feeling, and that it hasn’t spent a whole lot of Money for Nothing (or you could end up in Dire Straights)!

Further, whether the customer’s equipment is located in Allentown, or Katmandu, the services provider must be sure that there Ain’t No Mountain High Enough to keep it away from delivering the services that have been promised. If you cannot cover all of the geographic areas where your customers’ (and prospects’) equipment is located, you may end up with an unhappy customer in Massachusetts, requiring your field techs to work weekends on Tulsa Time, finding a suitable contractor in Sweet Home Alabama, being stuck in Lodi (again), authorizing a costly flight to Kokomo, Going to California yourself – or even worse – having to deal with a Panic in Detroit! One way or the other, you’ll never want to hear one of your Colorado customers tell you to “Get Out of Denver”!

Communications is also a critical component of any services relationship – and the last thing you will ever need to experience with your customers is a Communications Breakdown! Customers will want you to be their “Nights in White Satin”, consistently being able to provide them with what they want, “Any Way You Want It”, so they will always feel Glad All Over.

Customers hate it when they call their services provider and get No Reply! There’s a Fine Line between being only casually responsive and treating your customers with a full measure of Respect – and you don’t want to cross that line the wrong way, otherwise your customer will feel like “(I Can’t Get No) Satisfaction” and end up in Misery!

If you get your communications right with your customers, you’ll find that The Winner Takes It All (i.e., your services organization); but if you Try Too Hard, you might end up just Livin’ on a Prayer, waiting for another opportunity to make it up to them – and they may simply tell you, “Not a Second Time”! It’s also important to remember that even if your customers have already asked you 65 or 66 questions, you will still need to be prepared to answer Questions 67 and 68!

So, … if you consistently deliver the expected – and desired – levels of service to your customers, and your field technicians remain Cool, Calm and Collected with respect to managing their customer relationships, then you may be in it for The Long Run! If so, then Long May You Run (that is, in circles around your competitors)!

However, for every services organization that actually “gets it”, there are probably a dozen or so more that don’t! That’s why it is so important to make sure you properly train – and arm – your field techs (i.e., with mobile tools and accompany technology, etc.) with everything they need All Down the Line, so they can satisfy their customers consistently, and go home every day after their last call feeling Free as a Bird and ready to Rock and Roll All Nite!

The Need to Address Accessibility in Field Service Management (FSM) Product Software

[As a small contribution to National Disability Awareness Month (October, 2018), we are reprinting an original draft of our article in Field Service Digital published earlier this year. The Field Services segment is comprised of a highly skilled and very diverse global community of mobile and office workers, each of whom deserves to be supported by a full complement of tools, resources and support so they can, in turn, support their respective customers. Please take a few moments to read our take on the need to address accessibility in Field Service Management (FSM) product software!]

Accessibility is an important component of any business offering, and it seems to be growing in importance at a relatively fast pace. For decades now, individuals with physical disabilities have benefited from sidewalk ramps and graded building entrances and exits; the sight-impaired have benefited from audible street crossing systems; and the hearing-impaired have benefited from special telephone apps; etc.

However, accessibility considerations are not only limited to the external environment; they are increasingly being – or should also be – incorporated as an integral part of product software functionalities as well – especially in the various technical support and customer services segments. And, increasingly, accessibility also plays a role in field service!

However, when evaluating the need for accessibility in the Field Service Management (FSM) software used by an organization to run its services operations, there are a number of questions that should be addressed, including:

  • What is the current awareness, perceived importance, market adoption/likelihood to adopt, likelihood to consider as a sales/acquisition influencer, etc. of accessibility with respect to the potential acquisition of a specific software product (or line of products) (e.g., Service Management (SM) applications, IT Service Management (ITSM) applications, Project Services (PS) applications, etc.)?
  • What is the current/emerging demand for accessibility as a build-in to the software products that an organization uses; (i.e., is it merely a “nice-to-have” or a “need to have” component)?
  • What is the market’s perceived importance with respect to being simply compliant (e.g., with the Americans with Disabilities Act of 1990 (ADA) and/or other similar country-specific regulations, etc.); being usable (i.e., by any and all disabled members of the organization’s user base); and being universal (i.e., to be used by all in the organization’s workforce)?
  • What is the degree to which accessibility may be used as a sales and/or marketing tool, both internally by the offering organization (e.g., to gain management buy-in from the CIO, CFO, current users, etc.) and externally among the various customer/prospect segments (e.g., to promote the fact to their respective potential user/customer base that the organization plans to support their entire workforce, including meeting the needs of the disabled individuals that will be using the software, etc.)?

Accessibility should also be defined to include both permanent (e.g., blindness, color-blindness, hearing-disabled, etc.) and temporary disabilities (e.g., broken arm, cataracts, etc.); as well as situational disabilities (e.g., working from home, “working with one arm while holding an infant in the other”; and others. For each of these cases, a set ofadditional drill-down questions will also need to be asked – and answered – as part of the organization’s due diligence in selecting an accessibility-based FSM software product, including:

  • What are the existing levels of awareness of accessibility as a purchasing influencer in the software product markets that your organization supports?
  • What are the current definitions/perceptions of accessibility in your relevant market space (e.g., is accessibility broadly defined, more specifically defined, all-inclusive, etc.)?
  • What is the perceived importance of accessibility among the various customer organizations and users that you support?
  • What is the current extent of disabled personnel/users among your customers’ respective workforces?
  • What is the current degree of compliance with regulatory mandates, etc., both internally and among your customer or user base?
  • What is the perceived demand and/or preference for accessibility within the market segments in which you offer your software products?
  • What are the perceived benefits/advantages of building accessibility into your existing (and planned) lines of software products; what are the perceived disadvantages?
  • What is the likelihood of your customer/user base considering an accessibility-based software application in the future; would they be willing to pay a premium for additional built-in accessibility functionality – and, if so, to what degree?
  • What role does accessibility play as a desired attribute in the software product evaluation/selection process; for example, will an accessibility-based software product move a vendor under consideration from the acquiring organization’s “long list” to its “short list” with respect to potential purchase/acquisition?
  • How important is accessibility with respect to serving as an internal and/or external sales or marketing tool?

Whatever the specific outcome is with respect to the degree to which your organization builds an accessibility component into its FSM (or other business) software, one thing is for certain – the needs, requirements, opinions and preferences of the marketplace will be largely different on virtually an individual customer or prospect basis, depending on the degree to which they place importance on accessibility. Accessibility is clearly not an issue where one-size-fits-all.

However, by properly addressing each of the above-listed considerations, your organization – whether on the FSM software product supply side or demand side – will at least be off to a good start in ensuring that its final strategy will be well thought out, and as all-inclusive as possible. The field service segment is a large, fast-growing and highly diverse community, and many believe that all parties should be empowered to perform at their best – some through the assistance of an accessibility-enabling software platform.

Best Practices FSOs Operate Differently to Maintain Their Best-in-Class Status

What Makes Best Practices FSOs Different from All Others? And How Do You Get There in the First Place?

[A Weblink for downloading the archived Webinar plus the companion Analysts Take paper is provided at the end of this Blog.]

Each year, Strategies For Growth (SFG) conducts a series of Benchmark Surveys among its outreach community of more than 29,000 global services professionals. Total responses for the 2017 Field Service Management Benchmark Survey were 419, of which 43, or just over 10%, are classified as Best Practices Field Service Organizations (FSOs) (i.e., those attaining 90% or higher customer satisfaction ratings, and 30% or greater services profitability).

Overall, survey respondents identify the following as the top factors, or challenges, that are currently driving their ability to optimize field service performance:

  • 53% Need to improve workforce utilization and productivity
  • 42% Customer demand for quicker response time
  • 42% Need to improve service process efficiencies

Based on the special Best Practices data cut from SFG’s 2017 Field Service Management Benchmark Survey, the key takeaways are:

  • Best Practices FSOs are driven to improve workforce utilization, productivity and efficiencies; meet customer demand for quicker response and improved asset availability, and increase service revenues
  • Nearly half of Best Practices FSOs are adding, expanding and/or refining the metrics, or KPIs, they use to measure service performance
  • Over the next 12 months, more than three-quarters (81%) of Best Practices FSOs will have invested in mobile tools to support their field technicians, and 61% will have integrated new technologies into existing field service operations
  • Field technicians are increasingly being provided with enhanced access to real-time data and information to support them in the field, as are customers through Web-enabled self-help capabilities (i.e., to order parts or initiate service calls, track the status of open calls, etc.)
  • All FSOs face myriad challenges; however, Best Practices FSOs are better equipped to deal with them

[To learn more about this topic, we invite you to download our September 12, 2018 Webinar on the same topic, hosted by global FSM Solution provider, Astea International (www.astea.com). To download an archived copy of the full Webinar, plus the companion Analysts Take paper, simply click on the following Weblink: Webinar Registration]

Stepping Up to a “World Class” Service Delivery Model

Many businesses that have historically striven to provide their customers with merely “satisfactory” levels of customer service and support have now begun to move closer to a “world class” service delivery model in order to provide their customers with “total support” beyond merely product acquisition. Today’s customers are looking well beyond the product, and are focusing just as much on other pre- and post-sales support offerings such as implementation and installation; equipment training, field and technical support, Web-enabled self-help; remote diagnostic and predictive support capabilities; professional services, including consulting and application training; services management outsourcing; and a whole variety of other value-added services. More importantly, many are still wondering when their primary suppliers will truly be able to provide them with the levels of “world class” service delivery they now require!

In fact, we believe that now represents a critical time for virtually every business to update, or refine, its strategic plan for moving closer to a “world class” service delivery model. This plan may encompass many components, including:

  • Reassessing the company’s existing customer service and support mission, goals and objectives, capabilities, resources, and infrastructure;
  • Identifying and prioritizing the existing and emerging customer/market demands, needs, requirements, expectations, and preferences for customer service and technical support, across all classifications of the company’s market base; and
  • Developing specific recommendations for action with respect to the engineering/reengineering of the existing services organization and processes in an effort to arm the company with a more competitive – and effective – “world class” service and support portfolio.

In more specific terms, the overall goals and objectives of such a planning effort, simply stated, should be to:

  • Examine, analyze, and assess the company’s service and support mission with respect to its desired ability to ultimately provide customers with a full range of service and support offerings that will position the company as a “world class” product and services provider;
  • Identify, from management’s perspective, what the most important elements of a “world class” service operation would be expected to comprise, and within what framework it would envision such an operation to be created and managed;
  • Determine, from the customers’ perspectives, where the company should direct its primary attention with respect to creating a more customer-focused service and support organization and service delivery infrastructure;
  • Define how the desired service delivery organization should be structured in terms of human resources, roles, responsibilities, and functions; organizational components and structural hierarchy; internal vs.outside components (i.e., in-house vs. outsource); strategic partnering and channel alliances; management and staff training; and other key related areas;
  • Recommend how the optimal service operation should be structured in terms of defining and establishing the appropriate service operations, processes, and procedures; logistics and resource management controls; operating targets and guidelines; management control and performance monitoring parameters; and other key related areas; and
  • Provide specific recommendations for the establishment of a more “flexible” services organization and operational infrastructure that addresses all key elements consistent with the delivery of “world class” service and support to the company’s present and projected marketplace.

The specific areas where the services and support strategic marketing plan should focus include:

  • Identification of customer needs and requirements for “World Class” service – including recommended goals, targets, and desired service parameters based both on input/feedback gathered from existing and potential customers, as well as from an assessment/evaluation of other state-of-the-art service organizations/operations in the general marketplace.
  • Composition of the recommended customer service and support portfolio – including the development and packaging of a “tiered” customer service and support portfolio matched directly against the specific needs and requirements of both existing and prospective customers.
  • Service operation structure and processes – including recommended service and support operations supporting the overall service portfolio, focusing on customer service, call handling, help desk, technical support, on-site support, order entry, call logging, administrative, and other processes (to be determined).
  • Determination of key performance indicators – including identification and recommendations for the selection of the most appropriate industry metrics, and guidelines for measuring and tracking service performance over time.
  • Definition of service organization, functions, and responsibilities – including recommendations for the general structure, roles, and responsibilities of the service organization and infrastructure; inter- and intra-departmental roles and responsibilities; organization functions and activities; updated job descriptions; in-house vs.outsourcing decisions; channel management; etc.
  • Selection of operational tools – including recommendations for the most effective use of information and communications technology (ICT) tools, services management and CRM software, and other segment-specific support tools, etc.
  • Formalization of the implementation plan – In-house: including system selection, investment plan, organization development, training, etc.; and outsourcing: including strategic partner selection criteria, performance measurement/management requirements; and general timeframe and rollout plan.

Providing customers with “world class” customer service and support is generally not achievable without a well thought out and orchestrated “world class” planning effort. Good products don’t sell themselves anymore than they service and support themselves. All of these functions must first be developed and implemented as part of an overall business plan. However, we believe that the most successful – and profitable – businesses are those that have managed to effectively deal with both sides of the issue – that is, they know how to sell, and they are prepared to service and support the “total” needs and requirements of their constituent market base. And, by doing it on a “world class” basis, they can benefit from one of the most effective competitive differentiators.

If your organization still operates primarily as a manufacturing- or product-focused business, if service is managed basically as a cost center, or if it is still using the same service delivery model it has used for as long as you can remember, it may be totally missing the boat! Regardless of what product lines your organization has historically manufactured, sold, or distributed, one thing remains certain – your customers want “world class” service and support, and the only way you will be able to provide them with what they want is to plan for it; implement an effective service delivery strategy; acquire all of the necessary tools,  and get all of its resources and processes in place – and, then, roll it out and reap the benefits!

The Future of Field Service Management (FSM) – What Lies Ahead for an Industry that Is Constantly Evolving and Reinventing Itself

[The following is a first page excerpt from SFG℠‘s Analysts Take paper on “The Future of Field Service Management (FSM)” originally published this past July, 2017. Following the conclusion of our current, updated, survey research on the topics of Field Service, Service Parts Management and Warranty Management, we will be updating this document later in Q2, 2018. In the meantime, to download the entire original document, simply click on the Weblink provided at the bottom of this page.]

The global Field Service Management (FSM) segment has re-invented itself several times over the years, from break/fix, to network services, to software support and such. However, the introduction of the Internet of Things, or IoT, is going to have a much greater and profound impact on the global services community than anything else that has preceded it! In fact, it already is!

For years, services managers have been talking about ways in which to reduce the number of “truck rolls” in order to save money, and repair the customer’s equipment remotely – first, by phone, or assisted self-help; and, now, via remote diagnostics and predictive diagnostics.

Truck rolls are not necessarily a thing of the past; however, they have greatly diminished in frequency as a result of the integration of the predictive diagnostics, remote diagnostics and the IoT into Field Service Management (FSM) systems.

“Improvements in business analytics have also assisted field service managers in their ability to manage their entire business operations – and not just the field service aspects of the business.”

Improvements in business analytics have also assisted field service managers in their ability to manage their entire business operations – and not just the field service aspects of the business. There are more analytical tools available now than ever before, and most managers are actively engaging their dashboards, so they can intelligently manage their field service operations.

Through the use of Augmented Reality (AR) apps, now actively being combined with Virtual Reality (VR) to form a more complex and robust “Mixed Reality” (MR) capability, we are likely to see even more advances in the types of technologies that will ultimately reduce the cost of performing service – for both on-site and remote repairs – over time. Artificial Intelligence (AI) and Machine Learning (ML) immediately come to mind.

Also, with technology visionaries like Elon Musk, who started out with his Tesla automobile business, branching into solar panels and, of course, SpaceX, we are likely to see more and more technological advances coming down the pike. For example, Musk’s new venture, Neuralink, has set its goals on attaining the ability to “merge” the power of the human brain with the power of the IoT, in order to upload and download “human thoughts” onto chips, and vice versa.

Imagine the impact that new ventures like this will have on all aspects of business, not just in field services, if successful! All of a sudden, veteran field services technicians will become just as important as the influx of computer-savvy millennials with respect to their experiential value to the Field Service Organization (FSO). The process goes on and on, and field service management will continue to evolve over time, as a result.

[To download the entire Analysts Take paper on “The Future of Field Service Management (FSM)”, simply click on the following Weblink: The Future of FSM (Draft-17-06-29-01).]

UK/Europe vs. U.S./Global State of Field Service Management (FSM) Survey Findings Infographic

The attached Infographic presents and compares the key survey findings from Strategies For Growth℠s 2017 Field Service Management (FSM) Benchmark Survey for the UK/Europe vs. the U.S./Global FSM markets.

The U.S./Global survey findings were presented on November 8, 2017 in a Webcast hosted by CSDP, the leading service relationship management software developer that commences every client engagement with consulting. Bill Pollock, President & Principal Consulting Analyst at Strategies For Growth℠, was the featured presenter.

The Infographic provides a synopsis of how the UK/Europe FSM market differs from the U.S./Global FSM by comparing key survey findings in an easy-to-follow graphical format. By viewing the Infographic, learn how the UK/Europe FSM market compares to all others for each of the key survey findings.

[Download the Infographic at: UK-Europe vs US Infographic (November, 2017).]