Strategies For Growth℠ Announces March 1, 2017 Warranty Management Webcast, to be Hosted by Tavant Technologies

Westtown, PA., February 16, 2017 – Bill Pollock, President & Principal Consulting Analyst, Strategies for Growth℠ (SFG℠), the Westtown, Pennsylvania-based research and consulting organization, today announced its upcoming Webcast entitled, “How the Right Warranty Management Solution Can Help Improve Your Organization’s Bottom Line!“, largely based on the findings from the firm’s third annual Warranty Chain Management Benchmark Survey Update.

The Webcast will be hosted by Tavant Technologies, “the world leader in providing Warranty Management Solutions”, and will be held on Wednesday, March 1, 2017, from 1:00 pm to 2:00 pm EST. A complimentary White Paper will also be available for download by Webcast registrants at that time.

According to Pollock, “The findings from Strategies For Growth℠’s 2017 Warranty Chain Management Benchmark Survey clearly reveal that services organizations that have acquired and/or upgraded their Warranty Management solutions within the past three years have begun to see significant improvements among key factors contributing to their respective bottom lines.”

“For example, since the acquisition or upgrade of their Warranty Management solutions, these organizations have realized:

  • A 9% improvement in Warranty Claims Processing Times (and are now processing their claims at a rate more than twice as fast as all others); and
  • A 6% improvement in Supplier/Vendor Recovery (as a percent of total warranty expenses).”

Led by Pollock, this Webcast will focus on the specific challenges that Warranty Management organizations are facing, the strategic actions they are taking to address those challenges, the technologies they are using, and the key drivers that are pushing them to strive toward Best Practices status. The importance of warranty analytics and the establishment of an effective Key Performance Indicator (KPI) program will also be addressed.

The Webcast is intended to provide Warranty Chain managers with the guidance they will need to build an effective Warranty Management operation that can take them to the next level with respect to increased revenue generation and improved customer satisfaction. Among the key areas to be addressed are:

  • What Best Practices Warranty Management Organizations are doing to attain the highest levels of Customer Satisfaction, Warranty Claims Processing Times and Service Profitability
  • What drives these organizations to aspire to higher levels of performance, and what challenges they are likely to be face along the way
  • How to emulate the strategic and tactical actions presently being taken and/or planned by these leading Warranty Services organizations

To register for the Webcast, simply click on the following Weblink: http://info.tavant.com/WCM_Warranty_Webinar_2017.html.

Also, please be sure to watch for more information from the SFG℠ survey results in upcoming issues of Warranty Week: http://www.warrantyweek.com.

About the Presenter

Bill Pollock is President & Principal Consulting Analyst at Strategies For GrowthSM (SFGSM), the independent research analyst and services consulting firm he founded in 1992. In 2015/2016, Bill was named “One of the Twenty Most Influential People in Field Service” by Field Service News (UK); one of Capterra’s “20 Excellent Field Service Twitter Accounts”; and one of Coresystems’ “Top 10 Field Service Influencers to Follow”. He writes monthly features for Field Service News and Field Service Digital, and is a regular contributor to Field Technologies Online and Warranty Week. Bill may be reached at +(610) 399-9717, or via email at wkp@s4growth.com. Bill’s blog is accessible @PollockOnService and via Twitter @SFGOnService.

About Tavant Technologies

Headquartered in Santa Clara, California, Tavant Technologies is a specialized software solutions and services provider that provides impactful results to its customers across North America, Europe, and Asia-Pacific. Founded in 2000, the company employs over 2,000 people and is a recognized top employer. Tavant is the world leader in providing Warranty Management Solutions. The company offers ‘Tavant Warranty’ – a globally leading, complete service lifecycle – on premise warranty management software and, ‘Tavant Warranty On-Demand’, The only 100% native warranty management system on Salesforce. Find Tavant Technologies at www.Tavant.com, and on LinkedIn and Twitter.

Strategies For Growth Announces Launch of Its Third Annual Warranty Management Benchmark Survey Update and Workshop Session

Westtown, PA., January 19, 2017 – Bill Pollock, President & Principal Consulting Analyst, Strategies for GrowthSM (SFGSM), the Westtown, Pennsylvania-based research and consulting organization, today announced the launch of the firm’s third annual Warranty Management Benchmark Survey Update.

The survey will be running “live” through the third week of February, and a summary of the results will be presented as part of Pollock’s Pre-Conference Workshop Session at the 2017 Warranty Chain Management (WCM) Conference to be held on Tuesday, March 7, 2017, in Tucson, Arizona. The two-day WCM Conference itself will follow on March 8 – 9, 2017.

Pollock’s Workshop Session, entitled “Leveraging Effective Warranty Management into Improved Customer Satisfaction and Profitability”, will share both information and guidance based on insights derived from the data collected from the more than 100 Warranty Services professionals who are expected to take part in SFGSM‘s 2017 Warranty Management Benchmark Survey Update.

According to Pollock, who also blogs regularly via his www.PollockOnService.com Blogsite, “Research like this makes for invaluable assets that are foundational to organizational best practices with regard to warranty chain management. In this session we will share findings from our 2017 Warranty Chain Management Benchmark Survey Update that identify the top drivers, strategic actions, Key Performance Indicators (KPIs) and emerging technologies that are pushing Warranty Management Organizations to aspire to attain higher levels of performance.”

Led by Pollock, the Workshop Session will present fresh insights on the current state of the Warranty Chain Management industry, and how Best Practices services organizations are able to differentiate themselves from all others. The session will also help participants learn:

  • What Services Organizations are doing to attain Best Practices status with respect to Warranty Chain Management
  • What leading Warranty Services Organizations are doing to attain the highest levels of Customer Satisfaction and Service Profitability
  • What is driving the Warranty Services market to aspire to higher levels of performance, and what challenges they are likely to face in doing so
  • How to emulate the strategic and tactical actions presently being taken and/or planned by the leading Warranty Services organizations

To participate in SFGSM‘s 2017 Warranty Management Benchmark Survey Update, respondents may simply click on the following Weblink: https://www.surveymonkey.com/r/2017SFGWCM.

All participants that provide their name, title, company, e-mail address and phone number, will also receive a link to a complimentary copy of the Executive Summary, to be made available shortly following the WCM Conference.

For more information, or to register for Pollock’s Workshop Session, please visit the 2017 WCM Conference website at: www.warrantyconference.com.

Also, please be sure to watch for more information from the SFGSM survey results in upcoming issues of Warranty Week: www.warrantyweek.com.

The Impact of a Changing FSM Competitive Landscape Is Revealed from SFG℠’s 2016 Field Service Management Tracking Survey

[If you haven’t already taken SFG℠’s 2016 Field Service Management (FSM) Benchmark Tracking Survey, simply click here: https://www.surveymonkey.com/r/SFG-PollockOnService.]

We’ve all heard the expressions, “Everything old is new again”, and “Back to the basics”. However, while these expressions may still be somewhat reflective of the global services community, we have finally begun to see an uptick in the degree of market consolidation, as well as the impact of the many mergers, acquisitions and partnerships that seem to be re-defining the competitive landscape on a virtual daily basis.

For example, just a couple or few years ago, there was no real (i.e., dedicated) presence in the global services community by companies such as Microsoft, Oracle, PTC and Salesforce (although many services organizations, mainly among the smaller-sized companies, had already started using Microsoft Dynamics and/or Salesforce to, at least, piggy-back their Field Service Management (FSM) operations onto their existing CRM, ERP or Business Management platforms).

Other vendors, such as IFS, Oracle and SAP had, years earlier, embedded some form of FSM into their general offerings, but not everyone was necessarily buying. Of course, there was always ClickSoftware and ServiceMax generally breaking out of the pack to gain some robust market share, leaving most of the tried-and-true traditional vendors as proud purveyors of their respective Best-of-Breed FSM solutions (e.g., Astea, Metrix, ServicePower, ViryaNet, Wennsoft and many others).

However, fast forward to today: Where are all of these vendors now? PTC acquired Servigistics (including MCA Solutions), ThingWorx, Axeda Systems and other technology firms; Oracle acquired TOA Technologies; IFS acquired Metrix; and Microsoft acquired FieldOne, all major software players “buying” their way into the FSM market through a series of blockbuster deals.

Salesforce, which had historically either been used (and/or mis-used) in its ability to manage field service operations, decided earlier this year to build its own Field Service Lightning module – but, built primarily on ClickSoftware’s Field Service Expert platform. ClickSoftware went private (i.e., after years of speculation that it would, one day, be acquired by SAP) and may have lost some of its historical luster in the marketplace (i.e., in terms of “Who are they now – really!). Another long-time vendor, ViryaNet, was acquired, first, by Verisae (i.e., taking its name), and now, by Accruent; and Wennsoft is now known as Key2Act.

In other words, the FSM competitive landscape has probably changed more in the past two years than in the dozen years before, in terms of structure, presence, influence and use. However, we would be burying our collective heads in the sand if we thought that this recent spate of market consolidation is now over – it’s not – and there are likely to be further surprises in the short term, rather than in the longer-term future.

So, … what does the future hold for the global FSM marketplace? Much will depend on how the market itself (i.e., the current and prospective FSM solution users) believes it should evolve.

That’s why Strategies For Growth has launched its 2016 Field Service Management Benchmark Tracking Survey after an approximate two-year hiatus. The times have changed; the competitive landscape has changed; and user needs and requirements, perceptions, expectations and preferences for FSM solutions have changed.

In fact, it may be because of the latter that many of these mergers/acquisitions were “forced” to take place. In many cases (i.e., too many cases) the existing FSM solution providers did not, or could not, evolve as quickly as the market’s needs and, as a result, either lost their traction, their “mojo”, their market preference, or any combination thereof.

It is frustrating to not be able to present some of the key preliminary findings from our current (i.e., 2016) FSM Survey – but that could likely influence the responses of some of the individuals who have not yet taken the survey.

So, … here’s our suggestion: First, take the survey, and we guarantee that you will, at the very least, learn something more about the global services community merely by reviewing the questions and answer sets, and thinking about what your top-of-head responses should be.

Second, after taking the survey, be sure to continue to watch our Blogsite, www.PollockOnService.com, for frequent updates and posts on key survey findings; Third, watch for our various published articles in Field Service DigitalField Service News and Field Technologies Online, and any of the other client-sponsored White Papers and Webcasts; and, Fourth, we will be happy to e-mail you a special, not otherwise published, Executive Summary, following the close of the survey later in the mid-to-late November timeframe.

In any case, we’ve got you covered – with the market data and information that you can use to compare the challenges, drivers, technology adoption and strategic actions taken by your organization compared against all others. All it takes is about 15 minutes of your time, for timeless information about your field – Field Services.

To take SFG’s 2016 Field Service Management (FSM) Benchmark Tracking Survey, simply click here: https://www.surveymonkey.com/r/SFG-PollockOnService.

Smarter Decision-Making to Improve Field Service Management: The Implications of Analytics on Field Service Business Models

[A brief summary of the discussions that took place in a series of five Astea-sponsored “Blitz” sessions conducted at Copperberg’s Field Service Summit 2016 held at Oxford University, UK on 12 April, 2016.]

The attendees at Copperberg’s inaugural Field Service Summit 2016 Conference earlier this year in Oxford, UK represented a microcosm of the greater UK/Europe and global Field Service Management (FSM) communities. Although comprised of more than 100 major and niche Field Services Organisations (FSOs), from a variety of vertical industry segments, and offering oftentimes disparate services portfolios, the discussion participants shared a number of common thoughts regarding the key aspects of managing a services business – especially with regard to data analytics!

From the series of five “Blitz” interactive discussion sessions, a clear pattern of thoughts, perceptions, preferences and intentions were presented by leading UK/Europe services organisations beginning, of course, with an acknowledgement that since traditional service models are still being used by many (i.e., too many?) UK/Europe FSOs, the Customer Experience outcomes will need to improve across the board, as customers want more insight into all assets and services that impact their operations. It is safe to say that this will require an upgrade to existing data analytics capabilities – also, across the board.

For some, cross-training for older and more experienced engineers will be required; while for others, there will be a need to integrate the “newer” engineers (i.e., new hires, etc.) with the organisation’s more experienced, older, engineers who typically have already established long-term relationships with their respective customers. One discussion participant cited that his company’s field engineers are presently being backed-up by a second line in the organisation’s back office, comprised exclusively of experienced engineers. This has been very helpful thus far – especially in support of the company’s newest hires.

It was also universally acknowledged that it typically takes about two years or so to successfully transfer knowledge to new engineers, as cited by multiple session participants – and that most companies would like to see even more information gathered and distributed directly from the customer’s devices/assets. In any event, there was a general acknowledgement that there would be much to gain by performing more repairs/fixes remotely.

Other specific activities identified as being critical to the overall well-being of the services organisation included:

  • Selling services – driven by customer procurement and, therefore, essentially predicated on the basis of price (i.e., agreed by a quorum of attendees, that price directly impacts the bottom line).
  • Performing more fixes remotely – however, requiring that customers need to become more involved in the overall service process.
  • Generating more leads from the field – directly from the field engineers.
  • Problem Management/Root Cause Analysis – targeted to improve first time fix rates.

In general, it was also acknowledged that first time fix rates need to improve, overall. To do so, the best path forward would be to, first, try to resolve the issue remotely before dispatching a field engineer. In most cases, traditionally, service calls have been assigned directly to the field engineer, resulting in “too high” service costs. Performing fixes remotely is seen as the best example for addressing high service costs.

One company has implemented a connected services model that uses data gathered from the remote monitoring of the customers’ assets to help their field engineers to provide higher levels of support for their customers. They typically use the collected data gathered via remote monitoring to prevent otherwise unnecessary service visits – and asset downtime. However, in doing so, they cite the importance of mentoring new engineers by the company’s older, more experienced, engineers.

Other individual company case studies referenced include:

  • Company A – asked engineers to return from pension in order to (1) benefit from their collective retained asset knowledge, and (2) transfer that knowledge to the company’s newer engineers.
  • Company B – as each of the company’s engineers has already established their own respective “site ownership”, they are asked to assist in the transference of this knowledge to new engineers approximately six months before retirement, using an internal Wiki system that also includes instruction videos, etc.
  • Company C – recognises the importance for their field engineers to understand each customer’s individual and unique business processes and, as such, believes that the retention of knowledge relating to their customer base’s older assets is key for them to cultivate, retain and pass on to newer engineers. They are encouraged to plan for cultivating this knowledge, and working in conjunction with their customers with respect to suggesting upgrades and/or new systems, etc.
  • Company D – recognises that it is increasingly dealing with an ageing workforce, and that engineer “churn” has grown higher over the past four years, or so; as a result, there is a growing need to establish a framework for retaining this knowledge.
  • Company E – encourages field technicians/engineers to be part of their new product design review board. By doing so, they believe they can help to prevent situations where a new material or part is causing too much labor in the field when installing the product, etc. One example was cited where a cheaper part was manufactured/fitted to a new equipment model, causing three additional days of installation work due to the complexity and incompatibilities experienced during the final installation.

The importance of using Data – but, not necessarily Big Data – in support of the Field Service organisation was also discussed as one of the key components of Field Service Management (FSM). Also discussed was the growing importance and capabilities of the Internet of Things (IoT) side of the equation, particularly in terms of how it can be used to collect and generate vast amounts of data. While all participants expressed their preference for having that capability, most believed that they would also require a strong reporting department to generate and distribute the resultant reports for them – sanctioned and managed by the Service Department, rather than the Finance Department.

In all cases, the importance of data analytics was first and foremost in the minds of each of the participants. However, how to best manage the collection, analysis and distribution of the vast amounts of data that can be generated via the IoT represented the greatest challenges that they would expect to face moving forward.

[For more information on Data Analytics and a full array of Service Lifecycle Management (SLM) solutions for the Field Services segment, please visit the Astea Website at www.Astea.com.]

How Service Managers Can Meet Today’s Most Pressing Service Management KPIs: MSI Data’s Interview with Bill Pollock

Field service industry expert, Bill Pollock, explains how service management KPIs in 2016 are shifting back to the basics, although the ways they measure and exceed those goals are changing fast.

[Reprinted, with permission, from MSI Data.]

A seasoned field service analyst, Bill Pollock, president and principal consulting analyst at the Westtown, Pennsylvania-based research analyst firm Strategies For Growth (SFG), has his eye on service industry standards and provides no shortage of advice for service managers looking to run a top-flight field service department.

In this interview, Bill breaks down how business leaders can improve key metrics, such as profitability and customer satisfaction and what service managers can to do exceed key performance indicators (KPIs) using today’s technologies.

Today’s service KPIs are back to the basics, but also back to the future

Even though there have been many changes in how companies do business, and there are many new technologies that have transformed business processes, many of the traditional service KPIs have stayed the same. For example, customer satisfaction is still #1. “The best practices organizations have 90% or higher customer satisfaction,” said Bill.

Service Management KPIs

Here are the top KPIs Bill highlighted for today’s service organizations:

1. Customer Satisfaction
2. Total Service Revenue
3. Total Service Cost
4. Technician Utilization

Returning to Normalcy: The Evolution of Service Management KPIs

In fact, the priority of these top KPIs have evolved significantly in the last decade.

“Recently, we’ve been seeing total service revenue surpass service cost. In 2016, we’re seeing 72% of organizations looking at total service revenue, and 69% at total service cost.”

While this isn’t a huge difference in percentage, it’s reflective of the trend to increase revenue from service since the cost-cutting days of the 2008 recession. According to Bill, best practices organizations are more focused on revenue than cost.

“During the recession, KPIs were cost oriented: cost, per product; cost, per field engineer; cost for service. But, after 2-3 years, the most aggressive – and progressive – organizations had cut all the costs they could, and the market started coming back to revenue generation.”

Service organizations are prioritizing revenue-production over cost-reduction. But, in 2016 they’ve started coming back around to placing the highest importance on customer satisfaction.

“Today, now that best practices organizations have implemented everything they could to generate more revenue; they’ve come full circle, back to normalcy, and back to customer satisfaction as the most important measure of success.“

How Service Managers Can Help their Team Meet KPIs

As a service manager, it’s one thing to set goals and another to meet them. Empower your team to meet the KPIs you’ve set by following these tips:

  • Set targets: Decide on the baseline, and define standards or targets. Then create a plan to reach them.
  • Define a scoring methodology: Determine how you’ll measure success and assign individual scores that roll up to a total score for each category; for example:
    • 95-100% = Exceeds expectations
    • 85-95% = Meets expectations
    • 0<85% = Does Not Meet expectations
  • Link KPIs to critical factors that drive the performance of the organization. If the metric is not directly linked to a critical organization success factor, it will probably not be worth the resources to measure.
  • Assign someone to take ownership of the data coming in. If you don’t have accurate data to report on, there’s no chance you’ll achieve your goals.
    Communicate KPIs clearly to everyone involved.
  • Invest in resources necessary to achieve goals. You can’t expect someone to increase measurement in an area without listening to their needs and giving them the resources to make improvements.
  • Foster collaboration between sales and service. Give sales-reps an incentive to sell more service contracts and turn the service department into a profit center.

Technology is Changing How Service Organizations Set Goals and Measure KPIs

Manual or paper-based service processes make it nearly impossible to track the data necessary to manage and measure KPIs. That’s part of the reason why FSM software is a crucial piece of the service management puzzle. Not only does it improve service operations, it also enables you to collect the information you need to measure improvements.

“You could be looking at the right KPI for your business, but calculating it the wrong way. You can use technology to figure out what the problem is. Then, once you know the problem, it’s a synch to fix.”

Conclusion: Always Room for Improvement

In closing, Bill emphasized the importance of continuous improvement and measuring success. “Even if what you’re doing is rated as excellent today, you still need to improve it. How are you going to do that? You need to measure where you are and make improvements from there.”

Even if you’re turning a profit today, if you’re not taking steps to stay up-to-date and relevant, you’ll find yourself slipping to competitors.

Bill suggests that “Now is your time! You have the technology; you’re collecting the data. Now you have to use it effectively!”

____________________________________________________________________

Bill Pollock is President & Principal Consulting Analyst at Strategies For Growth (SFG), the independent research analyst and services consulting firm he founded in 1992. In 2015/2016, Bill was named “One of the Twenty Most Influential People in Field Service” by Field Service News (UK); one of Capterra’s “20 Excellent Field Service Twitter Accounts”; and one of Coresystems’ “Top 10 Field Service Influencers to Follow”. He writes monthly features for Field Service News and Field Service Digital, and is a regular contributor to Field Technologies. Bill may be reached at +(610) 399-9717, or via email at wkp@s4growth.com. Bill’s blog is accessible @PollockOnService and via Twitter @SFGOnService.

Business Analytics in Support of an Effective KPI Program: The Importance of Data Analytics

From the results of the Strategies For GrowthSM (SFGSM) Field Service Management Benchmark Survey, updated in 2015, more than one-half (52%) of respondents cite that developing and/or improving the metrics, or KPIs, they use to measure field service performance is the top strategic action currently being taken with respect to optimising their organisation’s overall service delivery performance.

However, for Best Practices Field Services Organisations (FSOs) (i.e., services organisations that are already attaining levels of customer satisfaction at 90% or higher, and services profitability of 30% or greater) this figure increases to 61%. The percentage jumps even higher, to 64%, for UK/Europe-based services organisations; that’s right – more UK/Europe-based respondents cite their respective KPI programs as the top strategic action they are currently taking – moreso than the survey’s top-of-the-line Best Practices survey segment!

So, why is the establishment of a services KPI program so important? Mainly due to the targeted applications that most of these organisations have for using the collected, analyzed, measured and distributed data – basically for the following top reasons:

  • To improve field service
  • To make product design changes/improvements
  • To make manufacturing changes/improvements
  • To make changes to product documentation
  • To make purchasing decisions

Nearly as many respondents in the UK/Europe (i.e., 48%) also cite the use of a business intelligence/analytics solution as one of the top technology applications currently used to support their services operations – and another 39% cite knowledge management as a top-used application. However, few of them actually refer to these programs as “big data” – just, simply, business analytics!

What this proves is that, for most FSOs, data collection, analysis, measurement and sharing is not conducted merely for the sake of doing so – but, rather to:

  • Build, maintain and apply these data to a formal services KPI program
  • Distribute/share the collected and analysed data with the appropriate departments and individuals within the organisation
  • Establish and maintain an enterprise-wide knowledgebase from which all facets of services operations can benefit from – and build upon
  • Share the database/knowledgebase with all components of the enterprise (i.e., manufacturing/production, warranty management, forward and reverse logistics, etc. – rather than simply “holding the data hostage” within the FSM or Service Lifecycle Management (SLM) areas of the business
  • Use the data, and resultant database, knowledgebase (or, for the largest of organisations, data lake) to foster a more collaborative relationship between and among the key departments/divisions that ultimately have an impact on supporting the customer

But how big does your data really need to be in order to support each of these functions? The required size of the database, or knowledgebase, will depend largely on the size of the organisation, the volume of field service activity conducted on a regular basis, and other key measures of throughput that characterize the overall “size” of the organisation and its requisite data analytics needs. Similar types of organisations, with similar characteristics, but with order-of-magnitude differences in one or more key throughput factors may find themselves with totally different needs for data; big, small or otherwise.

The one thing to remember is that all services organisations need a minimum of data to support their respective operations. Call it what you will, but they will still need the analytical support contributed by a formal Key Performance Indicator (KPI), or metrics, program; the structure of a formal service call data activity repository; a Customer Relationship Management (CRM) database; accessibility to a centralized database, or knowledge bank to support management decision making; and all of the performance metrics and measurements required to evaluate and assess the organisation’s performance over time.

An effective business analytics program is what most organisations need – not big data, data lakes, or the construction of overly-sophisticated, cumbersome and highly inefficient knowledgebases. It should never be primarily a matter of how much data needs to be collected; but, rather, the ability to collect enough data to support the organisation’s overall business analytics goals, objectives and targets.

[Our thanks to Astea UK for commissioning this Blog on Data Analytics. For more information, directly from Astea, please visit their Website at www.Astea.com.

You may also wish to visit the Astea UK booth at Copperberg’s 2016 Field Service Summit in Oxford, UK, 12 April, 2016. For more information on the Summit, please visit the conference information Webpage at www.fieldserviceexcellence.co.uk.]

“7 Simple Strategies to Increase Revenue in 2016” – Our Take

[The following is a transcript of the “One Simple Strategy Recommended for Increasing Revenue in 2016” material we submitted to Field Service Digital in response to their request. The full interview was published in the December 18, 2015 issue of the magazine; however, only some of this material actually made the cut (i.e., there are six other industry experts who also had their say in the Field Service Digital piece).

Read our response first, then read the Field Service Digital piece to gain a perspective from among the seven of us. A link to the magazine is provided at the end of our Blog, for your convenience.]

One Simple Strategy to Increase Services Revenue in 2016

“The best services strategies are typically the simplest ones – particularly the ones that target improved service revenues and profitability. But, whatever the strategy, it should always follow a process of ‘Measure, Assess, Adjust & Track’ (MAA&T). What that means is, whether you’re looking at overall service operations, or individual components of service, such as warranty management, parts/inventory management, customer relationship management, or the like, you will need to, first, measure where you stand today, how you got there, and where you’re likely to end up if nothing else changes; second, assess what needs to be changed, modified, upgraded or replaced; third, make the necessary adjustments to facilitate – and in many cases, expedite – change, as appropriate; and fourth, track your progress over time as you implement new and/or revised processes, policies and procedures, or new technologies.

Supported through the ongoing review of input and feedback, the process then starts all over again on a virtual continuous loop, thereby fostering continuous quality improvement that goes directly to the bottom line.

Using warranty management as an example, a sound strategy might be to (1) measure its current contribution to the bottom line in terms of revenue generation and profitability, (2) assess alternative scenarios for process improvement; (3) make changes to the current program to stimulate improved revenue generation; and (4) track your progress over time. Then, you start all over again!

The old adage goes something like, “You can’t know how much you’ve improved if you don’t know where you’ve come from” clearly supports the MAA&T approach. And the ability to continue cycling through the process time after time allows this strategic approach to foster continuous quality improvement.”

[To read the full Field Service Digital article for which this information was prepared, please visit: http://fieldservice.com/2015/12/18/7-simple-strategies-increase-revenue-2016/.]