AUTHOR ARCHIVES: Field Service News

Industrial Cleaning Equipment Ltd (ICE) is the UK’s largest independent provider of industrial cleaning machines and associated services. Five years ago, it began using Tesseract, Asolvi's longest-standing service management product. It was a move that caused ICE to undergo a complete operational transformation.

ICE specialises in the supply and maintenance of efficient, forward-thinking cleaning solutions and protecting clients from unplanned equipment downtime. It partners with leading manufacturers of industrial vacuum cleaners, scrubber driers, road sweepers, steam and pressure washers and combination machines to bring the latest in cleaning technology to the retail, leisure, transport and commercial sectors. An enduring commitment to service and innovation has won the company multiple awards.

A big contributor to its success is the elite company-wide service management system that underpins it: Tesseract. A big contributor to its success is the elite company-wide service management system that underpins it: Tesseract. “It’s the one database we use for everything,” says Mike Bresnihan, chief operating officer at ICE. “Our admin staff, field-based engineers, product specialists and finance teams all use Tesseract. And our customers can access it via the web or our new mobile app.”

ICE has in place the latest iteration of the Tesseract product: Service Centre 5.1. Customers notify ICE of any problems with their cleaning equipment by logging in to Tesseract’s Remote Customer Access portal. Remote Engineer Access lets field engineers generate live reports, order parts, close down maintenance jobs and raise same-day invoices from their tablets. Call Control is used to schedule drivers and engineers to collect, deliver and maintain equipment, and Parts Centre automatically manages stock levels.

A huge step up from the old system

Pre-Tesseract, ICE used a custom-built application to manage its planned and reactive maintenance work. However, the software’s functionality was extremely limited. The company couldn’t use it for invoicing, ordering parts or maintaining stock levels. Customers could log a call and write notes, but they couldn’t see how their call was being dealt with, so it did little to manage their expectations. ICE’s drivers and engineers had no access to the software; they had to fill in paper delivery notes and worksheets and post them to the office. This meant, after each job was complete, ICE had to wait a few days to update their records.

We had piles of paperwork to get through, an abundance of spreadsheets to fill in, and we often had to enter the same data multiple times“It was very chaotic,” says Liz Osborne, ICE’s HR manager and former service manager. “We had piles of paperwork to get through, an abundance of spreadsheets to fill in, and we often had to enter the same data multiple times in order to keep different departments within the company up to date.”

So ICE selected Tesseract to operationally transform the company. Today, thanks to Tesseract, ICE is virtually paperless. Its drivers and engineers use tablets, allowing Head Office to receive job updates and information in real time. Deployment is faster, manual stock-checking is a thing of the past, and accuracy of information along the service chain is vastly improved. Mike Bresnihan explains, “We’re all on one system, which means data can flow freely between each department and we have full visibility of everything that’s going on. By automating and optimising our service operation, Tesseract has given us the capacity to focus on our customers, rather than managing a system that is supposed to be managing us.”

No downtime

Tesseract is a cloud-based product that is maintained and continually honed and developed in-house by Asolvi. The biggest benefit of this for ICE is the in-built disaster recovery; if any part of the system goes down, Tesseract will seamlessly and automatically switch to another cloud environment.

Unlike the server-based system we had before, which could go down at any moment, there’s no chance of downtime with Tesseract,“Unlike the server-based system we had before, which could go down at any moment, there’s no chance of downtime with Tesseract,” says Mike. “We’re able to depend 100% on the resilience of Tesseract’s cloud and not worry about our office, our field engineers or our customers losing access to the system.”

Easier to grow

In the last two years, ICE has experienced a growth spurt. It’s acquired three previously competing companies, each of which had its own service management system. But these systems were old, driven by paper and disparate bits of software, with too many places their teams had to go to get information. As a result, all of their data was extracted and inputted into the Tesseract system, and Tesseract was rolled out across all of them.

Tesseract actually facilitated the acquisition process. Mike explains, “Tesseract gave us visibility of the new organisations really quickly, and expedited our integration with them. Inputting these companies’ data into the Tesseract system was easy, as was adding new users. Now every company in our group uses it as we do. In effect, Tesseract has made growing ICE into a leading player in the industry possible, and a far less daunting prospect than it could’ve been.”

The future: fewer silos, more integration

ICE is currently looking at breaking down remaining silos within its organisation and fully integrating Tesseract with its existing systems. There is already an interface between Tesseract and ICE’s financial software, removing the need for double entry accounting. Now the plan is to integrate Tesseract with its customers’ workflow management systems.

ICE is currently looking at breaking down remaining silos within its organisation and fully integrating Tesseract with its existing systemsAt the moment ICE updates a number of its customers’ systems with progress on repairs and service jobs. This is something it also does in Tesseract, so an interface between the two databases will save ICE from having to do it twice.

Also on the agenda is an interface with ICE’s asset tracking system, which allows them to monitor where, when and how equipment and company vehicles are being used.

“Our relationship with Asolvi grows stronger all the time,” says Mike. “At the moment we are looking at further automation and integration and we are working closely with Asolvi to achieve this. We know that with the system’s inherent flexibility and adaptability, virtually anything’s possible — and we look forward to what the future has in store.”

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In a new report the British Safety Council says our understanding of changing risks to health, safety and wellbeing needs to improve, in a new report about the future of work

The public debate on the future of work has centred so far on the likely shape of the workplace and its implications for both employers and employees. There has been far less focus on what this might mean for workers’ health, safety and wellbeing. When wellbeing has been considered, the discussion has centred on the present, rather than preparing us for the challenges of the future. Yet, the impact of automation on the workplace will be more fundamental than is commonly understood, with 11 million jobs predicted to be lost in the next 20 years in the UK. As we are already seeing with some ‘gig’ working, it may undermine such basic human needs as social identity, economic security and a sense of belonging.

These issues have been examined by the Future risk: Impact of work on employee health, safety and wellbeing report commissioned by the British Safety Council from RobertsonCooper researchers. It reviews the existing literature on this subject and makes a number of recommendations. While providing an overview of the landscape of work, the report explores the changes that employers and employees are likely to experience over the next 20 years. It focuses on the risks of these changes to the health, safety and well-being of the workforce.

Professor Cary Cooper CBE, Professor of Organisational Psychology and Health at the University of Manchester, founder of RobertsonCooper, said: “We know that work is changing, which is why there is currently so much conversation about the future of work. However, we know less about the risks this might bring to the health, wellbeing and safety of employees, so it’s a challenge for businesses to prepare for this.”

The main themes explored by the report are:

• Implications of ‘anytime, any place’ work. A move away from standard work practices, hours and location will challenge the relationship between employers and their workforce. “We are currently seeing loyalty between employers and employees decreasing, which means that retaining healthy, high performing employees is even more important. Organisations of the future need to trust their employees and manage by praise and reward,“ explains professor Cooper.
• Need to build resilience. The future world of work will place new pressures and forms of stress on employees. Working alongside intelligent machines and robots, which never stop, outperform humans and are incapable of social interactions, will require an entirely different set of skills. This may strip away everything good work in traditional social environment offers employees, such as a sense of identity and belonging, as well as social support. That’s why employers will need to introduce specialist training and wellbeing programmes to help their employees gain skills that will build their resilience and help them to cope in new circumstances.
• Forward-thinking education. New jobs in partially-automated, remote or less secure workplaces may require a greater variety of ‘soft skills’, including creativity, leadership, flexibility and social skills, as well as skills related to new technology and the ability to collaborate with intelligent machines and robots. School and training bodies should start developing such skills and this process should continue beyond the compulsory education system. Such training must teach employees how to look after themselves, as well as how to take responsibility for their own health, safety and wellbeing.
• Updating regulatory systems to protect modern workers. In modern workplaces, where humans will work alongside robots, and companies operate across borders, the answer to the question of where ownership of risk lies, i.e. who should take responsibility if something goes wrong, will be of crucial importance. As employment contracts are increasingly diffuse (people in the gig economy are often not classified as workers), companies may wish to avoid the costs of sickness absence or liability insurance. The government should look at all measures to protect the self-employed and gig workers.
• Understanding future risks. These fundamental changes to work and the work environment present huge risks to employers, employees, the economy and the environment. For example, the fast pace of innovation, insecurity around employment status and a drive for efficiency are putting increasing pressure on people, which can lead to stress, which people working remotely may not be able to handle, particularly if they are older. The current understanding of these risks is poor in places. The report, while identifying the risks which have particular relevance to employee health, safety and wellbeing, calls for further research into this area.

Matthew Holder, Head of Campaigns at the British Safety Council, said: “At a time when work is rapidly changing, whether through technological innovation or types of employment, there is an urgent need to have a more strategic view on what research says about the future of work and risk, and how these two issues are related. Future risk: Impact of work on employee health, safety and wellbeing tells us that the state of this research needs to improve if we are going to take action to enhance people’s physical and mental wellbeing.

“I’m also pleased to see the report go beyond this ‘call for more research’ and make concrete recommendations how Government, regulators, businesses and the trade unions, the educational system and organisations like the British Safety Council can act today to prepare us to face the risks of tomorrow.”

The report can be downloaded at britsafe.org/futurerisk-report

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Gunish Chawla and Daniele Pe, Senior Principals and Irish Manipis, Senior Business Analyst at Delta Partners have published a deep and far-reaching exploration of exactly how Augmented Reality and Virtual Reality are set to become key platforms in the future.

We are already seeing an increasing number of forward-thinking field service organisations adopting such platforms so this detailed report provides some excellent, well-resourced context about the future of a technology set to play a very big part in the future of field service management...

The relevance of AR and VR in re-shaping user experiences and the implications on the telecom industry.

Augmented reality (AR) and virtual reality (VR) have the potential to become the next big platforms after PC, web, and mobile. Isolated applications of AR and VR have been around for a while, but the technologies to unlock their potential have only recently become available. We expect AR and VR to fundamentally transform how consumers interact in the physical world and how enterprises run their operations.

Augmented and Virtual Reality: Distinct but complementary technologies

In a nutshell, AR overlays digital imagery onto the real world, while VR immerses a user in an imagined or replicated world (see figure 1 below).

Fundamentally, AR and VR create a new way of interaction using gestures and graphics that are highly intuitive to humans. VR creates an illusory “sense of presence” in an imaginary world created through a computer-generated simulation. For instance, this allows users to experience travelling, shopping, creating, talking or interacting with people remotely in a completely different way. In contrast, AR allows people to access digital information in their real-world environments, thereby allowing “simultaneous existence” in both physical and digital worlds. Both AR and VR are transformative in nature and likely to co-exist as immersive platforms.

A whole new realm of opportunities

We are still at the beginning of the AR and VR revolution, but there is no doubt that they have the potential to revolutionise multiple industries over the next five to ten years, transforming the way we interact with the surrounding world, unlocking new experiences, increasing productivity and efficiency (see figure 2.)

From the use cases, one can infer that AR and VR will create a shift that is comparable, if not greater, than that of the smartphone and underlying platforms.

This potential has been recognised by major technology giants and OEMs (Original Equipment Manufacturer).

Facebook made an early bet in 2014 when it acquired Oculus for $2.1bn and since then it has acquired over ten other AR/VR players. Other technology giants have followed suitFacebook made an early bet in 2014 when it acquired Oculus for $2.1bn and since then it has acquired over ten other AR/VR players. Other technology giants have followed suit – Google launched Google Cardboard, Google Glass and backed Magic Leap; Microsoft launched HoloLens and Apple acquired AR software maker Metaio. Samsung has multiple projects coming from its in-house C-lab incubator such as Monitorless (PC-viewing glasses), Vuildus (VR home furnishing), Relúmῐno (smart aid for the visually impaired) and TraVRer (360-degree travel video platform).

While technology giants and OEMs have been leading the charge, telecom operators have been slow to react, but, in recent years, we see operators in developed markets beginning to dip their toes in the water. For example, Telefonica launched start-up incubator Wayra currently supporting eight VR and four AR start-ups. SK telecom has developed 360-degree VR live broadcasting capabilities and BT is trying to revolutionise the sports experience through VR enabled football match telecast.

For AR and VR to become the next big platforms, challenges must be overcome

While significant progress has been made in this space over the past few years and the ecosystem today has hundreds of companies, thousands of employees and over $4.5 billion invested, with expectations to become an $80-100 billion industry by 2025, AR and VR today are still emerging technologies.

For AR and VR to fully materialise and provide the impact described above, significant hurdles need to be overcome.

These can be grouped into four main categories:

1. Bulky and expensive devices: Despite the emergence of lower cost hardware options such as Google Cardboard ($15) and Google Daydream ($99), the majority of AR and VR equipment is very costly, e.g. HTC Vibe ($799), Oculus Rift ($600) and Google Glass ($1,500). In addition to the hefty price tags, the current AR and VR equipment is bulky and cumbersome (e.g. presence of wires). Though it may be suitable for static experiences (e.g. watching a movie), it will be a challenge in an immersive environment that requires freedom of movement and authenticity as functionality (e.g. employees in the manufacturing industry, who deal with dangerous machinery, and cannot be exposed to potential hazards).
2. Scarcity of “killer” content and applications: Without a wide variety of popular applications, it will be hard for AR and VR to reach mainstream success. Although there are many applications on the gaming and video front, AR and VR have yet to find their “superstar app” – i.e. the use case that makes the technology fundamental for both consumers and enterprises.
3. Limited penetration of technically ready smartphones and devices: Technical issues such as smartphone battery life and graphical capabilities hinder the adoption of AR and VR. To have the best AR and VR experience, devices need to have superior image display and audio capabilities (at least 2560x1440 resolutions), powerful processors (e.g. 820 Snapdragon), large memory space and adequate battery life. Today less than 10% of 2.8+ billion smartphones worldwide are compatible with Samsung Gear and Google Daydream.
4. Insufficient network speed and latency: Fully immersive 360-degree experiences require at least 25Mbit/s for streaming and can go up to 80-100Mbit/s for HD TV. With a global average of 7.2 Mbit/s, only about 12% of global connections satisfy these requirements. In addition, low latency is critical to delivering the best AR and VR experience because even small delays can have a disorientating effect. For instance, when a user turns and the landscape does not move simultaneously, the user may experience motion sickness. VR requires less than 1ms latency and currently, the global average latency is 36ms on fixed and 81ms on mobile.

The case of Pokémon Go (free-to-play, location-based AR game) clearly illustrates the situation. When Pokémon Go was released in July 2016, it exceeded 100m downloads within a month of its release, becoming the most downloaded mobile gaming app of 2016. It single-handedly proved how profitable and widespread AR could be, generating over a billion dollars in revenue for developer Niantic.

This was achieved with a game that was “simple” enough to work with smartphones without the need of any additional device and the content was a “killer hit” as demonstrated by the take-up. Despite the success, key issues emerged in terms of device capabilities and network. Pokémon Go requires the smartphone device to have long battery life, GPS sensor and compass.

Users without these functionalities would drain their batteries within a few hours or have to settle for a pared down version of the game which detracted from their enjoyment and experience. On top of device capability issues, Pokémon Go also experienced issues on mobile networks. Despite only taking up roughly 0.1% of the overall traffic, the game accounted for >1% of all sessions on the network.

This ten times differential was the result of communication sessions opening with Niantic servers every time an event happened in the game. Driven by the massive uptake, the cumulative effect from both bandwidth and sessions negatively impacted networks, especially when the game drove large groups of players towards specific geographical areas.

What role can telecom operators play in the AR and VR ecosystem?

As mentioned, telecom operators are yet to make a credible play in this space. However, we believe that they can play a fundamental role in helping overcome some of the challenges illustrated and thereby enable earlier materialisation of the AR and VR promise. This is where operators’ typical strengths such as network infrastructure deployment or devices distribution capabilities come into play.  But beyond helping drive these new technologies, we believe AR and VR have the power to transform the role of operators in the ecosystem.

If we believe that AR and VR will be the next big platforms, we should be able to imagine a world where we no longer look at our phones, but rather look up to visualise the content in front of our eyesIf we believe that AR and VR will be the next big platforms, we should be able to imagine a world where we no longer look at our phones, but rather look up to visualise the content in front of our eyes, and interact with the device through machine-learning enabled voice or visual recognition. In this scenario, the role of the smartphone would be significantly diminished.

This would provide a fresh opportunity for operators. Operators have missed the opportunity to play a significant role in the smartphone ecosystem - in terms of capturing a share of a customer’s mind and interaction time, and therefore monetising it. However, if the role of the smartphone diminishes, and new platforms take over, then opportunities arise for operators to play a pivotal role in the digital ecosystem beyond connectivity. This is where the roles of ‘open enablement platform’ and ‘application and content provider’ become relevant for operators.

Pragmatically, we have categorised the role of operators in the AR / VR ecosystem in four groups based on the level of involvement of the operator and the expected transformational results:  1) Device distributor, 2) Connectivity provider, 3) Open enablement platform, and 4) Application and content provider.

• As a ‘Device distributor’, operators would resell devices to end-users, and make them more accessible by subsidising, leasing or financing them as operators have been doing for smartphones.
• As a ‘Connectivity provider’, operators would need to ensure that last mile networks have intelligent traffic management solutions, high quality compression algorithms, low-latency and high bandwidth capabilities to offer users immersive experiences that are realistic, engaging and entertaining. As such, 5G technology will be critical in helping overcome network limitations. Similarly, the Telecom Infra Project (TIP), an initiative launched by Facebook in collaboration with operators, infrastructure providers and system integrators, focused on tackling the engineering challenges of delivering high-resolution video and virtual reality, will play a key role in enabling AR and VR take-up. However, driving these network transformation projects will require large investments on top of ongoing CAPEX requirements. Operators need to determine whether they can successfully and sustainably monetise this investment, which poses the following key questions:
  • Will the surge in data usage from AR and VR applications be enough to justify the effort? Could operators monetise the quality of service demanded by AR and VR through specific tariffs or network boost add-ons?
  • Can an AR and VR ready network be leveraged as a tool to boost differentiation, hence customer acquisition and retention, therefore driving the operators’ revenue share in the market?
• In an ‘Open enablement platform’ role, operators position themselves as the ‘glue’ that brings together different players in the AR/VR ecosystem: end-users, developers, devices manufacturers and content creators, effectively allowing different players within the ecosystem to develop solutions, ensuring interoperability and widespread adoption. This enablement platform will not only have typical network functionalities such as QoS management (deploying bandwidth intelligently based on pre-defined rules and parameters), robust content delivery network, and compression algorithms (to reduce network strain), but also a developer portal with tools such as APIs (to connect the different ecosystem providers and enable the longer tail of developers), dedicated SDKs, ready-to-use ‘basic’ AR/VR algorithms, billing capabilities and an analytics layer.
• As an ‘Application and content provider’, operators would collaborate with industry players to deliver AR and VR specific applications and content (e.g. video, gaming, shopping, manufacturing, etc.), where AR and VR will support specific use cases. This will help operators explore new revenue streams directly through app/content-based revenue models, and revenue sharing with app/content developers but also indirectly through improved positioning (meaning better customer acquisition and retention), and higher customer engagement (translating in a share of wallet and data usage boost). Korea Telecom (KT) is an example of an operator that is going down this path. For the 2018 PyeongChang Winter Olympic Games, KT plans to release a whole suite of AR and VR applications. These include Sync View (viewers watch the games through athlete’s lens), Interactive Time Slice (100 camera angles and screens), 360 VR Live (panoramic view of the games) and Omni Point View (all around view of the games). Along similar lines, BT is planning to drive its ambition to revolutionise sports watching to a new level by delivering fully-immersive, interactive VR content, which will place people right at the heart of the action.

In summary

While AR and VR are still emerging technologies, their mainstream adoption will increase dramatically as hardware costs fall, device functionality gets more sophisticated, more ‘killer’ content is developed, and network speed and latency improve. While it’s true that in the short-term, AR and VR will remain relatively niche, the mid to long-term potential could be transformational.

Operators can adopt a passive approach, where no specific step is taken in the advancement of the AR and VR industry beyond the ongoing modernisation of the network (e.g. 5G deployment), which naturally supports the materialisation of the AR and VR promise. This is unlikely to result in significant monetisation potential, and could further decrease operator relevance in the ecosystem, pushing operators further towards being pure connectivity providers.

Digitally-minded ambitious operators can champion and drive the AR/VR space by positioning themselves deeper in the value chain as a ‘platform enabler’ and/or ‘application and content provider’ Alternatively, digitally-minded ambitious operators can champion and drive the AR/VR space by positioning themselves deeper in the value chain as a ‘platform enabler’ and/or ‘application and content provider’. This implies early investment in the required network capabilities, a build-up of additional competencies on top of the connectivity layer and collaboration with technology players that are pushing the boundaries of the industry to develop end-user solutions. Operators that choose this path and do it right can leverage the novelty factor to reposition themselves within the ecosystem of tech and device players and in the eyes of the end user.

The telecom industry track record suggests this is a long shot for operators. Over the last decade, they have generally been poor at innovation and have time and again missed the opportunity to leverage their unique assets to position themselves strongly in the digital space. Nevertheless, there is intention from many leading operators to make a serious play within the digital space – AR and VR could well be the foundation to spearhead this transformation.

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A new management team is set to revitalise Hobart’s service division as 2018 ushers in a fresh approach to business.

The new four-strong team shares over 80-years of industry experience and includes the company’s very first female Sales Director.

MD Keith Mackie, formerly of UCC Coffee and widely credited with transforming the operations side of the business, joins Sales Director Louise Plant, previously of service specialists JLA, Finance Director, Darren Beech, formerly of Premier Foods, and Operations Director, v, who has joined from Miele.

Our task as the incoming management team is to firmly establish the division as the best in class for service supportAs Mackie comments “For many years Hobart Service has quietly gone about its business with a network of over 160 directly employed technicians delivering high quality reactive and planned maintenance to a ‘who’s who’ of customers nationwide. I am delighted to have built a team with vast experience working with high-quality corporate brands and entrepreneurial customer-focused backgrounds.

“Our task as the incoming management team is to firmly establish the division as the best in class for service support, raising awareness of our core strengths – the fact we service all makes and models alongside an unparalleled nationwide reach."

“The expertise and relationships we have built through our shared time in the industry will also be leveraged to help grow the division. Hobart Service UK is a business within a global manufacturing and service conglomerate, ITW with all the expertise, backup and resource that delivers. The division holds an enviable position in the UK market as a brand leader and is now set to take its service offering to a different level to ensure brand protection and future growth. Establishing ourselves as market leaders is a task that we take on with great excitement and enthusiasm.”

Hobart’s service programmes include year-round support; 24-hour access to technical, operator and spares information and access to 160 fully trained company-employed technicians.

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Varlink, the specialist Mobile Computing, Auto ID and EPOS Distributor, held its 2018 Meet the Manufacturer (MTM) event on 15th March at Whittlebury Hall, Northamptonshire, where partners had the opportunity to meet resellers and to demonstrate and display their latest products and services. Now in its 13th year, MTM has become a key date in the diary for resellers and suppliers alike.

This year the event was sponsored by Janam, a leading provider of rugged mobile computers. Janam unveiled two new products at MTM, including the XT100. The XT100 rugged touch computer eliminates the pitfalls associated with deploying consumer-grade devices and packs the power and performance of a rugged mobile computer in a slim smartphone design to meet the diverse needs of mobile workers across field service.  This device provides more features and functionality than any other device in its field.

Robert Hurt, Janam General Manager EMEA, said of the event: “This year’s MTM was especially successful for us. The event presented us with an excellent platform to debut two new rugged mobile computers to the reseller/ISV community. We value our partnership with Varlink and are thrilled with the opportunities MTM delivers each year.”

Gen2wave also showcased their new UHF RFID and Barcode Readers – the RPT50 and RPT100, which are now available from Varlink. Both products are compatible with various host devices, with a long-lasting battery and slim and lightweight feel.  The RPT100 is an ultra-rugged device with an IP68 rating and reading distance of up to 9m. With a stand-alone batch mode, up to 1000 RFID/barcode tags can be collected while off the network.

In addition to leading hardware vendors, MTM2018 also featured Varlink’s Alliance Partners who offer complementary products and services giving resellers the chance to enhance their overall solution.Also on show was the Zebra TC25 rugged smartphone, featuring a point-and-shoot scanner and all-day power with the snap on PowePack.  This device is built for work with a 4.3in Gorilla Glass display and an IP65 rating.

In addition to leading hardware vendors, MTM2018 also featured Varlink’s Alliance Partners who offer complementary products and services giving resellers the chance to enhance their overall solution.

It was a bumper year, featuring 25 exhibitors and a record number of delegates in attendance.  Honeywell’s UKI Distribution Manager, Erin Townsend, commented: “MTM is always a successful and well-run event. MTM presents great opportunities to meet new partners, catch up with existing partners, and showcase our latest exciting devices to the channel.”

While Datalogic’s Channel Manager, Johnathan Brown said: “We thought it was a great event that everyone at Varlink should be very proud of.  We had an excellent experience and thought it was most worthwhile.”

This year’s event was organised by Varlink’s newly established marketing team, led by Head of Marketing, Lorien Lightfoot. The team is uniquely structured; each member of the team has a wealth of experience in graphic design, email marketing and digital marketing, allowing them to focus their efforts on specific verticals, and develop expert knowledge of each industry’s needs.

Customers are at the heart of Varlink’s Marketing operations and the development of industry specialists within the team allows them to better support their resellers in their own marketing efforts, providing branded materials, email campaign support and even advice on social media marketing, not to mention the comprehensive Product Reference Guide, which has just been released for 2018.

All in all, MTM18 was a huge success with exhibitors from long-standing Varlink brands, such as Zebra and Honeywell, to newcomers who made their MTM debut, like Labelmate, SBV and IntelliTrack. The business outlook for 2018 looks rosy for all Varlink’s partners, says CEO Mike Pullon:

“MTM is a testament to how much we value our relationship with both manufacturers and resellers and is always an indicator of how well Varlink will perform across the year.  2018 is set to be a record year for Varlink. With significantly increased stock holding and new products launching from some of our key brands, the company is making huge strides towards a year of significant growth.

Are you a Reseller?

To join Varlink’s reseller community please click here.

Are you a Field Service Executive? 

If you are interested in any of the products mentioned in this article for your own business, please click here to be put in touch with a Varlink solutions provider.

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Jacobs Engineering Group and Atos, a global leader in digital transformation, have reached a non-exclusive collaboration agreement to provide predictive, condition-based maintenance and field services optimization solutions to clients across industry sectors including water, energy, transport, aviation, nuclear and the built environment.

The enhanced data capture and analysis offers clients greater understanding of their assets, helping them to reduce operational and reactive maintenance costs, optimize performance, and increase return on asset investment.

“This collaboration with Atos will help us create more opportunities to leverage disruptive technology and deliver strategic digital innovation for complex government, infrastructure and industrial programs,” explained Jacobs Buildings and Infrastructure Europe Senior Vice President and General Manager Donald Morrison. “With our in-depth industry knowledge and combined digital capabilities, we are well positioned to help our clients achieve performance excellence and maximize their opportunities in this dynamic technology space.”

The digitization of front-line operations means solutions that reduce cost through predictive and preventative maintenance are in high demand“All industries are undergoing huge transformation due to the maturing of the Internet of Things (IoT) and analytics services,” said Paul Albada Jelgersma, Senior Vice President, Global Head of Atos IoT Services. “The digitization of front-line operations means solutions that reduce cost through predictive and preventative maintenance are in high demand. This is a highly synergistic collaboration and our recognized expertise in end-to-end strategy covering consulting, development, advanced analytics, managed IoT and IoT security will enable us to provide integrated solutions to clients from the outset.”

Harnessing the professional technical services expertise of Jacobs with the digital and IoT capabilities of Atos, the combined offering will provide further value to clients through real-time insights that detect anomalies and performance patterns, determine critical assets and understand the root cause of asset failure. This enables clients to better anticipate potential asset failure and performance issues and to proactively plan for timely maintenance and replacement.

The collaboration will leverage part of the Atos Codex portfolio of offerings, together with Jacobs Connected Enterprise (JCE), a suite of integrated digital capabilities and solutions in data analytics, IoT deployment and cybersecurity.

The agreement will initially focus on the U.K. with the option to extend to other markets.

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Smaller UK contact centres need to “evolve or fail”, according to one of the sector’s leading players. Manchester-based allldaypa, the leading contact centre for the SME industry, reports that businesses face a ‘perfect storm’ of market conditions that will cause the profit margins of smaller operators to be wiped out.

Reuben Singh, CEO of alldayPA and VC investments company Isher Capital warns that the industry will see costs rise by over £440 million when the minimum wage rise takes effect from 1st April this year.

Commenting further Singh says: “I support the increase in the minimum wage. Failing to prepare for it, however, means smaller UK-based call centres are now sleepwalking to disaster by not considering these additional costs, alongside the need to invest to modernize and evolve to future-proof their businesses.

Contact centres are being challenged to form new strategies to meet the evolving requirements of customers or face losing out to either off-shore or larger firms.Contact centres are being challenged to form new strategies to meet the evolving requirements of customers or face losing out to either off-shore or larger firms.

“The phone remains the most important communication tools for businesses, the rise of digital has only heightened the need for a professional, personal and proactive communication, which is so crucial for business partnerships. The digital age has meant the opportunities for strong growth in this industry lie in multi-channel services, incorporating functions such as web chat and social media interactions into already existing strategies. The budget needed for this modernisation and training to deliver these offerings to customers is significant.

“With depleting margins already hitting the smaller call centres, they are going to fall even further behind.”

For this reason, alldayPA backed by Isher Capital is seeking to make acquisitions, having assembled a fund around £20m to buy regional contact centres or related businesses, to drive managerial and back office efficiencies using its tried and tested operating strategy.

The group is aiming to drive revenue from nearly £30m to £100m. Created by a network of eight to 10 contact centres spread nationwide; safeguarding jobs and growing the headcount of the current portfolio of companies from 500 to 2,000.

Commenting on the plan, Singh says: “The aim of each acquisition will be to preserve local jobs, building a nationwide network of contact centres with the back-up and resources or a major player.  We will create the right blend of local identity with our best practice systems and training.”

With 4% of UK workers employed in the call centre industry. This storm is putting one million UK jobs in jeopardy “Our plans in the marketplace are fluid and we have not implemented any specific timelines for making the acquisitions. My family and I have been investing and running call centres for nearly 20 years, we believe in maintaining our family values as we continue to grow our family business nationwide.”

With 4% of UK workers employed in the call centre industry. This storm is putting one million UK jobs in jeopardy.  This is particularly acute for Scotland and the North East of England where as much as 6% of the working population relies on the sector.

Despite these pressures, Singh believes that there is a strong demand for more regional contact centres, making it critical that they overcome the need for lower margins and higher investments.

Singh says: “Local regional suppliers allow businesses to oversee operations and ensure customer service standards are being maintained throughout, increasing the connection and empathy they have with customers.”

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Janam has recently announced the launch of its XT100 series of rugged touch computers. Packed with business-critical features that enterprise organizations require, the XT100 surpasses its competition by delivering the latest enterprise-grade technologies in a stunning package, all at an extremely attractive price point.

The new XT100 eliminates the pitfalls and hidden costs associated with deploying consumer-grade devices in the enterprise and provides more features and functionality than any other device in its class. A standard 2-year warranty provides customers with both peace of mind and the level of service they require, at no additional cost, with optional Comprehensive Service plans available to those that want to further extend their mobile computing investment.

Key features include:

• Sleek smartphone design
• Android operating system
• 1.2 GHz Qualcomm Snapdragon™ 410 quad-core processor
• Brilliant 4.3" touchscreen with Gorilla Glass 3
• Superior 2D barcode scanning
• Integrated RFID and NFC
• 1.2m drops to concrete
• Sealed to IP65 standard
• Lightning-fast 4G LTE voice and data
• Wi-Fi and Bluetooth
• Removable and rechargeable battery
• Wireless charging with optional accessory

The XT100 datasheet can be found here and our own Editor-in-Chief, Kris Oldland is currently road testing the XT100 so look out for our HandsOn review coming soon!

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Fleet Operations, the UK's leading independent provider of outsourced fleet management services, warns that many businesses within the fleet industry remain underprepared for the introduction of the General Data Protection Regulation (GDPR).

The GDPR comes into force on 25th May 2018 and requires businesses to comply with a new set of rules designed to safeguard personal data.

One of the most significant changes means that organisations will now take responsibility for data protection breaches at any point within the supply chain. This puts fleet suppliers and operators at particularly high risk due to the large amount of personal data transactions that occur within the fleet supply chain.

And Brian Hardwick, Head of Operations at Fleet Operations, believes too few companies have got to grips with the full extent of their new responsibilities under the GDPR.

 

He said: “From our experience, it appears many organisations still have not assessed the full impact of the GDPR and taken the requisite action to ensure they will be compliant. There exists a perception that this is a minor adjustment when, in fact, businesses need to assess their entire supply chain to ensure each link is secure.

 

“As a starting point, it is vital for organisations to map all data flows across the business, which means documenting all data coming in and going out, as well as the various organisations or individuals that process information at each point in the supply chain. Contracts must now be in place between the data controller and data processor in each of these data transactions covering all the requisite details outlined by the GDPR.”

The consequences for failing to comply with the GDPR are high, with the maximum fine for infringements set at 20 million Euros or 4% of turnover, whichever is greater.

In this context, Hardwick insists it is the responsibility of everyone within an organisation to minimise the potential for breaches.

He added: “It is not sufficient for an organisation to simply hand all responsibility for the GDPR to a designated data controller – everyone should bear some of the burden. There are obvious data streams, such as payroll, but there are less obvious ones that include everyday emails. In this context, a breach could occur due to something as simple as copying someone into an email thread that contains data they do not have consent to view.

“That’s why it is important to communicate the new regulation – and the steps you are taking to address it – very clearly to all staff and put data protection at the centre of your organisational culture.”

 

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