AUTHOR ARCHIVES: Sara Mueller

Field Service Europe returns once more to the NH Krasnopolski in Amsterdam in December 10th and 11th this year. Take a look at the preview of the event and be sure to keep an eye out for an exclusive FSN subscriber discount coming to your inbox in the next few weeks!

Sara Mueller, Field Service Portfolio Director, WBR looks at how the rapid evolution of service excellence is a double-edged sword of opportunity and challenges...

I’ve been a conference producer for Worldwide Business Research (WBR) for over ten years, but most of my friends still don’t understand what that means or how I spend my days.

My mom finally gets it though.

I told her that I conduct market research by talking to service executives to learn what their biggest challenges and initiatives are. I also talk to their vendors and solution providers to understand what innovative technologies and services they provide to solve these challenges. Then I write a conference program and recruit thought leaders to speak about these subjects to bring the industry together and help advance service organizations.

Throw in fun parties, innovative formats that get people talking, and beautiful venues where people enjoy building business relationships, and you’ve got the essence of a WBR Field Service event!

Whether or not you grasp the function of my job, I’m sure you can relate to the four major trends I see impacting field service over the next few years.

They are:

1. Driving service innovation using technological advancements like augmented reality (AR), artificial intelligence (AI) and big data analysis.
2. Doing more with less by determining the quickest, most efficient way to automate field service operations.
3. Transitioning to a customer success organization that sells customer business outcomes.
4. Aligning talent recruitment and training with the needs of an evolved service/support business model.

Driving Service Innovation Using Technological Advancements Like Augmented Reality (AR), Artificial Intelligence (AI) And Big Data Analysis.

Augmented reality pilot programs are well underway and starting to reveal the best ways to use this technology for remote-assisted repair and troubleshooting.

Whether hands-free wearables or tablet devices are the hardware of choice, there are numerous software options to choose from to execute an AR strategy.Whether hands-free wearables or tablet devices are the hardware of choice, there are numerous software options to choose from to execute an AR strategy.

It’s clear that AR is not just a buzz word, but a concrete field service tool that’s here to stay and will be implemented by the majority of service organizations within the next three years.

Artificial intelligence, machine learning, and robotization are continually being explored in order to understand where technology can replace unnecessary human work, increase automation, and drive productivity. Bots are being used to get information to field service teams quickly and for memory nudging.

Virtual assistants or virtual customer agents are starting to be the norm. Innovative service organizations are looking to the further future to use machine learning to building autonomous services or self-healing, self-repairing products.

And, finally, data: Since devices became connected and IoT found its way into more and more products, we’ve never had more data on hand. Companies are spending their resources to ensure the data that is being gathered is clean, relevant, and easy to interpret.

It’s being used to measure product quality and gain performance insights from the field. Data visualization and analytics tools are helping to validate and adapt maintenance schedules, customer experience, and revenue generation.

Whether you classify this information as “big data” or not, it’s clear the data you now have available from connected products is essential for making “big” important business decisions and learning how you can better serve your customers.

Doing More With Less By Determining The Quickest, Most Efficient Way To Automate Field Service Operations.

Service executives are exploring the best tools for service automation in order to get more work done without increasing headcount. The speed of change and ease of implementation are key factors going into technology investment and process decisions.

Change management has never been more important. And lean, six sigma, and kaizen are being used to look beyond manufacturing to service operations to reduce complexity and streamline processes.

Artificial intelligence, as mentioned above, comes into play as a leading tool to increase automation.

Transitioning To A Customer Success Organization That Sells Business Outcomes

Service organizations are continuing their business model evolution away from selling products towards selling results, up-time or customer business outcomes.

Part of this entire company cultural shift has led to the development of “customer success” organizations.

Rather than calling the customer-facing side of the organization customer service, or support, or technical support, companies are using the name “success” to describe how they go above and beyond for the customers, owning responsibility for the success of their customer’s business.

Customer success takes into account being a trusted advisor to customers to ensure they are leveraging all the capabilities of your product offeringCustomer success takes into account being a trusted advisor to customers to ensure they are leveraging all the capabilities of your product offering. It, of course, brings together service and call centre support, as well as sales.

Customer success is sometimes its own department, or it can be a combination of sales and service. Of key importance is to understand how all parts of the organization that contribute to customer success can have aligned goals and incentives.

Service organizations are exploring customer engagement software and the best ways to measure the customer experience throughout all points of contact.

Aligning Talent Recruitment And Training With The Needs Of An Evolved Service And Support Business Model.

With a shift to more cloud and software-based services, the required skill set of technicians is changing.

Companies need to recruit for a new skill set while still trying to fill gaps in their team caused by baby boomer retirement, a lack of apprentices after apprenticeship programs were discontinued during the economic downturn, and with the positive challenge of business and customer growth.

Some companies are choosing to bring in computer science software folks, then train them on the hardware piece.

Some are using veteran career-placement programs to find qualified, screened, and trained talent.

Given field service and support is highly influenced by technology, its clear the industry, its solutions, and your customer needs will continue changing rapidly. On top of this, the current workforce needs to be trained to service products that are supported by more automation and digitization.

Even recruiting for women is taking a higher priority at many organizations, since women make up half of the workforce, but generally a much smaller percentage of the field service industry. Diversity and inclusion efforts are being carried out with the knowing that aligning goals, incentives, and measurement against these efforts is imperative to their success.

Given field service and support is highly influenced by technology, its clear the industry, its solutions, and your customer needs will continue changing rapidly.

This is a good thing as you’ve never had more ways to be able to move the needle of the service you provide your customers.

Plus it keeps things interesting for someone like me (a conference producer for your industry)!

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Sara Mueller, Field Service Portfolio Director, Program Development, Worldwide Business Research reflects on her research in building the program for this year’s Field Service USA conference and explores the growing connection between technology and customer experience...

Nurturing a customer-centric culture was a common 2017 priority expressed by service executives when I began researching the Field Service Fall program at the beginning of the year.

No matter what industry or how large the organisation was that I spoke to, no matter how much they were embracing digitization or mobile technologies, putting customers first was the common theme that weaved its way through the strategic vision of service organisations.

While this is a common theme, there are many different routes being taken to accomplish the goal of building a customer-centric culture. Each year service organisations are connecting more and more of their devices with the Internet of Things (IoT).

While IoT is being used to achieve greater operational efficiency and move from reactive to predictive service, service organisations are also exploring how they can use IoT data to build customer loyalty and competitive differentiation.

 

Most importantly perhaps is that IoT allows service organisations to monitor how customers use their products. They can tell when a machine is operating and whether or not certain features are being used properly or even at all.

This creates an opportunity for service organisations to step in and train their customer on better ways to use the equipment or how to take advantage of different capabilities that ensures they take full advantage of their product.

Technicians build rapport and are more likely to be viewed as the “trusted advisor,” what so many service organisations strive for. This also creates a doorway for discussing product or service upgrades depending on how the customer is using their product.

In order to nurture a culture that puts customers first, service organisations are shifting the conversations with their customers to be about buying results, rather than buying products.

With new business models and service contracts that allow customers to have options like only paying for up-time of equipment or discounts when equipment is not functioning properly, customers have more faith in what they are buying. It aligns the goals of the service organisation with that of their customers, and builds differentiation, customer loyalty, and even greater profitably when the right model and pricing is established.

In order to most efficiently serve customers in the field, many organisations are moving to a mixed-model field force: a mix of full-time and freelance or independent contractor employees. Service leaders are deciding which type of technician is best for remote locations or key accounts, for tier one calls or escalated issues. Once that balance has been established, service organisations are providing an appropriate level of transparency to both employees and freelancers to ensure service remains consistent no matter what type of technician shows up at the customer site. Proper freelance management systems and knowledge management tools are essential to support this shifting technician staffing model.

 

At the end of the day, in order to have a customer-centric culture, service organisations need to know what their customers think of them and what they are doing right and wrong. While customer satisfaction levels have long been an indicator of service organisation performance, many organisations are moving to embrace more strongly Net Promoter Score (NPS) programs.

What good are high customer satisfaction levels if your customers end up leaving out the back door?

Once an effective NPS or other standard metric program is in place, service leaders can take the knowledge gained to modify and evolve their customer offerings to line up with what their customers truly value.

Finally, perhaps the hottest buzz word used in field service today is the “uberizing” of service in order to put the customer first. Companies are continuing to monitor trailblazers like Amazon and Uber to put customer needs at the center of their operations. They are building or investing in telematics that can shorten the expected service delivery time window and offer features like a text message that lets the customer know when the technician is on his or her way or running late.

 

While this is a simple gesture, it’s been creating phenomenal results in customer satisfaction. Organisations are also creating processes and trainings that ensure employees have the authority and empowerment necessary to take the extra step to rectify a customer crisis that will result in raving fans.

As service organisations, customers have always been the reason for business. But by leveraging new technologies, committing to growth, and aligning business goals with that of their customers, service organisations will achieve the customer centricity goal driving their business this year.

 

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