When talking about service, we often hear senior managers asking the question, ’But where do you start?’

It would be lovely to call out, ‘At the beginning!’, but most of us know that is a bit simplistic. The thing is that successful service companies align all aspects of their business to their goal. But business is complex and to address change on a wide front is costly and risky.  Instead business leaders understand where their priorities are, address these first and then move on to the next part of the puzzle. Effective decision making means defining priorities within the context of an overall vision or blue print of how their services business should operate.

We thought it would be worthwhile sharing a series of blog articles based on real life experiences to help paint this picture. The blogs will illustrate 4 key areas to get right![ordered_list style="decimal"]

1. Understand the Value you can deliver to the customer and your own business
   
2. An effective GO-TO Market strategy that defines what service offerings you need to develop and how to sell them
3. Efficient  Service Delivery to ensure profitability
4. Have a Plan

Lets first look at a good way to improve your understanding of Value by analysing your Customer’s Journey to your services. We are not just talking about how they came to choose your product. We start way before that activity and move all the way through to the touch points of the service delivery model.

Many of you will recognise the customer journey map below as being similar for the lifecycle of your equipment.  It is a high level summary of just one part of a customer journey scenario that was mapped out for the premier manufacturer of injection moulding systems, Husky SA. It shows how a customer perceives the brand at different stages through the product life cycle within different touch-points and activities.

But why bother mapping out what seems intuitively obvious. In this case it allowed cross functional teams from Husky Service & Sales to understand what were the critical points in the products lifecycle at which they:

a)    Had to work together: For example in the selling process, especially where negotiations revolved around total cost of ownership commitments.

b)    Where the service organisation could have a significant impact on the customer satisfaction and loyalty. For example by reacting quickly to start up issues, a difficult situation for the customer could be turned around to be a positive experience, if solved quickly and professionally.

c)     Where the use of 3^rd party contractors for providing the service might be appropriate.

d)    To identify systems that could be targeted for different refurbishment and upgrades, so as to maximise revenues through the product lifecycle.

Detail can be added to this high level journey. For example Husky decided that all calls for all technologies should come into the same call centre. By drilling down into more detail at the call centre level and looking at how the customer journey through the organisation changed for different customers, the organisation was able to design a more effective process, to communicate appropriately with its customers and ensure the correct level of training for its employees.

From these examples we can see that being intimate with your customer’s journey is so important to understanding the value they might be seeking from us. Why not look at  www.noventum.eu for more ideas and discussions on the Customer Journey.

In our next blog in this series, we will look a how service change dramatically slows, when we make the wrong decisions in the profit centre / cost centre debate, because we have not understood how are business wants to make money.

Read Part two of this series: Ouch! getting the profit/cost centre call wrong in your service business here

Read part three of this series:  Finding nuggets of customer gold here

Software as a Service (SaaS) has been much heralded as a software delivery method that is set to revolutionise the way businesses operate. Often it is seen as being at the heart of business technology in the future.  In the field service industry SaaS is already making a sizeable impression in the dynamics of the industry itself, moving the base of power away from enterprise level organisations who traditionally held the upper hand by utilising service technologies, which due to the often prohibitive costs aligned to on-premise solutions, were out of reach for their smaller competitors.

In this feature, we explore the rise of SaaS, why it is so suited to field service, the particular benefits for smaller companies and what its impact on the Field Service industry will be.

What is Software as a Service?

As a concept SaaS can actually trace it’s origins right back to the 1960’s when IBM and other mainframe providers established a service bureau business, sometimes referred to time-sharing or utility computing.

These services, which were designed for large organisations such as banks, would often include both database storage and computing power from worldwide data centres.

As we leap forward to the 1990’s when we saw the first real commercialisation and expansion of the Internet, we see the next precursor to SaaS, which was Application Service Providers (ASP’s). With the goal of reducing costs through central administration, ASPs began providing businesses with the service of hosting and managing specialised business applications.

SaaS is essentially extended from the concept of ASPs, but importantly harnesses the power of cloud infrastructure.

Indeed a common misconception is that SaaS and the Cloud are in fact one and the same however, this is not strictly correct.

SaaS is very simply, any software application that you operate which is not located on your premises. Whereas the cloud is the virtual infrastructure that the SaaS runs within, which in turn is housed on the vendor’s own data centres, or in many cases a data centre the vendor themselves ‘rents’ from an organisation such as Amazon Web Services.

Why field service is so suited to SaaS:

Whilst early applications of SaaS were predominantly either CRM or highly specific business niche products, it was only a matter of time before we saw a number of providers offering up SaaS solutions to the field service industry.

As SaaS systems are Internet based the ability to operate and access the software from various locations is a key fundamental inclusion of the system. Similarly as web protocols are becoming standardised, with the rise in device agnostic languages such as HTML 5 for example, SaaS solutions essentially allow users to access the entire application from any device - including smart phones and tablets.

It is this flexibility and mobility that SaaS solutions offer that make them such a perfect match for the field service industries and ideal for an organisation that operates a BYOD policy for it’s mobile workforce.

As such we have seen a number of vendors establish SaaS field service solutions. Including Tesseract Software, Connect2Field, Astea, ServiceMax, IFS and Click Software who all offer a variety of SaaS solutions to help field service companies improve the efficiency of their mobile workforces.

The benefits of SaaS to SMB’s

As well as the obvious benefits of having a central software solution that is accessible across numerous remote devices, that are specifically relevant to field service companies, SaaS solutions have more generic benefits also which are particularly beneficial to Smaller and Medium Sized Businesses (SMBs)

Perhaps the most obvious of these is the cost.

Whilst in the long term (i.e. across a three to five year period) a subscription model may actually prove to be more expensive, the ability to spread the costs (usually in either annual or monthly payments) is a particularly attractive route for smaller or even medium sized companies for whom cash flow remains an important factor.

Similarly the benefit of not having to have your IT team dedicate large amounts of their potentially limited resources on implementing, monitoring and maintaining a system is also particularly important for smaller sized companies.

With SaaS the software is maintained and updated by the provider reducing the burden on a companies IT significantly.

Another often cited benefit that is of particular importance to SMB’s is the lack of fixed term contract.

Often the service is provided on a rolling monthly basis or even a freemium model (where the basic functionality is provided for free and additional services are offered at a premium), which allows greater flexibility for a company to walk away.

Not being tied to a long contract for software that they may not necessarily need in a year or so’s time when their business needs change, is another attractive benefit for SMBs that SaaS offers.

What this means to the field service industry.

It has been suggested that the access to sophisticated service management solutions that were previously out of reach to non-enterprise level organisations, which SaaS delivers is potentially going to have a major impact on the dynamics of the industry.

For the first time, many smaller companies are now able to take advantage of the benefits of such systems including improving the efficiency of their mobile workforce, gaining visibility across their entire field service operation and reducing fuel costs.

Previously the cost of both implementing and maintaining an on premise field service management solution was simply too prohibitive for most smaller organisations, giving their larger competitors a clear advantage in terms of the level of service they could deliver and therefore the level of customer satisfaction they could achieve.

However, the introduction of SaaS solutions has levelled the playing field and perhaps even shifted the balance in favour of the smaller companies.

SMBs often have smaller overheads and can therefore gain greater profit margins for similar revenue levels . A result of this has led to reducing costs often being the traditional primary sales strategy adopted by  SMBs when competing with larger companies , who are able to deliver superior service.

Today however, with companies of all sizes being able to offer similar levels of service through automating elements of their field service operation, smaller companies can take advantage of this ability to compete more fiercely on price whilst offering the same customer satisfaction levels as their bigger competitors. For perhaps the first time the power lies with smaller more agile companies.

The tables have turned slightly and it is largely down to the SaaS revolution.

It’s been one of the biggest buzz words in boardrooms across the globe now for a number of years and if you look across any technology website you are sure to find an article or two shouting about it’s apparent all encompassing power, but what exactly is Big Data, is it really set to change the world, and what does it mean to the field service industry? 

Big Data 101:

Well despite what seems to be a fairly meteoric rise to prominence, Big Data can actually trace it’s origins back to the early part the millennium when Doug Laney an analyst with META group (now Gartner) defined the challenges of modern data as threefold –  the increase in Volume(the amount of data), Velocity (the speed of data in and out), and Variety (range of data types and sources).

This “3 V’s model” has now become the standard staple definition of Big Data although additional V’s such as Veracity, Validity, Volatility tend be thrown into the mix at times now also.

Volume:

But for now let’s just get to grips with the first three, starting with Volume which is perhaps the most obvious and arguably what lends the Big to Big Data.

As you may imagine Volume refers to the sheer amount of data that is now available to be processed. We are living in a digital world where almost every single action we take creates data. In fact in the last three years alone, more data has been created than in the entirety of history before that point.

Very simply put, we now have lots and lots and lots of data, and as any analyst will tell you the bigger the data set, the more robust the insights taken from it are.

Velocity:

The second of these three V’s, Velocity, is perhaps the least defined of the group.

It has been suggested that Velocity refers to the quantum leap in processing power that makes Big Data a reality. Big Data is in the main about real-time analysis and instant insight. Even the largest and most complex databases are now often processed in a matter of hours whereas it would have been days or even weeks not too long ago.

Another interpretation is the speed at which data is being received. One example is some smart meters are designed to report energy consumption data every 15 minutes; another could be the constant stream of social media commentary that a company may receive.

Both representative a rapid and ongoing growth of a particular data set.

In actuality Velocity is perhaps best understood as a combination of both of these interpretations. Crucially though, it is the real-time ability to interpret data and draw meaningful information on-the-fly, that separates Big Data from its older and less glamorous cousin Business Analytics.

Variety:

And finally we have Variety.

When discussing Velocity just now we highlighted two very different types of data sets.

Firstly energy consumption, which usually would be translated into very simple numerical data, and secondly, customer sentiment data which has been collected via social media. In very simplistic terms this is exactly what Variety is all about.

Lets explore the smart meter example first.  Any one utilities provider could be and likely is drawing data from a number  of different types of meter, each with varying configurations, and varying data sets so even this structured data comes in various formats.

Next we look at the more complicated ‘unstructured’ data example of social media data. Whilst more complex to interpret, there is perhaps even more value locked away in these types of data sets. However, technologies such as Natural Language Processing (NLP) allow for the interpretation and exploitation of such data.

It is the combination of all these varieties of data from both the unstructured and structured realms, and then the ability to bring these together to uncover hidden insight and understanding, is perhaps the most important strength of Big Data.

Big Data and the Field Service industry…

When we look at the digitization within business today, we must consider that every single interaction a company has with their customers adds to a potential data set somewhere along the way.

Service focused companies by definition have the customer at the centre of their business and therefore have more customer touch points than any other type of company.

For Service organizations the potential for data collection is vast, from various data sets and the flow of data is rapid and constant. In fact Field Service is an industry perfectly placed to reap the benefits Big Data.

The benefits of Big Data in Field Service?

There are a number of applications of Big Data that would benefit the field service industry.

The most obvious is the further enhancement of traditional analytics, for example the ability to both access and analyse GPS vehicle data to see how certain field teams or even specific field engineers are performing and being able to constantly monitor and improve service performance (in turn giving you a significant competitive edge by ensuring that the service you give your customers remains best in class.)

In fact we are already seeing the first ‘Big Data’ based applications being introduced with both MPL Systems and Trimble Field Service Management incorporating elements of these technologies into their latest solutions.

Perhaps an even greater, if somewhat harder to achieve aim however, is to establish the fabled 360 customer view.

By bringing together the various different datasets, you have from your numerous customer touch points (e.g. numerical data, contact centre calls, social media data, GPS data, data entered at engineer visits etc etc) and then managing, amalgamating and interpreting this data you can achieve a complete and holistic understanding of your customer, their needs and the best way to service them.

Undertaking a Big Data project is neither an easy or particularly cheap process, yet it does yield the power to revolutionize the way your business operates, including your ability to fully understand your customer and tailoring the service you deliver to meet those needs both a the macro and micro level.

With such great rewards and clear competitive advantage to be gained it is surely just a matter of time before we start seeing the real-world impact of Big Data within the field service industry.

One of the biggest success stories to come from the London Mayor's office was the introduction of Barclay's London Cycle Hire  (locally known as Boris Bike's after London's affable Mayor Boris Johnson who introduced the scheme) an ambitious project which has brought easy access bicycle hire and the environmental and health benefits of such a scheme to the busy streets of central London.

Of course the task of managing such a project and the mobile workforce that keep it operating, is a major undertaking, one which fall to international service company Serco. In this case study we look at how the worked with Leadent Solutions to establish an automated work scheduling system to make the project work.

Background:

Barclays London Cycle Hire (LCH) – run by international service company Serco – is a public bicycle sharing scheme that was launched in London and is now in its third year. The scheme's bicycles operate throughout 17 square miles in the city across a coverage area which approximately matches Zone 1 of the London Underground.

Since its introduction, the scheme has grown in scale from 5,700 to 9,000 bikes and from 315 to 570 docking stations, with over 20 million journeys made to date.

Users can pick up and drop off bikes at any of the docking stations, therefore ensuring there is an adequate supply of not only bikes, but also empty racks for returning customers, is vital to the success of the scheme. Therefore during high load hours, the bikes are moved from the busiest stations to the emptiest by vehicle by a dedicated mobile workforce.

The Challenge:

Maintaining the network requires a dedicated team to keep the bikes and the docking stations they are hired from in good repair, and to ensure that the supply of bikes is regulated to meet customer demand and KPIs agreed with Transport for London (TfL) in a 24 x 7 x 365 period. In meeting these KPIs, LCH ensures good service for customers, making hiring, using and returning bikes as easy as possible.

In anticipation of an extension of the cycle hire scheme into East London, almost doubling the number of bikes and docking stations, LCH needed a way of helping to optimise and dispatch field operatives to make sure that the supply of bikes to the right locations was accurately managed. It also needed to achieve this with the same size dispatch team, despite the extension of the scheme meaning that the number of docking stations was to be increased to 570 and the number of bikes to 9,000.

It was the significant increase in the scale of the project that meant a new and more efficient approach was needed, but crucially, without the need for large numbers of additional field staff being added to the mobile workforce.

Previous work practices involved significant ‘phone time’ – this essentially displayed the state of the docking stations on a big screen, from which control room staff used the visual overview to raise jobs by the expedient of calling the on-street team to tell them what needed doing. Once a job had been communicated, there was no feedback, status update etc., other than the change to the main display – and changes could have just as easily been driven by a large group of tourists arriving at a docking station as by the redistribution driver.

To compound the challenge, managing the bike supply requires dispatchers to manage a constantly changing work list where jobs are frequently raised, re-prioritised, and withdrawn as customers hire and return bikes, and to be able to do this in a consistent manner. One of the KPIs which Serco must meet is to make sure that docking stations have spare spaces for bikes to be returned, but also bikes available for hire, with points accumulated as the clock ticks when stations are full or empty, and a financial penalty resulting if the agreed timeframe is exceeded.

The scheduling system must be intricate enough to account for a sudden change in the status of a docking station. For example, a full docking station will cause a job to be created to remove some of the bikes, allowing for returns. However, a group of tourists could empty rack before the operatives arrive, changing the job from removing to delivering bikes, which need to be sourced from another location. This ebb and flow of bicycle hiring demands a near real-time automated system to ensure that the system runs smoothly.

In addition, maintenance work, although more predictable, still required the implementation of automated processes to arrange collection of bikes for workshop repair.

LCH had also identified the need to capture the level of use bikes were receiving as maintenance work was carried out, and to record histories of work carried out on the bikes and the docking stations, requirements that were, at best, only partially supported by the existing solution.

The Solution:

LCH chose mobile workforce optimisation specialist Leadent Solutions to design and implement a better way of supporting these requirements. Leadent Solutions is a company which specialises in workforce optimisation, applying its expertise to clients such as Thames Water, British Gas and Vodafone to help manage their workforces more effectively and thereby provide improved customer service to customers.

Leadent in turn then utilised ClickSoftware to deliver the core schedule automation and controls together with a mobile technology application to process work.

The solution centres on an integrated data feed from each of the 14,000 docking points which updates every three minutes. This live data is fed automatically into ClickSchedule software which compares the data to defined agreed targets. When it finds a docking station that has passed its limits for hiring or returning availability, a job is created in near real-time, based on priority, skills and geography. Jobs are withdrawn if the station naturally falls back within tolerance and the system also prioritises jobs according to pre-defined rules.

The system uses a dynamic prioritisation engine, which considers a station’s grading, the time it has been in breach of availability targets and other factors, to ensure urgent work is prioritised over less critical or a routine maintenance task.

With all of these actions being automated and the on-street operatives being updated by bespoke mobile devices, there is no need for the frequent phone calls which the control centre team previously had to make to field operatives to give instructions and receive updates. This mitigates the risk of missing stations which the manual system allowed for, threatening KPI compliance.

The mobile solution also allows operatives to record task activity and report inventory consumed, thereby building a history of asset maintenance.

Leadent Solutions has been involved from the early design stages; and has been supporting LCH in rolling out the solution during 2012, ensuring the implementation runs smoothly.

Results:

Using Leadent Solutions’ rapid deployment methodology, and working collaboratively with LCH, the new solution has:

• Provided near real-time visibility of the state of the LCH network at any point in time, allowing managers to get a clear overview of what the status quo is for current work and work in progress and enabling easier management of field operatives
• Provided near real-time task creation, prioritisation and dispatch to help LCH proactively manage KPIs agreed with TfL
• Provided a clearer picture of which bikes and locations are being used the most, providing customers with the best possible service and availability.
• Provided the systems to deliver streamlined, automated business operations through automated scheduling and mobile solutions
• Provided a more efficient way to manage employee breaks and to standardise working practices through automated processes
• Demonstrated the value of automated scheduling in delivering more efficient use of resources, better management of work, and, in turn, improved responses on KPIs

In business terms, this has contributed to:

• A 40% expansion of the Barclays Cycle Hire Scheme with minimal additional control centre staff costs
• Helping Serco achieve agreed KPIs
• Near elimination of voice interchanges between field and control, saving both time and money
• Delivering a marked improvement in resource utilisation and field engineer productivity through efficient and effective scheduling, dispatch and reporting of work
• Improving the quality of operational performance data, by being able to capture real world actual performance at a higher level of detail than previously possible
• Allowing a sustained improvement in operational performance and efficiency, allowing the Scheme to grow, but managed by the same control team that had previously managed a much smaller operation.

The cycle hire operation now delivers:

• • Circa 180,000 registered members
  • 570 docking stations & 14,000 docking points
  • Circa 9000 cycles available for hire
  • Maintaining 250 bikes every day  and on street triage of 400 bikes a day
  • Up to 27 vehicles move on average 4,000 bikes per day
  • Over 23 million hires to date

DA Systems, a UK provider of mobile data and transport management solutions for the transport, retail, healthcare and field service sectors, is pleased to announce that north-west courier company City Connect Couriers, (CCC) has purchased its sameday courier software, ACI (Advanced Courier Interface).

As competition within the sameday courier market increases, CCC differentiates itself from competitors by providing a superb customer service to local businesses, which now includes end-to-end, real-time traceability of all consignments through to delivery.

By implementing ACI, the solution will oversee every single stage of the process of delivering a package, from the moment it is booked and marked for despatch, to its arrival at the front door of a recipient. In addition, the solution is set to improve productivity levels amongst controllers and drivers by 30 per cent, which will result in significant operational benefits for CCC. The solution is due to go live on 1 November 2013.

Once the delivery is in operation and a vehicle has left the depot, ACI allows controllers and drivers to access real-time information regarding the progress made, with an updated estimated time of arrival. This can be passed onto CCC’s customers in some cases, helping to keep them fully up-to-date with the delivery process. Another key feature of interest to CCC was electronic proof of delivery (ePOD), which is used to record the exact time and location of all completed drops. Finally, the ability to track vehicles will provide CCC with complete visibility of their fleet and drivers at all times.

Paula Hancock, Director at CCC says: “ACI is one of the most advanced technology solutions for couriers and in a short space of time we will gain a lot of benefits from our investment in it. Advantages we are looking to achieve include maintaining better control over deliveries, enhancing customer service, improving response times and reducing errors from processes.”

David Upton, Managing Director at DA Systems added: “With ACI, delivery specialists are able to build a competitive advantage thanks to the software’s ability to calculate the best routes for drivers to take and allocate certain drops to particular vans. Combined, all of this makes the process as smooth as possible and allows each driver to maximise the number of deliveries made per shift.”

Mark Francis is the UK Director of support services for Shred-it UK. Based in Manchester, he supports over 17,000 customers on a daily basis across Shred-it’s Shared Service Centre (SSC). Here Mark discusses how he has recently worked with Trimble Field Service to foster complete visibility of its field services to drive customer service excellence and what other field service businesses can do to achieve the same result. 

What do you think the top business priorities/key challenges are for service based organisations today?

At Shred-it we recognise that customer expectations have shifted and companies, more than ever, are having to consistently demonstrate great service and value for money. Delivering excellent customer service is ultimately a major factor in us retaining customers and being actively recommended by customers – it is all about our brand and living the brand promise across all levels of the organisation is a major business priority.

What challenges prompted Shred-it to look into transforming the way it runs its field service operation?

For Shred-it, customer satisfaction and customer retention go hand in hand and we require our employees to “go that extra mile” in delivering the best possible customer service. Having complete visibility of our workforce and being able to deliver service excellence through the effective management of all aspects of our field service was essential and we recognised that this was something that could be improved through changing the way we ran our field operations.

What role do you think technology has in helping to improve the way a business delivers its service to customers?

Looking to technology to improve our service to customers was a natural step for Shred-it. For us the technology has helped in the overall management of what is happening across our fleet and having this insight all helps to contribute to what is needed to service each customer accurately, on time and in a cost effective way. From having little visibility of our fleet , Shred-it is now able to accurately report on and manage all aspects of field operations down to individual drivers, which has helped increase productivity levels and, ultimately, improved customer service and satisfaction.

Since gaining greater visibility of your workforce, what benefits have you experienced? (If you do not have the data to answer this, what benefits do you expect?)

Since using fleet management technology, real-time visibility into the location of a vehicle on the road has helped Shred-it to make more informed decisions in the planning and allocation of work across the workforce.

Additionally, we are able to run daily audits on vehicles to compare driver logs which have essentially provided a ‘productivity check’ for individual drivers. We have been able to pick up on any vehicles across the fleet that are being under-utilised and what vehicles aren’t being used at all and this has helped to increase efficiencies, leading to an 8 per cent growth in the business, achieved without introducing any additional vehicles to the fleet.

Since deploying driver safety technology, we can monitor and report against any individual driving behaviour and offer recommendations on training for poorly performing drivers, resulting in fewer accidents and helping to manage risk. We ensure our drivers are made frequently aware of their driver behaviour so that they are well informed to make the necessary changes that will help to improve safety and efficiency levels. Essentially, unless drivers have the facts, awareness and encouragement to change, technology only becomes a part of the solution to improving health and safety.

What has been the impact on customer service?

Real-time insight into what is happening across our workforce and what is being achieved has led directly to increased customer satisfaction due to such outcomes as increased on-time service delivery performance. As a result, our flexibility to service additional customer requests quickly and efficiently has increased. Knowing where our vehicles are at all times has also made us better informed to react to customer needs, such as scheduling an emergency visit or notifying a customer if a worker is running late or is going to miss an appointment.

How did you build the business case for technology investment?

We reviewed the upfront and on-going costs to the business in deploying the technology against the tangible savings and security/tracking levels that our customers expect. The long term investment would boost our productivity whilst reducing costs, ensuring a genuine Return on Investment whilst meeting and exceeding customer expectations.

How did you engage your workforce in the technology roll-out? Eg: did you put on any training for them?

We organised a number of road show sessions and workshops in order to educate the workforce on the new technology. This also gave the teams an opportunity to ask questions and understand the overall value attributed to the change.

Any final words of advice for people wanting to transform their field service?

Technology can be a great enabler to improve customer service levels but the tangible and lasting benefits come from employee engagement, commitment and passion to make it work day-to-day.

Biotage offers solutions, knowledge and experience in the areas of analytical chemistry, medicinal chemistry, peptide synthesis, separation and purification. In this video we here from Chris Lacey, Field Service Manager, about how he worked with Service Max to improve the efficiency of the Biotage mobile workforce.

In the first of this two-part series, learn how the Professional Golfers' Association (PGA) deployed the Intermec CN50 and Intermec CK71 rugged mobile computers with the help of Scan Read Technologies to boost data capture capabilities at high stakes tournaments. As a result, they expect an excess of $3 million in savings by 2016.

In the second of this two-part series, the Professional Golfers' Association (PGA) discusses their volunteer program, data capture using the Intermec CN50 and CK71, the services of Scan Read Technologies, and what it takes to pull off PGA events.