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Bill Pollock, President Strategies for GrowthSM takes a look at some of the findings of their 2017 Field Service Management Benchmark Survey to explore exactly what the impact of IoT is set to be in 2017...

There have been myriad times in recent years when a new technology seems to control the conversation in the business world – and, particularly, in the services sector. And, field service is typically one of the first areas where customers and users catch their first glimpse and initial understanding of what each of these “new” technologies can do for the industry.

However, it usually takes a while longer before they truly understand what these new technologies can do specifically for their respective organisations.

Many of these new technologies enter the mainstream of the business world – and the global services community – after some initial fanfare, trade press, blogs, tweets and white papers, etc.

However, most of them will actually take years to be fully accepted and deployed via a more staggered and drawn-out basis over a lengthy period of time.

 

For example, 10 to 15 years ago, RFIDs were all the rage, with seemingly every article and white paper talking about the potential use of RFIDs for everything from tracking parts shipments, to identifying personal items that consumers send to the dry cleaner for laundering.

The evolution of RFIDs, however, was fairly steady to the point of almost being modestly linear over the next decade and a half.

But, fast forward to 2017, and Tesla Inc. founder and CEO, Elon Musk, has recently announced the formation a new company, Neuralink Corp., which The Wall Street Journal describes as a “medical research” company that plans to build technology “through which computers could merge with human brains”, essentially using embedded chips to upload and download thoughts directly from humans. In less than a couple of decades, RFIDs went from the “talk of the town”; to a backdrop of steady (albeit non-glitzy) market adoption and deployment; to a virtual science fiction-like catalyst between the technology of today and the advanced future.

That is why the introduction and accelerating proliferation of the Internet of Things (IoT) in field service is such a big deal. Because, as most industry analysts tend to agree, the projected growth path for the full integration and convergence of the IoT into the global services community – particularly in field service – are stunning!

While some new technologies start out like “gangbusters”, many quickly turn into fads, or segment specific applications, as only a small percent actually do become “game-changers”. And this is where the convergence of field service and the IoT seems to be so much different than the rest.

 

As technology companies actively tout the capabilities (and supposed uniqueness) of their respective IoT-based applications, Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) solution providers tend to focus on how their embedded Field Service Management (FSM) solutions are also bolstered by the IoT. And, then, there’s Augmented Reality (AR) – which could not exist in its present form without the functionality of the IoT. In fact, many services industry analysts have stated that there could be no servitization – at all – without the IoT.

Maybe so; maybe not. There certainly could be no Augmented Reality (AR) without the IoT. And AR is already one of the “shining lights” among the “new” technologies that has staked its claim as the “next big thing” in field service.

However, even as the services community continues to talk about the gradual introduction of AR into their field service operations, the technology is already morphing and converging with other related technologies, most notably, Virtual Reality (VR). This “new” new technology is already being brandished as “Mixed”, or “Merged Reality” (MR) among the global technology leaders (i.e., depending on which one of the leading technology providers you follow).

Still, the results of Strategies For GrowthSM‘s (SFGSM) 2017 Field Service Management Benchmark Survey reveal that while “new” technologies provide a host of specific benefits for Field Services Organisations (FSOs), most are still not ready to embrace the full potential of all they can ultimately offer.

However, both the need – and the perceived benefits – are there.

For example, the top opportunities, or benefits, of acquiring and integrating new technology are cited as:

• 44% Ability to run a more efficient field service operation by eliminating silos, etc.
• 39% Improve customer satisfaction
• 35% Ability to provide customers with an end-to-end engagement relationship
• 30% Establish a competitive advantage
• 26% Improve field technician utilisation and productivity
• 25% Reduce Total Cost of Operations (TCO)

However, as boldly as these opportunities and benefits are cited, less than 10% of respondents presently claim to be leveraging Augmented Reality (AR) into their field service operations – although 18% say they would be either “very” or “extremely likely” to do so in the next 12 months.

Still, there are twice as many respondents (37%) who say they are “not likely” to do so, compared with 18% of the more progressive respondents who will be moving forward with AR.

 

The survey reveals similar findings with respect to VR – perhaps the advent of “Mixed” or “Merged Reality (MR) will move the market somewhat more forward during what seems likely to be a period of accelerating growth in acceptance.

As reported in the SFGSM survey, it is still somewhat comforting that the respective levels of interest in acquiring these new, IoT-powered, technologies continues to grow:

• 31% Are currently integrating new technologies into existing field service operations
• 37% Plan to integrate new technologies into existing field service operations in the next 12 months
• 36% Are interested in learning more about the IoT and AR

Once again, the impact of the convergence of field service and the IoT looks to have an increasingly strong acceptance for the foreseeable future.

 

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Within the last twelve months we have seen a sudden rush of Merger and Acquisition activities within the field service sector with many major brands including ServiceMax, ClickSoftware and most recently ServicePower all being acquired. So why has the field service sector suddenly become such a hotbed for investment and what does it mean for the innovation in our industry?

Kris Oldland, Editor-in-Chief, Field Service News reports...

I’ve referred to field service as a sector at times as a ghost sector because despite field service impacting almost everyone, and it crossing across almost all verticals outside those who work within our horizontal sector the role of field service management and certainly the tools that those in this field use are relatively unknown.

Yet, it seems that over the last few years someone, somewhere has certainly started paying attention.

Of course, the growing trend within global manufacturing circles towards embracing servitization has put service front and centre whilst various projected estimates of the value of the Global FSM market ranging from $5BN to $25BN will of course be flagged up on the radars of money men, and it certainly seems that the field service sector has come under more of a spot light than it has in its recent past.

“This is occurring for several reasons,” explains Michael Blumberg, President of the Blumberg Advisory Group, when I asked him why it seemed Field Service Management providers had recently become hot targets for prospective investment.”

“First, field service businesses tend to be less susceptible to changes in the economy. During an economic down turn, new equipment sales decline but customers still purchase field services to extend the life of their equipment. In an upturn, companies continue to require field services to support investments in new technology.”

 

“Second, field service businesses often generate a recurring revenue stream (e.g., service contracts) which is also something that is very attractive to investors and also field service providers often hold a defensible market position because of their long-term relationship with customers and unique capabilities.”

“When a company acquires a field service provider they also acquire its customer base which provides a captive market for cross-selling and up-selling additional products and services.”

“Finally and most importantly, field service is usually a basic offering and building block in delivering a subscription based, product-service model (think Servitization) to customers.”

With so many key reasons why field service solution providers are an attractive proposition isn’t the recent run of acquisitions somewhat overdue?

Bill Pollock, President of Strategies for GrowthSM, certainly thinks so.

“It should have happened years ago!” He proclaims when I put this question to him.

“However, the acquiring organisations seemed to have other priorities in mind with respect to broadening and strengthening their existing offerings, and tailoring them to a more narrowing-defined market space.”

“For example, CRM vendors tended to focus more on expanding the functionality of their respective CRM platforms, while ERP vendors tended to do the same with theirs. Remember, there were days, way back when – when a Field Service Management (FSM) solution provided only the functionality required to run a services operation – but not a services business (i.e., no accounts payable/billable or accounting functionality; no reverse logistics; no human resources; etc.). In those days past, a services business would also need to acquire ancillary software packages (e.g., anyone remember Peachtree Software?) in order to manage the entire services business.”

 

“It’s a bit different today. As more and more software providers expand their offerings to run the entire business, they now market themselves as offering a “new” type of platform for doing so.”

“In general, it will be those organisations that move into (or buy into) the field services arena – for all the right reasons – that are most likely to be successful. That is, if a field service functionality makes sense as a logical extension of their existing offerings, then they will be more likely to succeed.

However, those that attempt to “ram their way” into what is already a fast growing and vibrant market sector, some without even having a complete FSM offering, will find themselves “busted” in the eyes of their targeted market base.”

Meanwhile, Sara Mueller, Field Service Portfolio Director, Worldwide Business Research believes that the fact that service has increasingly become a key battleground for competing companies is another key reason why the FSM sector as a whole is gaining more and more attention.

“Since many products have become largely commoditised, service is the competitive differentiator for organisations.” She begins.

“Therefore they are willing to invest in making service better. Technology is dramatically shifting the performance of service organisations, allowing them to grow exponentially, provide a more seamless experience that results in higher customer satisfaction, and even generate much higher profitability.”

 

“While technicians are an integral part of field service, technology solutions are necessary to minimise human error, capture the knowledge of and account for the retiring baby boomer generation of head technicians, even to keep technicians safer on the job.”

Mueller’s point however does perhaps reveal a potential double-edged sword.

Innovation in technology and service delivery have become wonderfully entangled within the last decade - which is why many companies have been able to move towards outcome based contracts, and why service is beginning to outgrow the ‘aftermarket’ tag and become a key revenue stream now being discussed much more seriously amongst the C-Suite.

This is of course a fundamental reason why our FSM solution providers have become such attractive investment options. However, could the very innovation that put the sector on the map dry up when independent, entrepreneurial tech companies get swallowed up by larger organisations?

Pollock certainly doesn’t think that we need to worry about the level of technology available to field service organisations failing to meet requirements at any point in the near future however.

“The currently available technology, coupled with newer technology that always seems to be lurking “just around the corner”, is already sufficient to meet (and exceed) all of the FSO’s requirements for managing their field service operations – and then some! It’s already here!” He comments.

“As such, the global services market is not likely to experience a plateau in terms of recognition, adoption and/or deployment of these new technological advances anytime soon. In fact, as the proliferation of technology appears to be eclipsing adoption by the marketplace, there is no plateau in sight. There is still a “mountain of growth” ready to be conquered!”

 

“This accelerating growth is likely to bring more FSM provider suitors to the forefront rather than less. For example, three or four years ago, how many field service managers thought that Microsoft would acquire itself into the fray? Many industry analysts missed the signs that Oracle was about to acquire TOA Technologies. However, with several major players already having acquired, licensed and/or organically entered the field services market, the question arises: Who will be next?

On the demand side, where has Apple been? What about SAP? What about any of the large, global, systems integrators? On the supply side, what, if anything, will ultimately happen with ClickSoftware? What about the “tried and true” historical vendors, like Astea? And what about all of those Venture Capital and investment firms that seem to be gobbling up one FSM vendor after another?”

Indeed, Mueller’s view also supports the assertion that the current technology is certainly sufficient to meet the growing needs of service delivery.

“The field service management technology today can accomplish remarkable results and drive business transformation. But service organisations are at widely varying degrees of adoption and sophistication, and are looking for more diversity in solution offerings in order to find the right choice for their priorities and budgets.”

However, she also sees the innovation at the heart of our industry as a key driver for continued technological innovation as well adding, “Just as customer needs keep evolving, FSM solutions will need to do so as well.”

And this latter point is also echoed by Blumberg.

“Sure, it is possible that innovation may become less of a priority as FSM vendors become part of larger software companies. However, there will always be lean, nimble, start-up companies focused on FSM that drive innovation and fill any void created by M & A.” He asserts.

 

“I’ve been a consultant to the Field Service Industry for over 25 year and have experienced several M & A cycles, and this is exactly what has happened. It is also very unlikely that innovation will plateau even within larger software companies who have acquired FSM solutions. To quote management guru Peter Drucker, business has only two functions… innovation and marketing.

This a basic tenant of business. Without innovation, companies lose their relevancy and competitive edge.”

So whilst the consensus is that the current M&A cycle won’t lead to any halt in the ongoing development of technology to support field service, one message does seem to be coming out of each of the field service providers acquired and that is reference to the future of FSM solutions being part of wider platforms.

But how far will the FSM platform go? Will we ultimately see FSM become as integral to business systems as ERP and CRM?

Mueller for one believes that this is where the future lies.

“It can be as integral to business as ERP and CRM systems.” She comments

“Given that service is a competitive differentiator for these organisations, FSM platforms are essential to provide the level of service now being expected from customers. The experience a customer receives through field service is often how they will shape their opinion of the product and whether they will buy again. Field service is the front line of the organisation and FSM ensures the experience with field service is ideal.”

Pollock, however, disagrees.

“For the time being, FSM will likely remain subservient, in most cases, to CRM and ERP,” he comments.

 

“The difference between an FSM solution and an FSM platform is that the former is essentially used to run the services operations, while the latter is used to run the entire business. As far as marketing and market positioning go, doesn’t “platform” sound more important than “solution”, anyway?”

“CRM-based solution providers have long touted their products as full “platforms” that may be used to run an entire business; ERP-based solution providers have essentially marketed their offerings in the same manner. By incorporating an FSM solution into their respective offerings, they can now all claim (and, probably, rightfully so) that their offerings represent a complete (or near-complete) platform upon which future services functionalities can be built – whether strictly in support of field service operations, or any other business activity.”

“However, it is not necessarily a “slam-dunk” that FSM will become as integral to business systems as ERP and CRM, as not all businesses have field service offerings – while all have (or should have) an ERP and/or ERP capability.

Further, as remote and predictive diagnostics, powered by the Internet of Things (IoT) and Augmented Reality (AR), make further footholds in the general services arena, running a field service operation may become more important, while become less cumbersome to run (and, as such, more likely to be outsourced, possibly, to a third party).” Pollock concludes.

“FSM software is already an integral part of business systems among those companies that operate Field Service as either a strategic line of business or a profit centre. And there’s the rub, many companies that service products do not have requirements for FSM functionality.” comments Blumberg.

“For example, some provide only depot repair or outsource their service requirements to 3rd parties. Nevertheless, I find it interesting that there are no fully integrated, end to end FSM platforms on the market today that include the complete array of functionality for managing a Field Service Organisations (FSO).”

 

“If an FSO wants to implement such as solution, they often must deploy multiple enterprise systems and point solutions from different vendors. In addition, FSM functionality usually needs to interface with other enterprise system platforms such as CRM, ERP, and most recently IoT to obtain critical data to complete the service transactions,” he adds before summarising.

“On the other hand, I certainly see a need in the market for standalone, functional robust FSM platforms. In fact, I have been advising both private equity groups (PE) and software developers for the last 20 years to make investments that achieve this outcome. Unfortunately, given market dynamics, capital requirements, and technology considerations, it unlikely that PE or software developers will invest the necessary resources to create such a platform.”

“Therefore, it is likely that FSM functionality will continue to remain an add -on purchase to existing enterprise systems.”

 

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Bill Pollock, President, Strategies for GrowthSM guides us through how he sees the future of our industry shaping up in the next few years...

As we enter the uncharted waters of 2017, it becomes increasingly important for Field Service Organisations (FSOs) to understand the specific impact that the next 12 months (and beyond) will have on the quality of their field service operations.

In fact, the future state of Field Service Management (FSM) will depend largely on what strategic actions global FSOs plan to take in the next 12 months or so.

Since these actions will be directly linked to the multitude of drivers that are most likely to influence decision making within the global services community, this would be a good place to start.

 

The results of Strategies For GrowthSM‘s (SFGSM) 2016/17 Field Service Management Benchmark Survey reveal that the top drivers cited as influencing FSOs today may be categorised into three main areas:

1. Customer demand and/or preferences
2. Need to improve service workforce utilisation, productivity and efficiencies
3. Internal mandate to drive increased service revenues

When asked to cite the top three drivers currently influencing their ability to effectively manage field services operations, 56% of respondents cite customer demand for quicker response time, and nearly one-third (32%) cite customer demand for improved asset availability.

However, the need to improve workforce utilisation and productivity is also cited by a majority (51%) of respondents as a top driver, followed by the need to improve service process efficiencies (39%).

An internal mandate to drive increased service revenues is then cited by 31% of respondents as one of their top three drivers.

Once the key market drivers are firmly identified, FSOs need to create – and implement – the most effective strategic planning actions to address them head-on.

As reported in the SFGSM survey, the most commonly implemented strategic actions, currently, are:

• 48% Develop and/or improve KPIs used to measure field service performance
• 40% Invest in mobile tools to support field technicians
• 36% Automate existing manual field service processes and activities
• 31% Integrate new technologies into existing field service operations
• 30% Provide additional training to field service technicians and dispatchers
• 26% Improve planning and forecasting with respect to field operations
• 25% Increase customer involvement in Web-based service process
• 24% Provide enterprise-wide access to important field-collected data

These data strongly suggest that there is a pattern of synergy among the top four cited strategic actions that builds a foundation for all of the other actions that will ultimately be taken by the organisation; that is, that nearly half of the FSOs comprising the global services community already recognise the need to build and/or improve their KPI ¬-measurement program – this is essential!

This is the first step!

However, along with the development and/or improvement of a KPI program, nearly as many organisations also recognise the need to invest in state-of-the-art mobile tools to support their technicians in the field, while concurrently, automating their existing manual field service processes and activities to provide an enterprise-wide foundation for collecting data and information, and disseminating this process to field technicians (and, in many cases, to their customers) on an as-needed basis.

Further, about one-third of FSOs recognise the need to integrate new technologies into existing field service operations to make it all come together.

 

This synergy is built on, first, ensuring that there is an effective KPI measurement program in place, and using that program to establish a benchmark, or baseline, for measuring the organisation’s current field service performance.

Second, there needs to be a comprehensive internal effort to bring the technical aspects of services operations into the current (and future) timeframe – this can be done mainly by investing in an effective package of mobile tools to support the field force.

Finally, it will be the integration of these new technologies (e.g., mobility applications, the IoT, wearables, 3D printing, Augmented Reality (AR), etc.) into the overall mix of resources and tools deployed by FSOs that will empower the field force do their jobs more productively and efficiently.

The desired results, of course, would be the improvement of service delivery performance and the resultant improvements in the levels of customer satisfaction (and retention). Even the concept of Servitization, or the “transformation process in which a manufacturer shifts from a product-based business model to a services-based business mode”, could not exist in its present form without the power of the IoT behind it. In fact, it may be argued that there would be no Servitization without the IoT!

Among the many benefits that an IoT-powered Servitization model brings to the table are:

• Provides a competitive advantage with respect to the organisation’s ability to offer a state-of-the-art, differentiated, services offering that may also be “branded”, thereby providing an additional means for marketing and promoting its services to a hungry-for technology services marketplace.
• Yields increased margins for the services organisation, resulting both from improvements made on the supply side (e.g., by cutting the costs of delivering services through remote means) and the demand side (e.g., the ability to charge a premium price for premium services); etc.
• Provides the ability to more evenly forecast, predict and realise revenue streams through the implementation of remote diagnostics and predictive modeling.
• Fosters more meaningful partner relationships with customers through the sharing of equipment service data/ information, and allowing customers to be more proactive in the ultimate service and support of their installed base of equipment (e.g., initiating service calls, ordering parts, tracking problem resolution, etc.).[/unordered_list]

The future looks particularly bright for the global services community! How do we know that?

Because the future is already here – especially among the more progressive – and aggressive – FSOs that will likely lead the rest of us through these uncharted waters in 2017 and beyond.

It just looks like now may be the time for all of us to follow their lead!

 

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Who are the most influential people in the global field service sector that you need to pay attention to in 2017?

The Field Service News #FSN20 is our list of the individuals we believe will be key influencers in our industry across the next twelve months. Those included in the list have been selected by our own panel of industry insiders, who were given the simple criteria of identifying people who will have a significant impact on field service thinking.

However, more than just an annual list of 20 individuals the #FSN20 has grown since it’s launch to become a true celebration of excellence and innovation within our industry.

There are some familiar names and some new faces on this years list and as always we don’t expect everyone to agree with our selection - at it’s heart the #FSN20 was conceived as a tool to get everyone in our industry thinking about who it is that they have come across in the global field service sector that has made them think, who has made them question the accepted paradigms, who has inspired them to do just one little thing more in their own day to day role.

The #FSN20 is not just about the list our panel has put together. It is about fostering discussion that celebrates the unsung heroes of the field service sector. So look out for the online version of this list as well to take part in the debate.

But for now, ladies and gentleman and without further a do, in no particular order, we are pleased to introduce the #FSN20 of 2017...

Mark Brewer, Global Industry Director - Service Management

Brewer is a new entry to the #FSN20 having recently moved to IFS from PTC.

The message from the IFS hierarchy was loud and clear when they held their last World Conference in Gothenburg towards the end of last year. Field Service was a key priority moving forward and their new owners EQT had every intention of pushing the Swedish company to keep doing what has made them a well respected brand within manufacturing and field service management circles - but do it bigger, better and to get to there faster.

Having taken the reigns of the service management division globally Brewer is set to figure prominently in the industry across the next twelve months.

 

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Professor Tim Baines, Group Director of the Aston Centre for Servitization Research and Practice

Baines retains his place on this years list and is perhaps he one person that has appeared multiple times on the list whose entry becomes even more deserved each year.

Baines has been at the centre of the servitization movement for as long as anyone and although many of his peers such as Neely and Lightfoot should share equal status for being the Godfathers of Servitization, it is fair to say that Baines’ work as a leading proponent of the servitization movement is as unparalleled as it is inexhaustible. The Aston Spring Servitization Conference which is the show-piece of the Aston Centre for Research and Practice continues to grow in terms of both audience and importance each year and it’s location in Lucerne, Switzerland this year is a testament to it’s growing status on the international industrial map. Whilst Baines’ would humbly point to the great team he has working with him at Aston, his role in the global shift towards servitization simply cannot be overlooked.

 

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Bill Pollock, President and Principal Consultant, Strategies for GrowthSM

Another that has been ever present on the #FSN20 since it’s inception and someone who is likely to remain on the list until the day comes where he retires, which given Pollock’s passion for the industry and seemingly eternal youth may won’t be any time soon!

Pollock is not only still a key commentator and analyst within our sector whose papers and features are not only widely read but also hugely respected, but he has been a mentor for a number of key figures within the global field service industry, including a number of other #FSN20 members, and also Field Service News’ own highly respected Editor-in-Chief, Kris Oldland.

However, Pollock’s inclusion on the #FSN20 isn’t just based on his past merits, his organisation Strategies for GrowthSM continues to provide some of the most detailed research and insightful analysis for the field service sector that is essential reading for any field service executives that wish to stay in touch with what is driving our industry forward.

 

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Thomas Igou, Editorial Director, Copperberg

Igou has been integral to Copperberg’s continued success and growth in the European field service conference circuit, In fact with five industry focussed events now running across the continent that should be of interest to senior field service and aftermarket executives, Copperberg are firmly established central pillar within the European field service community, and Igou sits proudly at the heart of that. In his role as Editorial Director, Igou is responsible for making sure the key topics in the industry are raised and the leading thinkers within our space are given a voice.

A key influencer within our industry.

 

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Mark Holleran, COO, Xplore Technologies

Under Holleran’s leadership Xplore Technologies acquired Motion Computing and became the 2nd largest manufacturer of rugged tablets in the world.

Holleran is a man who not only truly understands the different sectors his clients operate in but also who truly appreciates the importance of understanding his customers’ work-flows and therefore their technological needs.

A perfect case in point being the inclusion of a HDMI in on their XSLATE D10 rugged tablet, which makes it a perfect device for Telco and Pay TV engineers needing to test signals - which is exactly why it is there.

We don’t expect anything other than rugged tablets to be coming out of Xplore, but we do expect them to keep delivering best-in-class products in this form factor. As Holleran says “that’s what we do and we are the worlds best at it.

 

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Dr John Erkoyuncu, Through-life Engineering Services Institute, Cranfield University

Erkoyuncu takes over from Professor Howard Lightfoot as a representative of Cranfield University in the #FSN20 this year, however it isn’t just a straight like for like swap. Whilst the two worked together at the Through Life Services Institute, Erkoyuncu’s place on this year list is based primarily around the work he is doing in both industrial maintenance simulation and also augmented reality, and as such we believe he will be a key commentator and influencer on our sector in the years to come.

 

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Jonathan Massoud, Divisional Director & Market Analyst Field Service, WBR

Massoud’s role as Divisional Director at WBR puts him in control of a number of the industry’s key events including Field Service USA which is the jewel in the crown as the key point in the USA field service calender.

In addition to Field Service USA, WBR also run a number of important industry focussed events including Field Service Medical and Field Service Europe and in his role as Divisional Director Massoud is directly involved with each of the events and responsible for delivering industry leading content to keep field service professionals up to date with the key trends with in the industry. Massoud is also responsible for overseeing WBR’s research and a respected analyst within the sector

 

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Sumair Dutta, Customer Satisfaction Officer, The Service Council

Chief Customer Officer for The Service Council™ Dutta is responsible for new member acquisition, member engagement, community expansion, as well as the development and expansion of TSC’s Smarter Services oriented research agenda and portfolio.

He is also heavily involved in The Service Council’s ability to provide service executives the ability to benchmark their operations and also provide guided insight to improve service organisation performance through dedicated research programs. Dutta also plays a key role in building out TSC’s community platform focused on becoming the single source of information and networking for service executives globally and is a prolific author on the matter of field service.

 

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Click here to see page two of the 2017 #FSN20

 

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The Internet of Things has been positioned as the key technology that will lead to a true evolution of field service delivery. Bill Pollock, President of Strategies for GrowthSM looks at the challenges revealed in his latest benchmarking research and explains how IoT will help field service organisations meet these...

The Convergence of the IoT and Field Service Management (FSM)

The Internet of Things (IoT) is not a new concept.

To a growing number of services managers, the two are inseparable as they have been integrally linked together for as long as they have been heading their organisation’s services operations.

This is especially true in an environment where an influx of millennials are rapidly replacing baby boomers in virtually all aspects of the services sector; where the “marriage” between Field Service Management (FSM) and the IoT is generally seen as a “given” with respect to providing the organisation with the ability to satisfy the total needs, requirements and expectations of their respective customers.

As such, this “marriage” is somewhat analogous to the Reese’s Peanut Butter Cup, or taking “tried and true” favourites like chocolate and peanut butter, integrating the two together, and coming up with something “new” that the marketplace simply cannot live without. The big difference, however, is that the IoT is much more than just a tasty morsel - it is transforming the very core of field service management.

However, the IoT, in and of itself, cannot transform a poorly run Field Service Organisation (FSO) into an efficient operation; nor can it turn an unprofitable one into a cash cow.

 

However, it can clearly help to re-position an already well-run organisation for accelerated growth, heightened market position, improved effectiveness, improved customer satisfaction and increased profitability. For a growing number of FSOs, the greatest determinants of their commercial viability – and profitability – are the efficiency, functionality and effectiveness of their IoT-based Field Service Management (FSM) solution.

There’s FSM, and Then There’s the IoT-powered FSM

For most field service organisations (i.e., Gartner estimates roughly 75%) FSM solutions are no longer “new” to the services industry – they are a fact of life. What is still news, however, is how easy they now are to implement, as Cloud technology has essentially normalized the playing field so that FSOs of all types and sizes, and serving any geography, can benefit from its implementation.

The results of Strategies For GrowthSM‘s (SFGSM) 2016/17 Field Service Management Benchmark Survey report that the top opportunities, or benefits, cited by FSOs with respect to acquiring and integrating new technology (i.e., the IoT, among others) are:

• 44% Ability to run a more efficient field service operation by eliminating silos
• 39% Improve customer satisfaction
• 35% Ability to provide customers with an end-to-end engagement relationship
• 30% Establish a competitive advantage
• 26% Improve field technician utilisation and productivity
• 25% Reduce Total Cost of Operations (TCO)

The survey data also suggest that the opportunities and benefits significantly outweigh the challenges for a clear majority of FSOs – but, they still exist.

However, the IoT helps to make it all possible by allowing the new technology – in most cases – to easily integrate with existing FSM systems.

This is particularly true for FSOs whose FSM solutions are already built on a Customer Relationship Management (CRM) platform, where the addition of field service management functionality may be as easy as simply adding a module to the existing system. This is an important factor – and it should be – for FSOs as they make their decision to acquire a specific FSM solution.

The SFGSM survey research also reveals that, for a near majority of FSOs, this decision is “impacted mostly” by:

• 50% Prefer a solution that interfaces with CRM
• 47% Prefer to work with a single provider of Field Service functionality
• 47% Prefer a solution that is intuitive and easy to train on
• 45% Integrating new technologies into existing FSM solution platform

Another 35% also prefer to invest in a solution that fosters collaboration between Sales and Service as a top decision-making factor.

What the Future Holds for the Convergence of the IoT and Field Service Management

The “future” of field service is already here!

Today’s IoT-powered FSM solutions already provide FSOs with the ability to monitor equipment remotely, and transmit data into the business’ database in real-time.

 

The greatest manifestations of this pervasive technology may be best described in the providing FSOs with the capabilities to:

1. Collect whatever data that are needed to improve a process, or improve a product, based on its measured, monitored and tracked usage
2. Switch to a lower-cost predictive model vs. the more traditional – and more expensive – preventative maintenance model
3. Determine which services to offer to customers that the organisation cannot offer today (e.g., a next-level guarantee against downtime, which can be turned into a premium service, etc.)
4. Sell, cross-sell and upsell new services, packaged as competitive differentiators
5. Create a more effective KPI program that can measure, monitor and track both the still-relevant traditional KPIs, as well as the “new” KPIs that are being created through the use of the IoT

The IoT technology is readily available; the market demand is here; and the positive impact on the bottom line of an FSM solution, powered by the IoT, is quite compelling. Just like the Reese’s Peanut Butter Cup, the market does not really care how the chocolate and the peanut butter are engineered into the final product; they just know that it tastes good, and the two ingredients work exceptionally well together – just like the Internet of Things and Field Service Management.

 

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Augmented Reality (AR) allows field technicians to “see” how to make a repair, rather than having to “read” about how to do it writes Bill Pollock, President, Strategies for GrowthSM...

It seems that for forever, field technicians have been forced to carry around hundreds of pages of paper in their cars or vans detailing and explaining repair processes, service guidelines and product schematics, etc.

Then, once at the customer site, they still need to flip through those hundreds of pages to find exactly what they are looking for in order to perform the onsite repair – particularly when it involves dealing with a piece of equipment that they may not have seen in years – if ever!

We’ve all heard the expression “Seeing is believing!” But, what really should stand out fairly clearly is that the fact that the phrase does not say, “Reading is believing!” This is the main premise that supports the applicability of Augmented Reality (AR) for the field services segment, in that it is more helpful for the field technician to “see” how to repair a piece of equipment, rather than having to “read up” on how to repair the equipment.

 

Further, while the former can take place in real time, the latter may often require several minutes – or more – of looking up chapters or indices, finding the appropriate pages, writing down notes, and otherwise “wasting” time – at least from the perspectives of both the technician and the customer!

Some companies, like PTC, had long been aware of these concerns. In PTC’s case, they made the move earlier in the year to acquire Vuforia, “a mobile vision platform that enables applications, or ‘apps’, ‘to see and connect the physical world with digital experiences that demand attention, drive engagement, and deliver value’.”

In fact, it is through the use of this AR technology that Service Lifecycle Management (SLM) providers can now empower their customers to leverage two of the most disruptive of transformational technology trends – the Internet of Things (IoT) and Augmented Reality (AR) – to deliver a new class of products that merge the digital and physical worlds.

The benefits to the field force can be substantial as, by adopting an AR-based strategy, Field Service Organizations (FSOs) can:

• Completely eliminate the maintenance, repair and service manuals in their present, cumbersome, print copy (or, even, digital) form;
• Streamline (and/or eliminate) formal, individual, maintenance and repair training for service technicians; and
• Introduce new IoT- and AR-based Service Lifecycle Management (SLM) business models.

In a 2016 Fortune article, the magazine reported that, “More and more we see products that are part physical and part digital – and we see new models wanting to be part physical and part digital. The idea of being able to project a digital experience onto a physical product to figure out how to service it or show operating metrics … is a killer idea.”

One of the examples cited suggested, “imagine pointing your smartphone at your car and being able to see visual warnings that your wiper fluid was running low or your tire pressure was sub-optimal on a rear tire. That’s possible as information gathered by the car’s sensors can be pushed to the Cloud, then retrieved and shown in a visual format on the phone. That same format could also offer simple to follow directions on how to fix the problems”.

 

In other words, not only does “Seeing is believing” hold true for those field technicians supported by an AR platform, but if “a picture is worth a thousand words”, then being able to “see” how to repair the equipment via Augmented Reality must expand upon that equation by another thousand-fold!

AR doesn’t create a “new” virtual reality; but, rather, it enhances the perceptual reality that the viewer is able to visualise while looking at a piece of equipment. This is exactly how AR will be able to assist FSOs in an SLM environment; that is, to provide the field technician (who may not ever have been called upon to service a particular piece of equipment) to still be able to perform the repair by “overlaying” an enhanced (again, augmented) reality – in 3D motion – over and above what he or she would otherwise be able to visualise, in order to make a quick, clean and complete fix.

The ability to “see” this Augmented Reality – in 3D motion – with accompanying instructive text, metrics and repair parameters overlaid and easily articulated will undoubtedly provide, at the very least, an extra measure of comfort to the technician, as well as access to a readily available tutorial for performing the repair as quickly, accurately and safely as possible.

 

However, merely talking about Augmented Reality – rather than actually seeing it in action – is like trying to tell a Southerner how cold the Northern Winters are – in words. It’s just not possible! That’s why AR is best understood by actually seeing a demonstration of it in action.

 

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Bill Pollock, President and Principal Consulting Analyst with Strategies for Growth^SM states the case for Augmented Reality being the next transformational technology in field service...

At a UK Field Services Summit earlier this year, I was asked to cite what I believe would be the “next big thing” in field service. I suggested “Augmented Reality”, or AR. Why? Because we, as an industry, really cannot do things any quicker than in real time; and we can’t make repair tutorials any smaller, more compact and/or transportable than they already are.

What we can do, however, is make it easier for the field technician to “see” what needs to be done, in real time, and with an “augmented” view of what reality alone cannot, and does not, necessarily provide.

Companies like PTC, a global leader in Service Lifecycle Management (SLM) through its strategic partnership with ServiceMax believe that by leveraging the combination of “two transformational technology trends – Internet of Things (IoT) and Augmented Reality (AR)”, it can now deliver “a new class of products that merge the digital and physical worlds.”

The company further cites that when coupled with the IoT and analytics platforms, AR “unlocks a world of possibilities for creating new ways to design products, to monitor and control products, and to instruct operators and technicians in the appropriate methods of use and service.”

Historically, AR had largely focused in applications for the gaming industry; that is, for recreational and entertainment use, rather than for use in a more traditional B2B environment.

 

However, as more and more Millennials begin to enter the global field technician workforce, they bring along with them not only the skills required to take full advantage of the “new” technology, but also a full appreciation – and affinity for – the technology that has been powering their gaming activities for the last several years.

Even for the existing field technician workforce, the technology is eminently easy to learn, easy to use and fairly intuitive, as well.

According to Jim Heppelmann, CEO at PTC, AR is “a technology that superimposes computer-generated images on top of real world objects, ranging from video game characters to data fields” and, as such, a technology that “can extend a variety of experiences into new arenas as well as provide useful information to consumers” – and customers. Heppelmann further stated that “I think a lot of companies who make and service [products] want to be able to pass information downstream to consumers. [But] rather than a big PDF file, they [now] can say let me augment everything you need to know and nothing more” – and only through AR, is there a means for both explaining the need for service, as well as the actual procedures for performing the “fix”.

There is presently a great deal of “untapped potential for AR in B2B,” and Heppelmann believes that by “using an AR-assisted tool, users of a medical equipment device, for example, would be able to do a routine service inspection themselves, saving the time and cost of sending a service person out on a call (which can run thousands of dollars).”

In fact, “because of what IoT is enabling, more and more products are now a mixture of digital and part physical content. So, naturally, the ways in which we interact with these products will evolve toward a mixed-reality model that blends physical and digital interactions.”

 

But, isn’t this the same foundation upon which the gaming industry has built itself on over the last generation (i.e., Generation X) and beyond? The concept is really nothing very new – and the technology has already been available for a quite a while.

So, why not apply the same technology to a practical business application as well? In other words, why should the technology be restricted primarily to gamers primarily for recreational purposes?

Basically, AR works in conjunction with the digital twin concept “to enable a new generation of predictive and prescriptive analytics that bring about new business models where the equipment OEMs will retain ownership of its equipment and provide continuous and optimised service on a subscription-based model”.

Once in place, these capabilities can then be used to support the next generations of Augmented Reality applications as they emerge over time.

There is no question that AR will be able to assist in an SLM environment; that is, to provide the field technician (who may not ever have been called upon to service a particular piece of equipment) to still be able to perform the repair by “overlaying” an enhanced (again, augmented) reality – in 3D motion – over and above what he or she would otherwise be able to visualise, in order to make a quick, clean and complete fix. In fact, AR is already being used for these and myriad other purposes in the field.

Major global brands, including Band-Aid, Kentucky Fried Chicken (KFC), Mattel and Pepsi have already been using AR for some time. Other major users include Bumble Bee tuna, Guinness Book of World Records, Hyundai, John Deere, KTM Bike, Schneider Electric and Sysmex, etc.

For many field services organisations, AR is now routinely being used to assist field technicians in their ability to perform repairs on equipment they may not have been exposed to previously; have not had any formal, or individual, training or instruction on how to repair; and/or do not readily have access to product specs, schematics, repair manuals or service histories.

Augmented Reality has already made it easier to follow – and understand – otherwise complicated gaming scenarios and sports events for the millions of individuals that have been using the technology for years.

Isn’t time that it was also used to make it easier to perform field service activities? Based on what I have already seen (i.e., and you really do have to see it to believe it!) the answer is resoundingly, “Yes” – and the view from the bridge (i.e., between real-time and Augmented Reality) appears to be breathtaking

 

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Bill Pollock, President & Principal Consulting Analyst, Strategies for GrowthSM explores what Cloud CRM giant Salesforce entry into the FSM market will mean for the sector...

 

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With the introduction of Salesforce’s Field Service Lightning, the FSM market has now witnessed, in the space of only two years or so, a trifecta of large, established, ubiquitous, global companies – each historically known for their respective other business platforms and solutions – entering the FSM market in a “big way” (i.e., in terms of market posturing, press releases, promises of FSM market dominance, etc.).

The largest – and potentially, most promising of these – include:

[unordered_list style="bullet"]

• Oracle, acquiring TOA Technologies in 2014;
• Microsoft acquiring FieldOne in 2015; and, now
• Salesforce announcing Field Service Lightning (FSL) for market launch in Spring/Summer 2016 (i.e., no acquisition made; platform includes ClickSoftware technology).

[/unordered_list]

However, of these “big three”, only Salesforce has elected (i.e., at least, so far) to build its FSL functionality, albeit, with help from ClickSoftware for schedule optimisation), while the remaining two have each elected to “buy” their way into the segment.

Whether it makes a difference to potential FSM solution users as to whether their vendors have acquired their way into the business, or have built a home-grown model is unknown at this point in time.

However, past research conducted by Strategies For GrowthSM (SFGSM) would indicate that it will most likely not be a major selection or evaluation factor for most potential solution acquirers. In fact, it will probably end up being a non-issue for most.

 

Other smaller – but typically faster-growing – FSM solution providers may have brought their respective solutions to market much earlier than Salesforce, although Field Service Lightning still has certain advantages that these other relatively new entries to the global FSM market are not as likely to have.

Further, the introduction of Salesforce into the global FSM through its Field Service Lightning offering now provides an added level of competition to the competitive landscape – a level that ServiceMax and its peers have not seen in recent years (i.e., save for the emergence of the acquired “newbies”, such as Oracle/TOA, IFS/Metrix and Microsoft/FieldOne, etc.).

For example, ServiceMax – which is essentially built on the Salesforce platform, itself – had virtually dominated the recent FSM user market in terms of familiarity/awareness, marketing and promotion, and user consideration and adoption in recent years.

However, the May, 2015 announcement of the company’s strategic partnership with PTC “to provide [a] comprehensive and connected Service Lifecycle Management (SLM) solution offering” (i.e., where ServiceMax provides the SLM support, powered by PTC’s ThingWorx IoT-based platform) positions it, in some minds, as just another one of the industry’s “new” and/or reengineered SLM vendors, among other like vendors.

All-in-all, the entry of Salesforce into the FSM market does not simply represent the addition of a single “new” competitor to the overall landscape – but, rather the introduction of a “new” synergistic “mix” of traditional FSM functionality (i.e., built on the platform of one of the most popular and well-respected vendors, ClickSoftware), but seamlessly integrated into the overall Customer Experience, CSM and Sales Management suites offered by the “world’s #1 CRM company”.

 

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As such, potential users have the opportunity to not only choose a “new” FSM solution provider – but a “new” type of integrated FSM vendor, with a “new” (i.e., to the FSM market) corporate culture and philosophy for providing “cradle-to-grave” pre-sales, sales, after-sales service and perpetual customer support to an ever-evolving and demanding customer base.

In any event, the introduction of Field Service Lightning reflects Salesforce’s continuing “push” to enter this expanding global market segment on at least an “at par” basis with the other major players currently comprising the “new” FSM market entrants.

However, while its entry into the market may initially seem like something “new” for Salesforce, it is not necessarily a “new” idea to the many services organisations that could realistically be thought of as potential Salesforce FSM customers – actually, many have already been using Salesforce to assist in running their respective services organisations for some time now.

For example, the results of SFGSM’s previous two Field Service Management Benchmark Surveys, conducted in 2011 and 2014/15, respectively, reveal the following about Salesforce’s historical positive image and reputation within the global FSM community – even before it had formally entered the market this year with its Field Service Lightning offering.

 

The following data is derived directly from these two SFGSM FSM Benchmark surveys:

In SFGSM’s 2011 Field Service Management Benchmark Survey, respondents were asked to answer a number of questions relating to their familiarity with each of 48 individually listed FSM solution providers. The specific question asked was: “For each of the solution vendors listed below, please indicate the ones with whom you are currently familiar in terms of their Field Service Management applications.”

For the 2011 survey, Salesforce was not included among the 48 pre-selected FSM vendors listed in the questionnaire; however, based on new information obtained during SFGSM’s one-on-one telephone interviews conducted as part of the 2014/15 survey Discovery Phase, Salesforce had been mentioned enough times to be included as the 49th FSM vendor – although, it still did not technically offer an FSM solution at that time!

Therefore, in 2011, the most cited FSM solution providers, listed in terms of their respective familiarity among the respondent base, specifically as a “Field Service Management solution provider”, were as follows:

2011 SFGSM FSM Survey Results (percent familiarity as an FSM solution provider):

[unordered_list style="bullet"]

• #1 @ 39%; SAP
• #2 @ 33%; Oracle
• #3 @ 29%; ServiceMax
• #4 @ 26%; ClickSoftware
• #5 @ 24%; Astea
• #6 @ 18%; Servigistics
• #7 @ 17%; Metrix
• #8 @ 15%; Microsoft Dynamics

[/unordered_list]

The 2011 survey results reaffirmed the #1 & #2 standings of SAP and Oracle from earlier FSM surveys, and reflected the growth of ServiceMax which, for the first time, had surpassed ClickSoftware in this historical series of surveys.

Further, although Microsoft also did not yet offer an FSM solution in 2011 (i.e., the company did not enter the FSM solution market until July, 2015, via its acquisition of FieldOne), it was still listed as #8 (i.e., at 15% familiarity) by the respondents to the survey. It is noted that two other of the highest cited vendors have since been acquired by larger organizations (i.e., Metrix, by IFS in May, 2012; and Servigistics, by PTC in October, 2012.)

However, SFGSM’s 2014/15 FSM Benchmark Survey update (i.e., with the expansion of the list of potential FSM solution vendors to include Salesforce, for the first time) reveals a largely altered ranking of the most familiar FSM solution providers, as follows:

2014/15 SFGSM FSM Survey Results (percent familiarity as an FSM solution provider):

[unordered_list style="bullet"]

• #1 @ 56%; Salesforce
• #2 @ 50%; SAP
• #3 @ 35%; ClickSoftware
• #4 @ 32%; Oracle
• #5 @ 28%; ServiceMax
•  #6T @ 25%; Astea
• 6T @ 25%; Kronos
• #8 @ 21%; AT&T Advanced Mobility Solutions
• #9 @ 21%; Microsoft Dynamics[/unordered_list]

In 2014/15, while SAP actually increased its FSM market familiarity to 50% (i.e., from 39% in 2011), and Oracle dropped a mere one percentage point to 32%, Salesforce, the “new” entry to the list of vendors, was cited by 56% of survey respondents as one of the FSM vendors with which they were currently familiar – again, however, without actually offering an FSM solution at the time.

Thus, the key takeaways revealed by trending the two most recent SFGSM FSM Benchmark Surveys, are the following:

[unordered_list style="bullet"]

• In 2014/15, Salesforce had already been recognized as a potential FSM solution provider by a majority (i.e., 56%) of the field services marketplace – despite the fact that it did not actually offer an FSM solution at that time.
• Microsoft, through its CRM Dynamics platform, had also risen in familiarity as a potential FSM solution provider, growing from 15% familiarity in 2011, to 21% in 2014/15 – despite not formally entering the FSM market until July, 2015.
• The historical leaders in terms of FSM solution familiarity (i.e., SAP and Oracle) have, as a result, since been relegated to the #2 and #4 positions, respectively, trailing far behind Salesforce.

[/unordered_list]

We have seen these types of familiarity rating anomalies in the past; however, what the trend data clearly reflects is that many field services organisations have already been using (arguably, mis-using?) either the Salesforce and/or Microsoft platforms for more than just sales management and Customer Relationship Management (CRM) applications, respectively.

And, that this is apparently not limited only to Small/Medium Businesses (SMBs), but also to small-to-medium-sized divisions of larger services enterprises, as well. In many cases, Salesforce (and/or Microsoft CRM) serve double duty within the organisation with respect to their use in managing some of the key components of FSM. In fact, in 2014/15, 7% of respondents also reported that Salesforce was their “primary FSM solution provider.”

 

What this all means is actually good news for Salesforce – and especially for the services organisations that have historically been relying on the company’s platform to support their field service operations, in that, with the introduction of Field Service Lightning, they will now be afforded with much greater FSM functionality – however, this time from a solution that is specifically designed for use in running a services organisation.

While other companies, all with fairly deep pockets, have either tried to buy their way into FSM, grow an FSM capability organically, or some combination of the two, not all have had either the resolve – or inclination – to strive to dominate the FSM market.

However, with respect to Salesforce, the combination of a corporate mentality that looks to dominate in each of the markets they serve, with a documented history of key players in the FSM community having already been using (i.e., or mis-using) their CRM platform to assist in running their respective services organizations, the prospects for Salesforce actually becoming a dominant leader in the FSM marketplace may be a somewhat safer bet.

Nonetheless, it must still be stated that, so far, Salesforce has only announced a very small portion of field service capability (i.e., key components including contract management, parts management, etc. are still missing) and, as a result, the jury will continue to be remain “out” until more of the company’s Field Service Lightning offering actually hits the market – in full – and in sync with the market’s expectations.

 

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Strategies For Growth SM have been powering insight into the field service industry for decades, here Bill Pollock, Principal Consulting Analyst at Pollock on Service looks at the latest emerging trends he expects to see as they begin their latest benchmarking study...

 

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

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

Other vendors, such as IFS, Oracle and SAP had, years earlier, embedded some form of FSM into their general offerings, but not everyone was necessarily buying.

Of course, there was always ClickSoftware and ServiceMax generally breaking out of the pack to gain some robust market share, leaving most of the tried-and-true traditional vendors as proud purveyors of their respective Best-of-Breed FSM solutions (e.g., Astea, Metrix, ServicePower, ViryaNet, Wennsoft and many others).

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

 

Salesforce, which had historically either been used (and/or mis-used) in its ability to manage field service operations, decided earlier this year to build its own Field Service Lightning module – but, built primarily on ClickSoftware’s Field Service Expert platform. ClickSoftware went private (i.e., after years of speculation that it would, one day, be acquired by SAP) and has lost some of its historical luster in the marketplace (i.e., in terms of “Who are they now – really!).

Another long-time vendor, ViryaNet, was acquired by Verisae (i.e., taking its name), and Wennsoft is now known as Key2Act. In other words, the FSM competitive landscape has probably changed more in the past two years than in the dozen years before, in terms of structure, presence, influence and use. However, we would be burying our collective heads in the sand if we thought that this recent spate of market consolidation is now over – it’s not – and there are likely to be further surprises in the short term, rather than in the longer-term future.

So, … what does the future hold for the global FSM marketplace?

Much will depend on how the market itself (i.e., the current and prospective FSM solution users) believes it should evolve. That’s why Strategies For Growth℠ has launched its 2016 Field Service Management Benchmark Tracking Survey after an approximate two-year hiatus.

The times have changed; the competitive landscape has changed; and user needs and requirements, perceptions, expectations and preferences for FSM solutions have changed.

 

In fact, it may be because of the latter that many of these mergers/acquisitions were “forced” to take place. In many cases (i.e., too many cases) the existing FSM solution providers did not, or could not, evolve as quickly as the market’s needs and, as a result, either lost their traction, their “mojo”, their market preference, or any combination thereof. It is frustrating to not be able to present some of the key preliminary findings from our current (i.e., 2016) FSM Survey – but that could likely influence the responses of some of the individuals who have not yet taken the survey.

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

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

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

 

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