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Today's connected customer is more empowered than ever before. This brings about it's challenges and also its own opportunities. Are you ready to embrace these? Are you prepared for the connected customer?

This handy infographic from Astea offers a useful checklist and some helpful insight into making sure your company is taking advantage of opportunities rather than coping potential threats.

 

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Want to know more? Field service professionals can access an accompanying white paper "Outsourcing Field Service" after claiming their free subscription to Field Service News! Click here to subscribe and get the white paper sent to your inbox now!

 

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Laraine Geddes from Kirona, experts in dynamic resource scheduling, mobile and field service technology contributes an exclusive guide to successfully managing your organisation’s field based workforce...

1. Eradicate paper based systems

Expecting field workers to use paper based records is fraught with potential disaster and inefficiency. Paper based systems often required duplication of work, with data having to be re-entered into back office systems.

KIRONA’S TIPS:

• Deploy mobile applications in the field so that employees only have to record information once while in the field. This improves accuracy of data and frees up more time to carry out more jobs per day. Mobile communication can also reduce inefficient back office administration tasks, or be used to record the information needed for audits.
• Use a workflow driven series of checklists and fields on the mobile device to make sure individual workers follow a standard process. This will ensure continuity of good practice across a region.
• Mobile devices are far more secure than paper. If they are lost data can be locked down through encryption, or Mobile Device Management systems.

2. Dynamic scheduling

Efficiently appointing who visits which site is simplified using dynamic scheduling rather than manual scheduling. Staff availability vs skills vs customer/site availability is difficult enough to balance, add to that factors like service levels, job location, cancellations, even traffic on the road and efficient scheduling is almost impossible.

KIRONA’S TIPS:

• Deploy dynamic scheduling software that can, in real-time, optimise the utilisation of workers in the field - the right person goes to the right location at the right time. This way they spend more time on site and less time waiting for the next job or, for instance, driving unnecessarily long distances to the next job
• Scheduling software can be tuned to deploy personnel based upon pre-set ‘rules’. Work with your technology vendor to utilise this feature so that services can be optimised; like prioritising workers that have visited the site or customer before, or restricting distances to be travelled by employees, or scheduling according to customer needs.
• Consider that most mobile working visits will usually need a follow up visit or another appointment made with a different worker – your scheduling software can allocate new appointments and visits – there and then3. Integrate Systems

Busy staff are often overwhelmed with the amount of departments or agencies they have to collaborate with and the number of systems that they have to provide information to.

By failing to integrate these systems, workers spend many more hours than need be, rekeying data into multiple back-office systems – duplicating effort and creating the potential for mistakes and errors.

KIRONA’S TIPS:

• Choose a mobile solution that can integrate and ‘communicate’ with any system. If implemented correctly this will mean that staff will only need to enter information into their mobile devices once, whereby the data then populates all relevant back-office systems automatically.
• Integrating mobile applications with scheduling systems is particularly powerful. The mobile software can updates the schedule with the emerging day information; allowing visits to be automatically redistributed between staff where visits over-run, customers are unavailable, appointments are cancelled etc.

4. Visibility of front line services

By failing to have visibility of operations in the field, organisations fail to respond to challenges as they happen and lose the opportunity to resolve them at minimum cost and disruption to the customer.

KIRONA’S TIPS:

• Providing mobile devices enables you to track all the factors which impact field performance like: routing of employees, time spent onsite, incomplete jobs, missed appointments, lateness etc. This data can be used to analyse operations, fine tune the scheduling engine or to demonstrate ongoing improvements in efficiency.

5.Having customer information to hand

Arriving at the customer’s location without complete historical notes puts the service provider at a disadvantage when providing its services and is disappointing for customers who expect their service provider to have comprehensive knowledge of their relationship.

KIRONA’S TIPS:

• By using mobile technology the appropriate notes can be delivered to the workers’ mobile devices when they are needed. This means a professional can provide a service with the continuity the customer would expect. It also reduces the risk of them not being able to deliver that service on their first visit.
• Organisations can allow historical records to be sent to field workers for that customer, allowing them to see full details of historic work completed with any certificates, photos, contracts that are relevant. They can also see future planned work future work. This minimises the risk of duplicating work that has already been done or will be done during the course of a contract.

 

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Research reveals that one third of organisations are challenged with gaps in skills, yet only 5% will increase their training to meet the changing customer demands in the future whilst 60% stated a future adviser should be able to handle complex interactions, yet only 11% stated advisers should have decision making skills...

Based on new research [1], UK customers are likely to find themselves dealing with contact centre agents who are untrained to service with their requests.  The research, commissioned by outsourced contact centre specialists Kura in partnership with the CCA (Contact Centre Association), set out to understand where businesses were positioned today and their ambitions for the future.

Responses from across 74 organisations were gathered to reveal current challenges, barriers to improvement and predictions for the future of the contact centre agent.

Although a third of organisations surveyed recognised that they have a skills gap with staff not fully equipped to answer the needs of their customers, only five per cent have committed to increasing their training budgets to address this.

“Whilst many organisations look to broaden their multi-channel offering, this places an added strain on agents who are then dealing with a greater number of channels.” said Brian Bannatyne, Kura’s Chief Executive. “While simple queries can be resolved through self-service offerings, more complex interactions across multiple channels would need to be handled by a well-trained agent.  If this interaction is dealt with poorly, it could have a serious impact on the customer relationship and future business prospects.”

 

Interestingly, according to the survey, the two skills most desired in contact centre agents of the future are the ability to handle multi-channel interactions (76%) and a high level of training to service complex interactions (59%) highlighting the increasing demands on contact centre agents.  This is supported by the fact that two-fifths of respondents believe that the primary purpose of today’s contact centre is to improve service by handling more complex requests.

“Based on the results of this study, most would agree that the days of the transactional contact centre are limited yet many are delaying the investment in agents that will be required to adequately service the customer of tomorrow.” added Brian Bannatyne.

“Not addressing this training deficit now will only cause greater frustration for agents and more problems down the line as the demands of the average customer continue to evolve.  At Kura, we do things differently, we’re not like other organisations, we’re building a unique culture that looks after people.  When you build a culture that looks after people, you grow people who look after customers.”

The key challenges identified by the contact centre professionals surveyed included ‘Increasing customer self-service’ (68%) and ‘Reducing customer effort’ (61%).

Participants in the research were from organisations in both the private and public sectors, including outsourcing organisations as well as in-house contact centres, responsible for different-sized operations.

 

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[1] These statistics are from new original research from CCA in partnership with KURA where 74 organisations shared their opinions on future service strategies – Oct, 2016.  The survey findings were analysed and interpreted in a desk research phase alongside contextual information from other sources including CCA’s research archive.

 

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Marina Stedman, Director Global Field Marketing, ClickSoftware, takes a look at the technology shaping the next phase of field service evolution...

The term Internet of Things (IoT), describes the inter-networking of physical and smart devices, items such as vehicles and buildings and even technology services. Connected interoperability across many devices, applications and infrastructure presents an opportunity for the field service industry to raise the bar on two key areas of field service: operational costs and customer satisfaction.

Operational Costs:

Increased connectivity within a field service operation fosters a predictive model for addressing possible equipment, infrastructure, machine or device failures. The ability to diagnose and address issues and undertake preventive maintenance is essential to saving time (and money) on service calls, cutting the number of service requests made and improving the first-time-fix rate.

Take a building’s HVAC system for example. With today’s increasingly unpredictable weather, warm one day and freezing the next, IoT sensors can monitor temperatures and simultaneously use historical service and on-line data to predict maintenance requirements, failure rates and climate trends. This data can be used to manage service and operational tasks, for example making sure a system is serviced before parts fail and before the first freeze occurs, cutting the risk of breakdown and reducing the need for field service intervention.

Customer Satisfaction

Cost, asset management and effective communication are key components to achieving the ultimate goal: ensuring customer satisfaction.

Customers are unhappy when they have to wait a long time for a service visit, wait in all day for an engineer to arrive or make multiple calls to find out the status of their job. If multiple service visits are needed before a problem can be fixed because the information required for a first time fix is not available, both customer satisfaction and business profitability are impacted.

IoT sensors in devices or infrastructure, linked to real-time scheduling and dispatch solutions can detect potential service outages and make sure that issues are fixed before they become critical. For instance, IoT sensors in a food vendor’s freezers could identify a potential fault and notify the manufacturer that it’s due for a service before the freezer breaks and the food spoils. The manufacturer can quickly schedule an engineer to visit and rectify the issue before the freezer breaks down, saving time and money for everyone.

The IoT technology that we envisaged only five years ago bears no resemblance to what can be done today and it won’t be long before machines will automate decisions and launch actions without human intervention.

3D Printing

3D printers use Computer Aided Design plans to mould thin layers of melted plastic, aluminium, and powders together to form shapes. They started off making simple things like models and toys, but today’s devices have the sophistication and capability to form replacement parts. Why is it then, that few, if any field service organisations currently fulfil field-based replacement part requirements with 3D printed spares?

Maybe they don’t feel that the technology is safe and reliable enough at the moment? This won’t always be the case - here are two things to think about for the future:

Speeding Spare Parts Fulfilment

Apart from people costs, spare parts management is one of the biggest areas of cost for a field service organisation. Anticipating parts demand is challenging, even with the most sophisticated field service software solutions and the rarer the part, the less likely a field service engineer will have it available on-site when needed. 3D printing will make it as cheap to produce single items as it is to produce thousands and introduces the possibility of directly manufacturing finished components on site - reducing inventory costs and speeding up job completion.

Improving First-time Fix Rate

Not having their problem resolved in one visit is a constant source of irritation to field service customers and research has found a direct correlation between first-time fix rates and customer satisfaction. (*Aberdeen Group Fixing First Time Fix) .

As lack of parts to fix the problem is the main reason field technicians visit a customer site twice, field-based 3D printing facilities could enable parts to be printed on-demand, improving first-time fix rate and positively impacting customer satisfaction ratings.

Imagine the Future

IoT sensors in devices send messages to fulfilment and dispatch when a part is at risk of failing.

A 3D printer creates the part and the job is automatically scheduled. The service engineer fixes the problem before the customer is aware of the issue and without any disruption to business or personal life. Sounds like science fiction, it won’t be a few years from now.

Looking for more tips, trends, and future field service technology advice? Check out the Technology section of Field Service Matters.

 

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Today’s market does not lend itself to brand loyalty, and with the growing commoditisation of services, field service organisations are increasingly finding they need to focus on customer experience to differentiate themselves from the competition writes Rachael Pullen of Leadent Service Cloud.

This doesn’t have to mean anything exciting or flashy – but it does mean thinking holistically about the customer’s experience.

If we’re honest, we’re all aware that despite a company’s best endeavours, systems will have glitches and humans will make mistakes. It happens. How you deal with it when it does, is what can make or break your brand’s reputation.

Recently, when I decided to re-fit my kitchen, I went all out and bought some new white goods from a well-known brand. The customer service was great, until my order arrived – without my oven. After an infuriating 30 minutes on the phone to the customer service department, through 3 different advisors, I was advised that the oven was out of stock and they wouldn’t be able to re-deliver for another 3 weeks.

 

At this point the brand in question had the opportunity to put things right, to appease my anger in some way and leave me feeling slightly better about the experience and the company. But instead they passed me from pillar to post, and now I am still waiting for them to reply to my complaint email about the incident.

The result? I re-ordered through a competitor.

The competitor did all the same things as the first – email confirmation, text message confirmation, 1-hour delivery window etc. But, when something went wrong - in this case the delivery driver was delayed by traffic - they rang to inform me. Gave me the option to reschedule if it wasn’t convenient.

Simple, but effective. A completely different customer experience.

As for the first brand – they’ve lost me as a customer forever. The second brand not only gained a customer, but I have recommended them to people I know and via social media – creating that marketing gold ‘word of mouth’ that service brands crave.

Whether it’s a consumer example like mine, or a business-to-business situation, the expectation of a seamless experience remains paramount for customers. Very few people or organisations are willing to put up with average service regardless of the product/service features they bought in the first place. So this is where service businesses gain their competitive advantage. But it’s not as simple as just wanting to provide a good service to customers. The processes and tools need to be in place to enable excellent service, in a cost effective way that won’t lead to a net increase in operating costs.

 

For field- and customer service managers, achieving that balance between cost and service is the ultimate goal. But a true focus on customer experience means taking it one step further; it’s not just about putting yourself in their shoes, but about collaborating. It’s thinking not just about the purchasing experience, but about everything that comes after and around that. It’s about recognising the myriad of other factors which can impact on the overall experience. Aspects such as appointment windows, first time fix, communications, and follow-ups are all components, but they need to be viewed holistically, rather than as isolated contact points. Achieve that and the benefits will flow in terms of customer satisfaction and cost.

In the world of service things sometimes go wrong, that’s life – how organisations respond and revive the customer’s experience is what really matters.

 

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We all know that customers are vital to any business, but they are increasingly so for a field service one writes Rachel Pullen of Leadent Service Cloud...

Customer satisfaction plays a key role in determining the success of your organisation, and connecting with your customers throughout their journey has never been more important, particularly now, when a positive customer experience is not just anticipated, but expected.

Luckily for us, technology is on our side and it’s made closing the loop of customer feedback that little bit easier. Field service management software allows us to talk to customers when they want and how they want, letting them choose the time, location and channel that is most convenient to them. It allows us to not only track feedback but action it.

If a field service organisation looks at the key issues affecting customer satisfaction they can often improve these factors with field service technology – transforming the mundane and often frustrating customer experience, into a social one with real time information and updates. Creating a ‘closed-loop’ feedback system gives businesses the ability to continue the conversation, whereas more traditional methods would end the conversation, or not start one at all.

By investing in a closed-loop style model, you not only differentiate yourself from your competitors, but maintain your customer’s loyalty, whilst in turn attracting new customers.

Follow our 5 key steps below to see how you can close the loop and improve your customers experience: 

Get to know your customers

In order to follow-up in a personal way, you need to know who the customer really is, as well as when and how to contact them. Having that information allows you to provide customers with the additional follow-up they want.

Be sociable

Don’t be afraid to use non-traditional methods such as social media. What once was a sales and marketing platform, is now a meeting place and can become a key part of your customer experience.

Automate for the win

In order to be truly effective, any customer satisfaction system should be automated to ensure you can make a swift follow-up. Instead of getting information and taking action days or even weeks later, an automated system collects customer’s feedback and alerts you in real-time when action is needed. This is the key to an optimised closed-loop system and can prove to be a critical feature when dealing with unhappy customers.

Transform your mindset

Closing the loop aims to give long-term improvements. By having a customer-centric mindset, closing the loop will ultimately solve the internal issues that are causing the customer problems in the first place. Don’t forget, this is not about simply tracking feedback, it’s about transforming your overall customer experience and building customer loyalty.

Take some action

Whilst traditional satisfaction surveys aim to collect measurements for things that you and your company care about; such as employee performance, or service speed, a closed-loop system will generally use open-ended questions that focus on the things that your customer cares about, and more importantly things that you can action.

By using the latest field service management tools, gathering customer feedback is easier than ever before. They help to create the loop, meaning you are able to learn from each interaction that you have with your customers. You can then use what you have learnt to improve your service, as well as what you offer, to keep you ahead of competitors.

The key message? If you start and end with the customer and keep them informed at every step of the way, then you’re onto a winner.

The future is clear – businesses who don’t embrace customer experience and close the loop will undoubtedly be left behind.

If you would like to find out more about how you can improve your customer experience using award winning field service software then visit www.leadentservicecloud.com

 

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UK consumers are increasingly standing up to poor performing service providers by purposely withholding payments, according to new research - with 48% saying they had withheld or defaulted on payments in the past as a result of poor customer service or billing issues.

The survey of 1,500 households, by Echo Managed Services, revealed a number of reasons for debt outside of consumers simply not having the financial means to pay. Almost 1 in 3 people hadn’t paid because the bill was incorrect or higher than expected; 14% because the bill was difficult to understand or there was a mix-up with it; and 6% because they’d received poor service. Just 28% of people said that late or non-payment was as a result of not having the means to pay.

The research also revealed that higher income households are less tolerant of poor service, with 1 in 10 of those earning more than £40,000 per annum having withheld payment for this reason in the past, compared to just 1% of those earning less than £10,000.

Understanding the importance of collecting outstanding payments Echo are now urging service providers to improve their billing processes and customer service standards, in order to mitigate some of the reasons behind avoidable debt and to avoid losing valuable customers in a market full of competition and choice.

 

 “There are many reasons why people might not pay a bill and although a lack of income would be the obvious reason, our research clearly indicates that these days debt cannot be attributed solely to financial circumstances. Consumers are now much more aware of their rights and have the freedom to exercise them. They might be less tolerant of poor customer service or inaccurate billing, or think that failing to pay won’t necessarily lead to debt collection procedures, for example,” said Monica Mackintosh, customer services director at Echo Managed Services.

“That’s why it’s so important to understand customers and their reasons for missing payments so that the debt can be mitigated before it becomes an issue, or be resolved as quickly as possible. Making sure bills are clear and accurate, regular pre-bill customer engagement, and early intervention such as payment reminders are essential.  In addition, a range of internal and external data sources can provide a strong indicator of customer behaviour and propensity to pay. But data alone does not provide the answer and should be used to support personable and empathetic customer service to ensure customers receive a positive experience” she added.

The report also revealed that although most customers do feel guilty about missed payments (59%), a surprising 3% think that regular debt is acceptable and 4% think it’s acceptable if they have more pressing needs, such as paying for an annual holiday. Over 1 in 4 think it’s acceptable to get into debt in extreme circumstances, while 6% think it isn’t an issue to be late with payments and that it causes no harm.

 

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Based on its recent analysis of the workforce management (WFM) solutions market, Frost & Sullivan have recognised Teleopti with the 2016 EMEA Frost & Sullivan Award for Customer Value Leadership.

Teleopti's pioneering work in the WFM market, backed by the outstanding customer value of its full-featured product set, has earned it an eminent position in the market. Its commitment to product innovation is highlighted by the richness of its features in all areas, from forecasting and scheduling to performance management and agent enablement.

Teleopti was an early mover in the WFM market, and is now one of the last of the pure-play WFM providers, allowing it to focus on improving WFM and not spread resources over the other areas of agent performance optimisation (APO). It has a powerful, flexible, versatile, best-of-breed WFM solution that meets the diverse needs of European and global markets. Its solutions are available on-premise and in the cloud, allowing companies of all sizes to choose the option that best fits their budgets.

"Being able to deliver its solution on-premise, the company has an advantage in countries that are reluctant to move to the cloud. However, as with the rest of the industry, Teleopti provides cloud-based alternatives as well,” said Frost & Sullivan Principal Analyst, Nancy Jamison. She added, "Teleopti mainly sold cloud to smaller companies, but in 2015, its cloud business won many more enterprise customers, including large centres with thousands of agents."

 

Being headquartered in Sweden, in a region with numerous countries and various labor laws, has given Teleopti knowledge of specific needs across different regions. For instance, for the Middle East market, Teleopti created a prayer planning function within its product that inserts breaks at the required times. The agent screens also accommodate differences in language — including reading from right to left — and regional calendars.

The company differentiates itself through its consulting model and staffing tenured consultants with expertise in contact centres.

Customer engagements start with pre-installation analysis, but a critical component of the engagement is that the consultant sticks with the customer for the first half year after implementation, before handing off to a post-sales support team. This model tends to be expensive, but it has paid off for Teleopti by ensuring long-term customer satisfaction.

"Teleopti has been successful in its attempts to deliver top-class ownership experience, as evidenced by 9 out of 10 of Teleopti’s customers recommending the solution to others," noted Ms. Jamison. "Furthermore, customers have come to expect speed of innovation from the company. In the past 18 months, it has released six new feature modules, ranging from product integration with third-party suppliers to features that directly affect the agents, such as a notification system, talent management, advanced training planning, and overtime availability."

 

The company also places due emphasis on employee satisfaction, providing easy-to-use and visually appealing access for agents on mobile devices, supporting shift trading or requesting time off no matter where they are. Gamification is another key area designed to keep employees motivated and engaged.

Significantly, the company’s offerings have attracted notable partners, including system integrator and value-added reseller partners normally found in the ranks of well-established contact centre players. Longstanding partnerships with companies such as ZOOM International, ASC, and Telstrat enable Teleopti to go head-to-head against the more entrenched WFO suite providers.

Overall, strategic partnerships and a rich product line have ensured customer loyalty and profitability for Teleopti, making it a name to be reckoned with in the EMEA WFM market.

Each year, Frost & Sullivan presents this award to the company that has demonstrated excellence in implementing strategies that proactively create value for its customers with a focus on improving the return on the investment that customers make in its services or products. The award recognizes the company's inordinate focus on enhancing the value that its customers receive, beyond simply good customer service, leading to improved customer retention and, ultimately, customer base expansion.

Frost & Sullivan’s Best Practices Awards recognise companies in a variety of regional and global markets for outstanding achievement in areas such as leadership, technological innovation, customer service, and product development. Industry analysts compare market participants and measure performance through in-depth interviews, analysis, and extensive secondary research.

 

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Nick Frank, Founding Partner at Si2, discusses the importance of understanding the metrics you are measuring to asses both internal performance and external perceptions of your service delivery in the eyes of your customers, and how the two are closely aligned...

Despite the bigger plan, do you find that the barrage of every day problems and deliverables makes it difficult to achieve your vision?

Most of us are driven by the everyday objectives of our boss, organisation and stakeholders.

The best performing leaders are not only able to deliver tactical results, they seem to be able to rise above the daily noise of business, see the bigger picture and figure out how those small wins can be turned from haphazard steps into a coordinated journey.

A key challenge is that ‘service’ is a business in its own right.

To be successful, all elements of a business have to be coordinated and managed from sales, to operations, finance to people as well as resources.

Put this in the context of a working business, where different levels of capability and maturity will exist in the organisation, and it can be pretty hard to figure out where your priorities lie. One way is for leaders to constantly see their challenges in relation to the whole business, so that they keep a perspective on how these elements fit together.

For example one could view a service business as requiring four essential elements to be successful:

[ordered_list style="decimal"]

1. Value: Do you deeply understand the experience and value outcomes you deliver to the customer within the industry value chain? Have you clearly defined your business model and how you will organise your business to deliver success?
2. Go To Market: Are you effective at creating and selling products, services and solutions that can access this value?
3. Service Delivery: Can your operations consistently and profitably deliver services to the expectations of the customer?
4. Plan / Leadership: Is there an explicit plan that is financially backed and supported by the organisations leadership?

[/ordered_list]

Although a pretty straightforward way of thinking, most managers can get caught up in the everyday activities and lose sight of the bigger picture. To illustrate this, lets look at one of today’s hot topics, ‘How to maximise the potential of the Internet of Things(IoT)?’

Many companies are still confused as to what the IoT means for them, especially as most commentators are also struggling to see how companies can move themselves forward in a practical pragmatic manner.

We see lots of ideas and case studies focused on what the potential could be, but few suggestions on how to achieve the goal.

Perhaps companies should first focus on the ‘Value’ that the IoT capability can bring to their customer’s value chain as well as their own bottom line.

This goes deeper than customer needs. It is important to understand what makes customers successful in terms of growth and profit within the industry value chain. Then it is possible to identify the expertise or data that can be generated to make a difference to the customer’s profitability.

As companies explore value, they will start to want to try ideas out, perhaps a few very low key pilot projects with customers, to open their minds up to new opportunities and potentially business models.

For a product company, this could really start to challenge their ‘Go-To’ market thinking. The fact that piloting propositions for services is an important part of their design process runs contrary to many product development processes.

The pilot process will also impact the ‘Service Delivery’ operations that must consistently and profitably deliver the value proposition.

In particular with digital technologies, having the software and analytical expertise in house to develop robust solutions is often a challenge to be overcome.

Increasingly it is necessary to work with partners or even as part of an inter-dependent ecosystem.

 

Lastly and most importantly, it is critical to have a ‘Plan’ that is backed by the leadership with a commitment to resources.

Probably the biggest frustration from managers driving change is that great ideas do not receive the resources they need due to short-term budgetary reasons.

What we see is that even in this relatively high level simplistic example, there are a complex interacting set of factors that leaders, as drivers of change, have to manage in parallel.

This complexity is a fact of life and will not go away.

This is why a factor that makes top performing managers successful, is having a perspective of how the daily grind fits into the big picture.

An even simpler way of cutting through the confusion of developing a services business can be summed up by a Steve Jobs quote:

‘You’ve got to start with Customer Experience and work back towards the technology, not the other way around'

 

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Want to know more? Nick can be contacted on nick.frank@Si2partners.com. Si2 On-Demand is a unique advisory and support service that enables top performing leaders to solve problems and get things done, as and when required

See our website at www.si2partners.com or gain insights on our blog ServiceInIndustry.com

 

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