Critical Trends Driving Digital Transformation in Field Service

Jun 19, 2020 • Features • Michael Blumberg • Digital Transformation • worldwide

Following an appearance on the Field Service Podcast discussing digital transformation Michael Blumberg from Mize outlines some of the reasons why service leaders should be implementing their own digital journey, particularly in these unprecedented...

Digital transformation (DX) is the process of using digital technologies to create new — or modify existing — business processes., culture and customer experiences to meet changing business and market requirements.

Digital Transformation in service

DX has gained increased attention among Field Service Leaders because it results in many benefits, including but not limited to:

Improved process efficiencies:

For example, DX initiatives have led to a reduction in paperwork by Field Service Engineers (FSEs) and an elimination of telephone calls to technical support personnel.

Increased productivity

DX automates manual activities and brings data and information to the hands of FSEs. As a result, FSEs are more productive. Less time searching for data and completing forms means more time in the field, and more call completed per day.

Real-time data-driven decisions

DX initiatives make it possible for Field Service Organization (FSOs) to forecast demand, predict and anticipate service events accurately.

Stakeholder enablement

Through DX, companies can extend the reach of corporate systems and infrastructure to business partners, dealer channels, and service provider networks so they can optimize service delivery and maximize Customer Lifetime Value (LTV). Employees can have tools they need to manage their day, improve performance, and generate additional revenue.

New business models

IoT enabled services, and Servitization models could not be possible without DX.

Ultimately, these benefits result in higher-margin revenue, and improved Customer Experience (CX) will, in turn, leads to a larger market share and improve customer retention for FSOs.

Stakeholders Driving DX

There are two groups of stakeholders that are driving DX. The first group is end-user customers. We now live in always-on, always-connected, "let's do business now" economy. Customers see the impact of DX in other industries and expect the same in Field Service. Also, customers have no tolerance for uncertainty or surprises. At issue, Field Service is full of uncertainties and surprises. DX helps mitigate these issues. For example, DX enables the Uberization of Field Service, making it possible for the customer to obtain real-time notification of when the FSE will arrive at the customer site and the route the FSEs are taking to the site.

The second group of stakeholders is business partners such as the resellers/dealers, service provider networks, and suppliers. These parties operate as independent entities. However, the Manufacturer relies on them to provide to deliver exceptional service, maintain customer loyalty, and generate high margin revenue. By implementing DX initiatives that support these stakeholders, the Manufacturer helps itself protect its brand. For example, providing resellers with online access to parts catalogs, inventory availability, and knowledge resources ensures their technician achieve a high first-time fix rate when they are providing service on the Manufacturer's brand.

Level of DX Adoption in Field Service

DX implementations within the Field Service Industry aligns with overall technology trends we are observing across all industries. According to a recent study by Dell Technologies, 78% of participants say DX should be more widespread within their organization. Despite the vast potential of DX, most companies are just scratching the surface in terms of what they can achieve through DX. Many businesspeople have concerns about whether their companies can effectively execute DX on time. They believe there is a limited window of opportunity before their companies may become irrelevant. Roughly half (51%) of the respondents in the Dell Technologies study indicate their companies will struggle to meet customer demands, and 49% worry their organization won't prove trustworthy in the next five years if they don't fully implement DX initiatives.

Underserved Segments

Quite often, when we hear about DX projects, the focus is often on use cases associated with concepts like Uberization of Service, Predictive, and Proactive Service enabled by IoT. These projects are significant and represent the future. However, they require a substantial investment in time and capital. Not every company is ready or able to pursue these types of strategies, and as evidenced by the market research, we shared in this article. On the other hand, there are a couple of low hanging opportunities that companies can pursue that can be implemented relatively quickly and provide a "good bang for the buck," For example:

Online portals for customers, channel partners, and suppliers to initiate or respond to requests (e.g., work orders, support tickets, RMAs), observe the status of activities and track financial and operational KPIs

Electronic Forms to automate and streamline data capture
Electronic Parts Catalogs to look-up, find, and order parts
Unified Knowledge Platforms that make it easier for technicians and channel parts to find knowledge artifacts that may found in disparate applications and databases

FSOs should not take these types of solutions for granted as they can result in significant ROI, a better service experience, and higher customer retention.

Why is now the right time?

At the time of writing this article, COVID-19 has forced companies to implement contingency plans to keep their customers and employees safe and ensure their products and services get delivered on time. Companies who have implemented DX are likely to be nimbler in adapting to new realities created by the virus. Remote Support, Proactive Service, Same Day/Next Day delivery…all made possible through DX, have now become the standard model of service during these times of social distancing and self-quarantine.

There are, of course, many other reasons why FSOs might want to accelerate their DX initiatives. First and foremost is the technology is readily available and doesn't require a large capital outlay because it is available on a subscription basis. Second, the economics are favorable. DX initiatives have proven to have a high ROI and rapid payback. Third, DX initiatives have a positive impact on customer retention and loyalty. Fourth, competitive forces and consumer preferences will dictate it. Fifth, it is a good hedge against economic uncertainty.

DX is a journey that all service professionals should be contemplating if they haven't already.

EE, Nokia Plan World’s First Air-to-Ground LTE for Emergency Services

Jun 19, 2020 • News • Nokia • Digital Transformation • Emergency Services • BT • EMEA • Mobile Broadband

EE, part of BT Group, today announced it has signed an agreement with Nokia to build an industry-first nationwide 4G LTE Air-to-Ground network for the emergency services across Great Britain. The pioneering new 4G network will enable uninterrupted high speed broadband coverage for emergency service personnel working above ground from 500 feet up to 10,000 feet.

As part of the agreement, EE and Nokia will enable mission-critical network coverage for emergency services that will be the world’s first use case utilising commercial 4G LTE broadband services in its field.

THE ROLE OF FIELD SERVICE IN MOBILE BROADBAND FOR EMERGENCY SERVICES

The 4G LTE Air-to-Ground network will provide seamless connectivity between ground operations and air, connecting people, sensors, aircraft and helicopters with the highest security and reliability. Over 300,000 emergency service personnel will benefit from the Emergency Services Network (ESN) designed to facilitate uninterrupted coverage allowing emergency services the capability to communicate with their airborne colleagues.

As part of the agreement, EE will provide the active network equipment for a full reference facility, and an initial seven site trial network. Following the trial, EE will deploy the network equipment in over 80 Home Office acquired cell sites across the UK. Nokia will provide design support, network equipment, installation and commissioning services to ensure timely delivery of the ESN 4G LTE Air-to-Ground network.

The first trial of the 4G LTE Air-to-Ground network will take place over the coming months in North Wales and London, enabling EE, Nokia and the Home Office to test the hardware capability over different terrain along with the hardware deployment process, the software capability, and the operational support of the complete Air-to-Ground service, prior to the roll out of the final Air-to-Ground network.

“We’re thrilled to partner with Nokia to build a first-in-class and ground-breaking 4G Air-to-Ground network for emergency services across the UK. Our deployment of this reinforces our network leadership as the UK’s biggest and fastest mobile network, and harnesses Nokia’s deep expertise in network equipment and installation of an Air-to-Ground solution,” says Richard Harrap, Managing Director ESN at EE.

“With the help of this first ever Air-to-Ground network using commercial LTE, emergency services personnel will be able to rely on uninterrupted communications nationwide. This project and its deployment are a perfect example of the type of innovative solutions Nokia, together with our customers, can provide to the public sector”, says Cormac Whelan, CEO UK & Ireland at Nokia.

How Digitalisation Has Accelerated Since Covid-19 (Podcast Highlights)

Jun 16, 2020 • Features • Digital Transformation • Salesforce • The Field Service Podcast • Covid-19 • michael kuebel

Michael Kuebel of Salesforce talks to the Kris Oldland, Field Service News about the massive lens the pandemic has shone on the need for digital transformation in the field service sector and how the pandemic has accelerated digital transformation

FieldServiceNews · How Digital Transformation Has Accelerated Since Covid-19

Want to hear more head over to our podcast library @ www.fieldservicenews.com/podcasts and look for Series Five, Episode Three 'Adaptability, Customer-Centricity and Recovery ft. Lukas Fahnroth & Michael Kuebel'

Digital Transformation - The Silver Lining of Covid-19?

One of the major upshots and a significant silver lining to all of the hardship we have been through in the last few months is the major acceleration of digital transformation projects across all industries within the field service sector.

But just how much has digital transformation changed in terms of the magnitude and importance of the programs that we were all undertaking in some form prior to the COVID-19 pandemic?

But how have these projects changed? Just how dramatically have they been accelerated and what does that mean for the field service sector?

One man who has a deep level of experience of digital transformation within the field service sector is Michael Kuebel, Senior Director of Product Management, Salesforce. With an impressive career spanning both sides of the field service sector, with various senior field service management roles as well helping other field service organisations with their own digitalisation journey in his role with Salesforce, Kuebel has an ingrained knowledge of the role modern digital solutions can play in enhancing service delivery.

"The key word here is how do we understand digital transformation”, Kuebel commented on a recent episode of the Field Service Podcast.

"Where does the digitalisation journey actually start? You know, when we approach our customers, especially on the field service side, very often the predominant setup from the past involves very siloed organisations in terms of applications but also in terms of processes. So you may have a service call centre that doesn't have too much information about the customer because it might be disconnected to sales. You may have a customer that has one or maximum two channels so you can either call or send an email but hardly any portals or tracking.

"I think if COVID-19 told us something, it is that the most important translation of digital transformation is to have the customer in the middle. Essentially, to have customer success as the paramount target behind all digitalisation efforts..."

-Michael Kuebel, Salesforce

"Then on the other side of the equation you have engineers - that in some places until recently even we're still outgoing with pen and paper and with only a very rough understanding what they are supposed to do. By this I mean they would have no information about asset history or even customer background or customer understanding. This is something that has been widely understood and so in many companies [these silos] has been the initiation for saying we need to go into a digital transformation in field service as well.

"Very often we see that field service is one of the last silos to overcome, just because it has been very much seen as a pure technical function. These were the guys that repair something if it's broken. But most companies now understand that field service has a different role. It has the role of creating revenue and profitability and has a super important role on customer experience and the customer journey. In fact, it is developing into one of the main, if not the main USP within an organisation.

"Service is one of the main reasons customers stay loyal to a brand or a product and that's understood by many organisations. This is why I think the digitalisation journey has started already in most organisations a couple of years ago," Kuebel adds.

However, while many if not all of us were on the digital transformation journey in one shape or another before the pandemic, the acceleration of such projects has been dramatic as a result of the necessity for new thinking during a period of ongoing uncertainty as global borders came crashing down and the lockdowns ensued. However, Kuebel believes there is another even more important learning we can take away from the last few months.

"I think if COVID-19 told us something, it is that the most important translation of digital transformation is to have the customer in the middle. Essentially, to have customer success as the paramount target behind all digitalisation efforts," he explained.

"We want to make sure that our customers are in the middle and we have a 360 degree view of them. They can book engineers, track engineers, find the data online through an app or through chat or WhatsApp etc.

“We must have intelligent scheduling optimisation and the customer must have visibility on where the engineer is. Equally, the engineer himself must have visibility on all the customer history, the asset history, and access to information and knowledge. So they also have a 360 degree view around the customer, including being connected via devices and so on.

"This has all been on the long list of strategy before Covid-19 but the virus told us basically to fast forward a couple of years within a couple of weeks, and make all these things happen. I've seen so many examples where customers have been putting something on track that they actually were planning for the long term and just launched it."

This is an excellent insight as one of the needs for solutions today, has resulted in a shift in mindset so we no longer look for the perfect solution, but the best solution that can help us now and we can refine it as we progress. Perhaps this is the first big learning of the new normal?

Italian Field Service Management Solution Provider Expand US Footprint

Jun 15, 2020 • News • Augmented Reality • Digital Transformation • Field Service Management Software • OverIT • EMEA • north america

As part of its go-to-market initiatives, and in response to strong demand for its products, OverIT, a global leader in Field Service Management and Augmented Collaboration solutions, has opened its second location in North America in Miami, Florida. The new office will become the US Headquarters, as the company plans to triple its US-based headcount by the end of 2020.

OverIT Accelerates North America Expansion to Meet Growing Demand for Asset-Intensive Field Service Management and Augmented & Virtual Reality Collaboration Solutions.

During the past twenty years, OverIT has been reshaping the operational processes of over 200 Fortune 500 companies. Their goal has always been simple: leading their clients into a new Field Service Management era, where on-field tasks are carried out efficiently, safely, and increasingly hands-free. Given the extraordinary results achieved in FY 2019, and the gap left in the market after vendor consolidation, increasing their international presence is a priority to sustain the ever-increasing demand for their solutions.

“Given the increased demand for our products in United States and Canada”, said Marco Zanuttini, CEO at OverIT, “we have invested heavily in our US subsidiary, growing it over 300% during the past six months. Our company is aiming at top industry leaders and has already hired a new SVP and General Manager for Americas, to guide the business during this new period for the subsidiary. Also, even though North America is the main focus in our strategic expansion plans, we are also in the process of drastically increasing our presence in the UK and Australia by opening up new offices to support efforts in those regions.”

Turbulent Times Require Serious Solutions

Jun 12, 2020 • Features • 3D printing • Augmented Reality • Digital Transformation • Parts Pricing and Logistics • worldwide

Covid-19 has changed the world, Service leaders have to look beyond "business as usual" and find new ways to operate. Developing new solutions, delivered via strong leadership, is key to continuity. Bill Pollock explains...

While many would argue that a serious marketing and business development action plan is required at all times, this is especially true during turbulent times. During historical boom economic growth periods, post-war recoveries and peacetime economic expansions, it seemed that virtually any half-hearted marketing or business development activities led to continuing business growth.

However, when the going gets rough, there are two key factors that all services organisations must keep in mind:

Life – and business – still go on, but
Customers have neither the time nor the inclination to mess around.

Field Service Strategy During and Post-Pandemic

The compound events of the sudden and unexpected spread of the Coronavirus, and the subsequent crash of the global economic markets have temporarily brought the world, and its businesses, to a stunned and sudden standstill. There is no longer “business (or life) as usual”. Many citizens are now “sheltered at home”, either voluntarily, or mandated by their respective governments. There is also an increasing realisation that life as we knew it would no longer be the same. As a result, neither would field services – nor services of any kind!

Already, there are many facets of the traditional services delivery model that have changed forever. However, workers will continue to use their computers, tablets and smartphones to get their day-to-day jobs done. The mobile workforce will become increasingly mobile – as will the pre-Coronavirus office workforce. As such, networks and carriers will become even more important components of the customer and field technician communications processes than ever before.

Payments will still need to be made, although there are likely to be less ATM transactions, as they will likely be replaced by an increase in online payments via the Internet, Apple Pay, PayPal, Venmo and the like. Chipped credit and debit cards were supposed to slowly replace the older magnetic strip cards; however, this transformation has been accelerated by the Coronavirus pandemic, where more and more payments will now be made via “tap” or “wave”, instead of swipe, insert or hand-to-hand transfers of cards or cash with human clerks.

Patients will still go for MRIs, CT-scans and surgical procedures – but, at least temporarily, not so much for elective surgeries or non-life-threatening medical situations. Milk will still be processed. Pharmaceuticals will be manufactured. Textiles will be sewn. And services organisations will still be called upon to support their customers, dealers and end users with a full array of new and steadily evolving services.

When you think about it, everything that we do in the services industry still needs to get done – especially in these turbulent times. In many ways, we are all doing the same things as we did pre-Coronavirus – although now, there is an extra measure of importance in everything we do, every step we take, and every customer we support. It’s just going to be different! And remain different!

"This may also be a good time to strengthen your own organisation’s relationships amongst its strategic partners..."

As recently as just a few months ago, undoubtedly, we were all dealing with customers (or vendors) who, for whatever reasons, simply strove to meet “acceptable” levels of service delivery performance and customer satisfaction. Some had internal goals, objectives or mandates that needed to be met; while others simply wanted to improve existing levels of customer satisfaction to “keep up with the Joneses”. Now, everything is different. The stakes are suddenly higher.

Every business, everywhere in the civilized world, now requires the highest levels of B2B (and, increasingly, B2C) support from its cadre of vendors and partners – no matter whether the support required is on-site break/fix, helpdesk or preventive maintenance; or systems integration, consulting or professional services. However, increasingly, there has been (and is now virtually mandated) a rapidly-moving transformation away from the traditional on-site, “hands-on” approach (whether supported by Augmented Reality or not) to a “hands off” approach where service and support is, instead, provided via Predictive Diagnostics, Remote Diagnostics/Maintenance, and now – Remote Expertise.

3D Printing within the Field Service Supply Chain?

Further, “last year’s technologies”, such as 3D Printing, have been propelled directly into the forefront of Parts & Inventory Management as global businesses have relied heavily on the ad hoc ability to manufacture parts – on-site, and immediately – to support local medical and related emergencies. Most analysts agree that 3D Printing will fast become a mainstay of parts and inventory management as quality continues to improve and costs come down further.

In today’s tense environment when an unforeseen development can bring air travel and mail service to a sudden halt, thereby stopping parts shipments or freezing deliveries; send unexpectedly high numbers of people to medical centers for tests, evaluation and possible hospitalisation; or disrupt field service operations as otherwise would-be mobile workers sit “sheltered at home” until they are permitted, once again, to make service calls on-site, there is a renewed need for services “above and beyond the call of duty” to support what used to be “business as usual”.

But how can this be done?

Quite simply, it will involve ramping up the types of services and support products that have been historically marketed to a higher level of contingency-based support as well. This may also be a good time to strengthen your own organisation’s relationships amongst its strategic partners. For example, whatever your company’s portfolio of service and support products may have been historically, now would be a propitious time to refocus it around professional services including contingency planning, business continuity and disaster recovery, etc. And, if you already provide these types of services yourself, now is the time to promote them more heavily to the marketplace. However, if you don’t – now may be the right time to find yourself a strategic partner in those fields with which to “piggyback”, or joint market, your services.

"Whatever happens from this point on, the world has changed..."

Customers, who only a few months ago, were primarily concerned with hardware, software and helpdesk support, are now also talking about contingency planning, business continuity and disaster recovery. Terms like “high availability” and “hot sites” have been around, it seems, almost forever. However, with the advent and proliferation of the Coronavirus pandemic, they are now “top of mind” for many businesses, and no longer on the “back burner”. Are these the types of professional services that are also “top of mind” to the marketplace when they think of your organisation? If not, what can you do to make it so?

The Critical Rise of Augmented Reality

Field service solution providers that did not offer an Augmented Reality (AR) or Merged Reality (MR) component to their respective portfolio of offerings yesterday, were still credible alternatives for supporting your organisation’s field operations – but, not any longer! If your services organisation is looking for a credible FSM solution today, you should only be considering those powered by the Internet of Things (IoT), and built on a foundation of AR/MR, Artificial Intelligence (AI) and Machine Learning.

However, AR/MR is mostly helpful for empowering on-site field technicians to perform the “fix” quicker, without mistakes, and without the need to carry pounds of paper or electronic schematics with them as they drive to the customer site – but they still need to drive to the customer site! Although an AR/MR solution is essentially resident in the Cloud, it still requires “feet on the street”!

One alternative would be to train the customer/user to AR/MR to perform the “fix” themselves – but this reflects an age-old conundrum as to how much power do you want to give to the customer? How much can they be trusted to make the “fix” correctly, and without damaging anything, or taking the equipment out of warranty? What about regulatory requirements, particularly in the medical/healthcare and other highly-regulated industry segments? There will need to be an orderly progression to allow some – but not all – customers to add this capability to their self-help capabilities. This is where Remote Expertise can be of great value, incorporating such features as a “virtual” technician on-screen presence, repair instructions shown via superimposed human hands, and on-screen telestration (i.e., similar to a sports commentator’s on-screen annotations during a football match, etc.).

Whatever happens from this point on, the world has changed. The way of conducting business has also changed; however, the way of supporting businesses with the services and support they require to satisfy their customers has not – it just got a lot more complicated, and, perhaps, a bit more serious. With this increased seriousness, we can “kiss goodbye” all those meaningless and frivolous attempts to “bundle” our existing services products into a “new” branded package, or otherwise try to disguise our “same old, same old” offerings by thrusting them into a tiered, or “bullion” packaging portfolio (i.e., Platinum, Gold, Silver, Bronze, etc. – that would be so 1990’s). Our customers have always been too smart for that anyway!

What the market wants – and needs – is an honest and forthright offering of service and support that will give them one less thing to worry about as they attempt to meet their immediate struggles, and their customers’ quickly evolving needs in this “new” – and very different – world.

Turbulent times require a serious approach, plus serious marketing and promotion – and it doesn’t get much more turbulent than this! We owe it to our customers, ourselves and our respective communities to rise to the occasion, and ensure that we can provide the services and support that our customers require immediately, as well as in the short-, mid- and longer-term. Services marketing and business development have never been more serious.

Leadership: Lessons Learnt from the Pandemic

Jun 10, 2020 • Features • Digital Transformation • Covid-19 • Leadership and Strategy

Nick Frank like many has been spending more time with his young family during the pandemic and says there is much to learn from a child's perspective as we move through and beyond Covid-19 in service.

"You have brains in your head. You have feet in your shoes.

You can steer yourself any direction you choose..."

- Dr. Seuss

Dr Seuss children’s books are famous the world over and as many of us mix work with home schooling, we can appreciate there is so much to learn from a children’s view of the world. Maybe you are now getting to the point where you can start to learn the lessons from your pandemic experience. Maybe you are now getting to the point where you can start to learn the lessons from your pandemic experience.

5 LEarnings the Field Service Sector Can Take From the Covid-19 Crisis

Here are the top five lessons learned we have heard, which I am sure will be added to in the coming months:

1. We can move fast when we want to!

It has been amazing at how fast companies have adapted to working remotely and in a new operating reality. One manager we talked to told us how a major equipment manufacturer rolled out an Augmented Reality Solution in 3 days, taking risks that they never would have thought in the pre-COVID 19 world. It just goes to show what organisations can do when they have clear vision and purpose.

Talking to a cross section of managers, it also becomes clear that the most successful had already been building a culture of flexible working and innovation. This has allowed them to react effectively to the challenge. One hopes these successes should re-enforce companies’ ‘can-do’ beliefs and increase the pace of innovation. Although the road has been tougher for those conservative companies who have been slower to embrace digital technology, the cliff edge nature of the crisis has created the ‘burning platform’ required to drive change. For these companies it will be a real leadership test if they can take the bold decisions required to increase their dynamism and not revert back to type.

2. Communicate, communicate and communicate is a vital success factor

Research has shown that those organisations that are most successful at thriving in difficult situations, do so because they have the support of their stakeholders. In this crisis, we continually hear leaders talk about the importance of communication to employees and customers. Remote working has forced managers and team members to review not only how they talk to each other but recognise why communication is so important!

It has also forced many companies to think more deeply about their customers success and even the success of their industry. Working with their stakeholders to make tough decisions about what can and cannot happen. For example, how to solve customer issues without having and engineer on site. We even spoke to an Aerospace Maintenance Solution provider who decided to offer free of charge their Helpline to their competitors’ customers, because they had the capability and these customers needed support.

3. Flexibility and Agility are key to survival

What has surprised me is how many industrial companies have somehow kept moving ahead and utilising their field resources. Although most are running below capacity, many have been agile and fortunate enough to maximise resources. Some examples:

Print equipment manufacturer switching service resources to priority industry such as food packaging
Switching field staff to technical support roles
Using down time for product training and even role out of new service systems
Working with employees around using vacation time to minimize the economic impact.

A challenge for many is how to incorporate this new found agility into the culture of the company in a sustainable way.

4. Gaining a true understanding of the value of digitalisation

Many companies have had a crash course in Digital. Not so much in the technology itself but the value of the technology. For many OEM’s it is understanding how it is possible to solve customer problems through remote/digital access, having a 360 degree view of the customer situation from the home office or simply how to work collaboratively as a team.

From the customer side there is a greater appreciation of how technology can be used to keep their plants running or become more effective. Where IT security was a concern, perhaps now greater effort will be made to allay these worries.
For all parties a new openness to the use of technology presents a great opportunity to change the way we work together.

5. The best prepared have naturally built resilience into people and organisations

One of the major lessons learned has been to see the difference between a fear driven reactive approach to dealing with crisis, to one that comes from an inner resilience and is more step by step. Those with the latter mindset, in a strange way welcome the crisis as it has reinforced what their companies have to get right to survive. They perceive the change in attitude to risk, digitisation and people as a tremendous opportunity to be grasped.

As we speak, we are seeing new commercial and leadership learnings starting to evolve. However, it is clear that the companies that build on these lessons will emerge from this pandemic crisis stronger, fitter and more agile. NOW is an exciting time to be in business as we must scale new heights in innovation and effectiveness in order to survive.

What do we do now?

Jun 09, 2020 • Features • Artificial intelligence • Research • Digital Transformation • Covid-19 • RevTwo

Things seem to be slowly loosening up. How is your service and support team gearing for how to best support your customers moving forward? Would you like to know what your peers are thinking? Dave Bennet, VP RevTwo and his colleagues are hosting a...

Take part in the survey now by clicking the following link https://www.surveymonkey.com/r/fieldserviceprioritiespostCOVID19

Building the New Normal of Field Service

As we talk to service organizations, different technologies are getting a closer look now more than ever. We can group their post-COVID technology thinking into these areas:

Do more Remotely. There are a bunch of tools out there that enable an expert to talk to and see what someone in front of a machine is doing. They can use their own expertise to tell the user what to do. Some are just using the equivalent of Apple’s FaceTime.
Artificial Intelligence. Using AI to help call center agents, field service engineers and even end users to help solve problems, with the goal of reducing site visits and improving repair efficiency. Some AI solutions focus on call center, some focus on the end user. Some are web based, some aren’t. Some can be used offline. Some use bot technology.
Augmented Reality/Merged Reality. There are tools that enable an expert far away to actually draw or input on a screen with a person in front of a machine so they can not only tell the user what to do but show them how to do it.
Building up Organizational knowledge. Companies that don’t didn’t have troubleshooting guides for their equipment are now building them. Some are beefing up their knowledge bases so that they have articles that provide more reach and cover more problems. Some companies are actually building their own “learning tools”.
There is even more of an emphasis on implementing more training and apprenticeship programs. The Silver Tsunami was seen as a challenge before COVID. Now the pandemic has brought this problem to the forefront. How to leverage expertise, from supporting customers to training customers and technicians, will be an important component of any strategy moving forward.

As a technology partner for service organizations, we have also noticed that buyer behavior is a little more uneven than before. Some organizations have decided to “pull in their horns” and wait for things to settle down. These organizations are generally waiting to see what the others do. The “Early Adaptors” are rapidly investing in these technologies because they have always been the first to buy.

The founders of RevTwo have more than 80 years’ collective experience working with service and support organizations such as yours. We certainly have our own opinions on what you should be doing to adapt to the post-COVID world.

But we (and everyone else) want to know what you think. So we put together a simple 10 question survey to try and find out. It timed out at about 2.5 minutes to complete. Please take the time to do so, and we will publish the results in our next post. Your organization as well as your customers can benefit by understanding how the rest of us are planning to deal with this new reality.

Take part in the survey now by clicking the following link https://www.surveymonkey.com/r/fieldserviceprioritiespostCOVID19

RuggON Launches Rugged Monitor CHASER for In-Vehicle Applications

Jun 09, 2020 • Hardware • News • Digital Transformation • fleet management • RuggON • APAC • Field Service Hardware

Taipei, Taiwan – June 8, 2020 –RuggON Corporation, a leading provider of rugged mobile computing solutions, has rolled out the compact rugged touch monitor CHASER to serve the needs of increased mobile productivity and efficiency.

Designed to function in a road vehicle, CHASER comes with MIL-STD-810H certification to withstand shock and vibration, while offering a wide 9-36 VDC power input compliant with ISO7637-2.

The Efficient Solution for Utmost Convenience

With user-friendly I/O design, CHASER is no doubt the perfect mobile and multifunctional workstation for industrial vehicles. Keeping workplace ergonomics in mind, the monitor is specifically designed with a USB port at top, making it convenient for plug in/out and system service and maintenance. In line with the proactive mindset, the 1000 nits sunlight readable display with optional anti-reflective coating delivers an optimal viewing experience and reduce eye strain for a more comfortable and productive workflow.

Creating Desktop Experience with Ease

Connecting to smartphones through USB Type C, CHASER gives on-duty mobile workers indescribable desktop experience on DeX with a large screen and extended keyboard. Outfitted with rich USB ports, it allows easy connection to multiple peripheral devices without using a hub, while providing a physical button for switch between two different input sources. CHASER makes everything you need at fingertips as if in an office environment.

Space and Safety

Designed with downward USB ports and smart lock brackets, CHASER minimizes the plug in/out difficulty and possibility of cable entanglement for uncompromising safety and a neat cabin space. The black-out button for turning on/off screen backlights intends to avoid driver distraction and conceal information at critical moments.

IoT Partnership to Support Telecoms' Service Digital Transformation

Jun 02, 2020 • News • Digital Transformation • Internet of Things • Software AG • Telco • worldwide

Software AG and Tech Mahindra Partner to Deliver Internet of Things (IoT) and analytics innovation for Telco sector accelerating digital transformation and enhance service offerings.

The new partnership will see Software AG’s Cumulocity IoT and webMethods Integration Platforms integrated with Tech Mahindra’s IoT framework to support telecommunications customers.

Accelerating Digital Transformation in Service

Working together, Software AG and Tech Mahindra will provide Internet of Things (IoT), analytics and integration technologies, services and support. This will enable communications service providers (CSPs) and manufacturers to drive digital transformation efficiently, quickly and with maximum impact for their customers, employees and business.

Vikram Nair, President, Europe, Middle East and Africa (EMEA), Tech Mahindra, said: “As part of our TechMNxT charter, we are constantly looking to expand our partner ecosystem by connecting with industry-leading companies. This partnership will strengthen our existing relationship with Software AG, and will enable our CSPs to accelerate the roll-out of digital solutions empowered with advanced IoT solutions.”

As CSPs increasingly move towards more data-driven and value-added services revenues, powered by intelligent networks, they require substantial systems integration and solutions development work that can be best provided by Tech Mahindra and Software AG.

John Schweitzer, Chief Revenue Officer, Software AG, said “Our joint solutions will help CSPs to accelerate the rollout of new advanced IoT offerings. Working with Tech Mahindra, we have made it easier than ever for CSPs to build stronger integration with OSS, BSS and other parts of telecommunications enterprise systems. This will allow CSPs to roll out new advanced offerings and onboard new customers faster than ever before, offering an unparalleled customer experience.”

The connectivity of devices is playing a key role in service development and vendors working together to bring IoT to sectors will only assist service delivery. This new partnership will be key in deciphering the value of data-driven offerings from IoT.

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