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In the first part of this feature we looked at how the arrival of the driverless car is imminent with tests being held in open roads across a number of countries including the UK. Now in the second part Kris Oldland looks at how the technology could have a much more disruptive influence than in just the fleet sector…

Indeed with numerous national tests being undertaken it is surely just a matter of time before the first commercial driverless vehicles roll out. In fact further promising news for the approaching future of driverless cars was recently unveiled by California’s Department of Motor Vehicles which stated that only four of its 48 driverless cars participating in tests have been involved in accidents.

Google’s fleet of around twenty cars has now completed nearly a million miles without human intervention since the project started six years ago, said Chris Urmson,  the head of Google’s self-driving car project, .

Of the four licensed driverless cars in the state of California that have been involved in minor traffic accidents since September, Google’s cars played a role in three of the accidents. Two of these incidents occurred when the cars were in self-driving mode, while the other two happened when the person required to stay behind the wheel of the automobiles was in control.

 

It has also been reported that all of the accidents occurred when the cars were driving at speeds below 10 miles (16 km) per hour. In a written statement Google stated that its driverless cars have had “a handful of minor fender-benders, light damage, no injuries, so far caused by human error and inattention.”

Google first sent self-driving cars out onto public streets about six years prior to when the state offered its official permission. Google has said three additional accidents occurred in that time period. So whilst there may be an initial fear response to such news the truth is that since 2009, the company has said its cars have travelled more than 700,000 miles in self-driving mode.

This is an impressive statistic that plays well for those companies seeking to develop driverless vehicles who have attempted to establish belief that driverless vehicles and not only a safe option but a safer option. They claim their cars' cameras, radar, and laser sensors, among other features, are superior to human awareness.

However, whilst the safety of self-driving cars has been emphasized, some experts have also warned that those driverless vehicles could be particularly vulnerable to cyberattacks with concerns about the safety of driverless cars have been raised by politicians in the US and elsewhere.

One such warning came fromthe FBI who warned that driverless cars could be potentially used as lethal weapons, predicting that the vehicles "will have a high impact on transforming what both law enforcement and its adversaries can operationally do with a car”

 

Whilst this is of course a scary scenario, it is important that we don’t become so worried about the potential dangers that we don’t explore the potential opportunities that driverless cars could bring.

One such possible opportunity was highlighted by technology entrepreneur and Wikipedia Founder Jimmy Wales who discussed the topic of driverless cars in his keynote speech at the recent IFS World Conference in Boston.

“I think it will be ten years max before we see driverless cars somewhere in the world. It could be faster than that but of course this an area where there are regulatory concerns and so forth” he began before outlining why he believes the impact of driverless cars reaching way beyond the automotive industry.

“The way to think about this is don’t think about the first order of what happens, think of what happens next” Wales explained “One of the first things I came up with when I first started thinking about this was pizza delivery” he added only half joking

“Why cook pizzas in a restaurant to then send them somewhere so they are getting cold on the way? Why not cook it in the car? The answer is of course you can’t put a pizza oven in a car with a driver?” he explained before continuing “but now you could have a driverless car that cooks the pizza on route, delivering you a super fresh pizza to your door”

 

Of course such an idea would have a number of obstacles to overcome, and I don’t think we will see Wales tackling the Pizza Delivery sector in the near future, but it is a great example of the wider benefits such transformative technology as driverless cars could have beyond their initial direct marketplace, when we combine it with imaginative thinking.

And if we turn back to field service then again the potential for driverless cars to change the way we operate are numerous.

For a start there is the obvious benefit of an engineer being able to work in between jobs, this could be a huge time saving factor if your engineers have even a moderate amount of reporting to be completed on each job.

One obvious benefit is an engineer being able to work in between jobs. But how about we apply some further imaginative thinking and combine driverless cars with IoT with 3D printing with field service scheduling?

 

Our engineer’s daily schedule could be programmed into his vehicle based on data provided by the devices he’s set to fix. His job list is optimised based on geography and urgency of the repair.

On the way to each repair he is able to analyse the data and look through suggested potential issues so when he arrives on site he has the best possible chance of finding a resolution swiftly. All the while the 3D printer in the back of his vehicle quietly prints any parts that need replacing automatically as the IoT enable devices provide data as to what parts are required at what job.

Let’s be honest if first time fix rates didn’t increase in this scenario there is something wrong.

However, not everyone is on side as yet, with many in field service being cautious of such a significant change, even seeing this leap forward as technology for technology’s sake.

Recent research by Masternaut actually revealed that professional drivers stated that If they had to work with autonomous vehicles in the future, 15% of professional drivers said that they wouldn’t like it and change jobs, whilst almost a quarter (23%) said that wouldn’t like it but stay in their job.

As David Kalimoff a Senior Field Engineer for Viable Med Services commented recently in the Field Service News linkedin group “When a driverless car wants to impress me, have it haul my tools, test equipment and replacement parts from the parking garage to the 6th floor of the hospital where the system is, in a blizzard…”

Whilst Kalimoff may have been a bit tongue in cheek with his comment he does make a valid point there is only so much that we can expect from driverless vehicles.

 

However, whilst the arrival of driverless cars is seemingly inevitable, and also fast approaching it is the savvy field service organisations who start thinking now about how they can harness such technology to their advantage. Also much like they have had to evolve closer working relations ships with operations management, IT professionals may well see them selves building even closer ties to their colleagues in fleet management as yet another area of field service begins to merge with IT infrastructures.

With a throw away commenting Wales may have just given someone the key to disrupting and re-inventing the pizza delivery industry forever. The question is who is going to come up with the equivalent game-changer in field service?

 

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Resource Type: White Paper
Published by: Astea
Title: Forging a service and sales partnership
Download: Click here to download the white paper
By downloading you agree to the T&Cs listed available here

Synopsis:

The wall between sales and service activities is crumbling within many companies. Once largely viewed as a cost centre, the role of the service organisation has steadily evolved as companies recognize its potential as a source of new revenues and a valuable tool in strengthening customer loyalty.

However, there is often a disconnect between the service and sales organisations. Service technicians often serve as the face of the company, spending much of their time directly interacting with customers. They are potentially a valuable source of new sales leads, able to spot opportunities for new product sales or competitive product replacements, offer service contracts to clients, and even cross-sell/up-sell products or services. Most companies are not fully taking advantage of this potential sales leads stream

This white paper outlines the potential sources of new revenue enabled by better integrating service and sales activities, discuss the challenges of realising this revenue, and provides information on the tools, software,
and strategies that top-performing companies utilise to grow that revenue.

Overview:

The ability to leverage information coming from the field service organisation to drive sales opportunities with new and existing customers will be a critical competitive differentiator moving forward. Companies that leave their sales and service organisations technologically or operationally separated could be leaving substantial revenue on the table.

 

However, according to The Service Council, of the 55% of companies that are not utilising their service teams for sales, most report that this is because the technicians lack training, lack the skill set or incentives to sell, or the companies prefer that they don’t sell at all.  Service organisations also may lack the tools to turn those leads into revenue. The Service Council reports that 17% of service organisations still rely on paper, while another 19% don’t have any tools with which to capture leads.

Two types of service revenue

There are two ways that service creates new revenue. One is through direct sales of service offerings  from existing service contracts, non-contract service, new contract sales, and parts sales. The second is by generating direct revenue via warranty sales and other value-added services.

Breaking down barriers

Many of the chief obstacles to meeting new service revenue objectives are both structural and technological. Many companies are not currently structured properly to foster better collaboration between service and sales.

Technology can also play a role. The Service Council says 53% of companies lack real-time visibility into service performance and potential revenue opportunities: traditional paper-based service management processes make it very difficult to communicate potential sales leads and new opportunities back to the sales teams.[quote float="right"]Many companies are not currently structured properly to foster better collaboration between service and sales.

Service technicians often lack the tools to identify and document these opportunities, or to act on them while they are in front of the customers.

 

Keys to better service/sales collaboration

Linking sales and service requires a mix of operational changes and technology.[ordered_list style="decimal"]

1. The ability to accept payment in the field greatly expands the sales potential for the service force.
2. Companies that do leverage the service teams to generate new sales leads typically have dedicated teams focused on service sales, and create sales quotas for the service organisations.
3. Top performers also train service agents on lead identification and sales management
4. The profile of service technicians is changing: technicians are hired also on their sales skills and experience. Some companies are hiring agents with more sales experience, and then investing their training budget on service/technical skills rather than the other way around.
5.  Should the service team should be selling directly or simply gathering leads? The decision will depend your company’s business, culture, and the type of service agents you currently employ.
6. How do your customers view your service team?  If the service technicians are simply seen as people who arrive, fix problems, and leave, then introducing a sales function may not yield the best results. If the agents are already serving as trusted advisors to the customers, however, they may receive more positive reception to sales activities.
7. Evaluating the skill sets of the service force is also important. Can your technicians sell? Are they interested in doing so? What tools, technology, and infrastructure need to be in place that will help them sell effectively? Asking your technicians to sell without giving them the tools to do the job correctly will not yield new revenues.
8. Don’t let the sales strategy compromise the work your service team is performing. It may still be more appropriate to send leads to a dedicated sales team for follow-up.

In order to leverage the service organisation to increase revenue effectively, companies will need to foster collaborative environments that will encourage the service teams to generate leads for the existing sales forces. That can be done by providing technicians with mobile technology that allows them to quickly and easily capture and communicate those leads, developing incentive programs that reward lead generation, and creating business process flows that ensure the leads will be followed up on quickly.

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Last month, Marne Martin, CEO of Servicepower, evaluated the need to focus on the technology required to operate a field service operation and discussed recruiting, training, motivating, and retaining new Millennial employees (Technology and Technicans in field service). This month, Marne discusses the importance of performance management and how to implement it in your organisation.

Once the technology and staffing are taken care of, performance management is the next essential step to the success of a field service organisation (FSO). It involves accessing meaningful metrics, working across teams, and aligning execution to improve performance across the entire field service organisation. It involves having the right people communicate the key messages from the metrics and implement change, using analytical information to drive continuous technician improvement, business productivity goals, and customer satisfaction. This is where the best organisations differentiate themselves. Performance management provides the opportunity to train and encourage Millennials with a responsive performance culture in mind.

What is Performance Management?

Performance management is an employee centric program including metrics, leadership supported processes, and technology used to measure employee performance against pre-defined targets driven by company strategy and goals. A well-formed performance management programme incentivises employee behaviours that support company strategy and goals by measuring and reacting to positive or negative performance metrics. Flexible technology which provides easy to understand analytics that can be viewed conveniently, on a variety of devices, is essential. It also requires committed management that mentor and drive accountability, as well as a group of technicians that are motivated to continuously improve.

In the following sections, we define the building blocks of implementing performance management in your organisation.

 What are the Most Important Metrics for field service operations?

ServicePower has published several pieces on key performance indicators (KPIs) for field service, including a white paper, and a new infographic which defines the top KPIs measured by best practice field service organisations - those companies leading in service profitability.

The top KPIs include: customer satisfaction, total revenue, total service cost,  service revenue, mean time to repair, on site response time,revenues under SLA/contract, SLA compliance, contract renewal rates, field technician utilisation, first time fix rate, service parts revenue, customer retention.

The survey on which the infographic was based indicated that 62% of best practice FSOs list development and improvement of metrics or KPIs to measure field service performance as their top strategic action!  It also indicates that best practice FSOs measure field technician utilisation and productivity less frequently than peers, because they’ve already deployed intelligent scheduling and optimisation software.

 

So, assuming intelligent scheduling and optimisation technology is in place, what should a robust performance management plan look like?

Each plan should include the following:[ordered_list style="decimal"]

1. Defined targets:-The operations team must decide on the baseline, and define standards or targets for scoring technicians.The KPIs mentioned above are clearly important to the best practice, top performing FSOs. Other KPIs to consider include net promoter score,  quality/inspection score, and sales.
2. Defined scoring methodology:- Scoring  can be done a number of ways, but typically the process is similar to school grading scales, which takes individual scores and rolls them up to a total score for some time. For example:[unordered_list style="bullet"]
   • First time fix rate = 90%
   • 95-100% = Exceeds expectations
   • 85-95% = Meets expectations
   • 0<85% = Does Not Meet expectations

What are the Prerequisites for a successful performance management process?

The devil is in the details. Once targets or KPIs and scoring methodology is established for each field technician, it is a matter of measurement and issuing ‘grades’ for each technician. It is also necessary to establish the process which will be used to manage the plan.[quote float="right"]Ensure the plan is easy to use,  has a defined dispute process, recognises that money talks, and encourages collarboration and competition

 

Ensure the plan is: [ordered_list style="decimal"]

1. Easy to use. Measuring, scoring, delivering the results and incentivising behaviours must be easy to administer. The process must deliver score reviews regularly, using real time information delivered to the technician on his/her connected device. Subsequent coaching must be built into the process if technicians do not meet targets/KPIs following score reviews indicating shortfalls.
2. Has a defined dispute process. The plan should incorporate a defined process for technicians to dispute metrics, in a non-confrontational way. For instance, give technicians 5-10 days to dispute a score before closing out the report for the month. Providing technicians access to real time metrics, eliminates surprise. However, escalation processes need to be defined as they will be needed from time to time.
3.  Recognises that money talks. When possible, tie compensation to meeting or exceeding targets and also tie performance improvement plans to missing targets.
4. Encourages friendly competition and collaboration. Sometimes, creating competition associated with individual, team or department scores can drive additional motivation for improving scores. Likewise, collaboration can help share best practices especially if an organisation recruits new technicians often.

Utilise technology to make performance management programes easier to administer.

Technology solutions often offer integrated business intelligence tools.[quote float="left"]Analytics data may have a negative impact on some KPIs, but yield improved overall results for a company.

Take advantage of reporting and dashboards available in your field service management software to establish targets/KPIs, continuously measure them, and use the data back at all levels of the organisation, such that it can be used to fine tune operations. The analytics data will also help to quantify and communicate gains from collaboration with other departments, such as improving call center triage for improved first-time fix, or considering parts availability when dispatching a technician. Both may have a negative impact on some KPIs, but yield improved overall results for a company.

 

Ensure that your technology is simple to understand and use, and provides data to all silos within the organisation, including the individual technicians.

Ensure that the right security is in place to limit the technician view to his/her own scores.

Establish user hierarchies. Scores typically roll up from the technician, to a higher level. Set permissions such that each user may view data and scores for his or her own team members.

Perhaps most importantly, the analytics technology must be flexible so that management can adjust targets when needed, and use the data across function groups, such as operations, marketing and sales, to drive continuous improvement across the enterprise, as well as new business opportunities.

What are the keys to successful deployment of a performance management programme?

1. Agree on metrics across the company before discussing with technicians. It’s difficult to deliver concise, understandable targets/KPIs when they conflict, or business silos have different priorities. For instance, quality and productivity can be at odds. Agreement must be achieved before delivery to field technicians to avoid confusion and disputes.
2. In union environments, rolling out a process takes longer and requires more approvals. Understand the environment in which you are working and plan ahead to facilitate / enforce adoption.
3. Pilot the plan before rolling out to the entire field organizations.

Is Performance Management Applicable to 3rd Party Contractors too?

Absolutely! Though some employee KPIs, like those above, can be utilised to measure and score 3rd party contractors, often the metrics are slightly different. The following 3rd Party KPIs can also be used to measure the effectiveness of contractors:

• Jobs accepted, % work-in-progress, job status, repair turnaround time
• Claim submission time
• % Parts used on claims
•  Number of parts used on claims
• % Labour only claims
• % Trip charges
•  Fraud

Now About these Millennials: What is the performance management opportunity?

Millennials grew up with technology, gaming, and social media. Find ways for the Millennial workforce to show self-expression by developing ideas for improved processes and efficiency. Facilitate sharing throughout the organisation.[quote float="right"]Make field service cool. Spending time around field service technicians is never boring

 

Make sure that they feel connected to their fellow technicians, even from the field. Encourage best practice sharing and competition to improve and be the best.

Make sure that the performance metrics tie into financial and other rewards so that your Millennial workers don’t become jaded about putting in the effort to sustain continuous improvement.

And lastly, make field service cool. Spending time around field service technicians is never boring. Their stories and humor are usually second to none, so facilitate interaction between the older generation that perhaps didn’t see technology as their friend, and the Millennials who couldn’t imagine being without it. This helps transfer knowledge from more experienced workers and drive KPIs achievement by new employees that need to learn about company assets, but also how to work in a world enabled by IoT.

 

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Resource Type: White Paper
Published by: Click Software
Title: The Cloud: Up where customer service for the field belongs
Download: Click here to download the white paper
By downloading you agree to the T&Cs listed available here

Synopsis:

The Harris Interactive Customer Experience Impact report revealed that 86% of consumers have quit doing business with a company because of a poor customer experience—up 59% in four years. Other research has revealed it takes 12 positive service experiences to make up for one negative experience, whilst 91% of unhappy customers will not willingly do business with the same organization again. This white paper discusses how leveraging cloud solutions to optimise mobile workforces can improve the experiences of customers while lowering operational and IT costs. More field service management software is now available in the Cloud making it more accessible for SMEs and an alternative to heavy IT investments for large service organisations

Overview:

Customer complaints: What you hear is only the tip of the Iceberg. Many service companies don’t realize it when service levels are running low. In an increasingly savvy and connected market where information is readily available and easily accessible, customer service is often the only discerning difference between competing businesses. Investing in customer satisfaction is not only important but imperative for the long term survival of businesses especially where commoditisation has taken place

• Process improvement – to ensure prompt customer service and correct resource assignments
• Workforce development – to give the staff the opportunity to learn new skills
• Automation – rather than relying on error-prone and time-consuming manual processes
• Cultural changes – creating a working environment that stimulates the entire staff

Field personnel: you most valuable players

Only with real-time data can everyone shine. Providing real-time data across the entire organization is key to enhancing the customer experience. All levels of the service organization need actionable information to enhance how efficiently the field-service team operates and to improve experiences delivered to customers.

Silver linings within the Cloud

Cloud-based solutions open new doors for field service companies of all sizes by allowing for the quick, flexible adoption of new technologies that previously proved to be too expensive, risky and time-consuming to deploy.

Delivered via the software-as-a-service (SaaS) model, cloud solutions provide several advantages over traditional on-premise solutions: inlcluding PAYG, rapid deployment, immediate ROI and free upgrades. In field workforce management, cloud-based solutions typically allow companies to achieve productivity gains of up to 20% and return on their investment within 12 months. The cloud approach gives businesses the opportunity to replace high, up-front capital infrastructure expenses with low, predictable costs, while also delivering other key benefits:

The service delivery chain

Cloud-based mobile workforce management solutions cover every step of the service chain—from planning and forecasting, to real-time intelligent scheduling, shift management, mobility and execution—underpinned by extensive user-defined analytics and dashboards to provide clear and intuitive reports. Optimised scheduling: Advanced resource scheduling and optimisation tools provide the main interface for dispatchers, supervisors and managers. Service companies can increase the efficiency of their workforce with by combining a powerful cloud-based scheduling and optimisation engine with strong decision support tools.

• Multiple scheduling options and policies
• Real-time optimisation immediately responsive to changes
• Optimised scheduling using multiple factors, people, crews, contractors, assets and complexities
• Street-level route optimisation
• Intelligent and flexible appointment booking
• Workflow dispatch and progress updates

[/unordered_list] 

Mobility that connects entire teams. 

Mobile enterprise field execution software should allow both field workers and dispatchers the convenience of real-time communications and full end-to-end visibility. By using real-time mobility, field workers can update dispatchers; they can update customers, thereby benefiting everyone with true connectivity and better productivityReal-time information, when and where you need it. View jobs, service histories, customer information.[unordered_list style="bullet"]

• Mobile solutions should be compatible leading devices and operating systems, through all service workflows, and with 24/7 availability
• Mobility is driven by apps. Don’t reinvent the wheel – build your business process using ready-made apps without having to code or go through a lengthy upgrade process
• The enterprise mobility solution must offer a robust and scalable infrastructure that can adapt to the needs of the business and its users.
• Cutting-edge capabilities include artificial intelligence and automation that anticipate and act proactively upon user’s needs

Real-time and historic service performance

Look at the entire service delivery chain - before, during and after the moment of service - and the collected business metrics that result from each moment. Make key performance metrics delivers strategic value to service organizations by placing graphical, easy-to-understand key performance metrics directly into the hands of executives and service managers. Each user chooses which actionable data to report based on their role and business challenges, from the C-suite to front line supervisors.

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Click here to download the white paper

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Click here to find out more about Click Software in the Field Service Directory

 

 

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In this exclusive series written by Field Service News Publisher, Kris Oldland, we’ve seen how a number of emerging technologies could change the way our field engineers work in the not so distant future.

In part one we explored smart watches, in part two we looked at smart glasses and drones. In the third part of this series we looked at one of the simplest emerging technologies in NFC and one of the most exciting and futuristic in 3d printing.

However, in this the final instalment of this series we look at the technology that could underpin the way field service operates entirely in the not so distant future: the Internet of Things.

The Internet of Things

Now, unlike mobile 3D printing, the final inclusion on this list is here-and-now, already being actively utilised by field service companies although widespread adoption has yet to appear. However, given the recent announcement of an agreement between PTC and ServiceMax bringing the first connected field service solution to market, this may well soon change.

What exactly is the Internet of Things? Well, very simply it does what is says on the tin : it is an Internet specifically for the use of non-human things.[quote float="left"]IoT takes the concept of communication and brings it to all manner of devices.

 

We talk about smartphone communication a lot; well, essentially IoT takes the concept of communication and brings it to all manner of other devices – from washing machines to generators powering the national grid. Each of these devices is capable of communicating, of sending data about how it’s operating, so that we can remotely monitor its performance and condition.

Again the implications for such a technology in field service are phenomenal. Let’s take a simple example of a coffee machine. One of the sensors on a smart coffee machine could simply be monitoring the temperature of the water it delivers.

If the water temperature begins to move out of accepted parameters this can be communicated to the coffee machine’s manufacturer triggering an action. That action could be sending an engineer out to rectify the problem before it escalates to the point where the coffee machine stops functioning.

The benefits of such preventative maintenance can be felt by both the field service company who are able to schedule this work alongside other work in the vicinity making them more productive and also by the customer who have the benefit of no downtime on that machine.

The other benefit of IoT is that this is not a one way street.

Remote diagnostics is powerful, but there is also the potential to remedy many issues for many devices via remote maintenance whereby certain issues can be corrected by simply logging into a device and making amendments through the software.[quote float="right"]Maintenance could even be automated so that engineers are only sent out to those maintenance and repair jobs that truly require them.

 

Such an approach could further reduce the need for engineer visits with, again, massive cost-saving potential for field service companies.

Further still, much of this remote maintenance could even be automated. Corrective measures are incrementally taken as a first step, which could resolve an issue without the need for an engineer, so that engineers are only sent out to those maintenance and repair jobs that truly require them.

Also the relay of such data also makes it possible for jobs to be clearly prioritised. In fact the opportunity to implement connected devices into a field service company’s processes are truly numerous and each can have an impact on the efficiency of the company’s workflow.

The other key facet of the Internet of Things is that we are able to collect vast amounts of data from our devices which can be fed back not only into our field engineering teams – for example a best set of settings for optimal device output - , but also back into our R&D teams. Perhaps there is a very common fault that could be rectified in the next device iteration – again easily flagged up by the data recorded by our IoT-ready devices.

So there is great value in this data we are capturing, and the interpretation of this data, as well as the potential streamlining of workflow, is why IoT is envisioned by many as being the bedrock of future field service operations.

 

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Field workforce automation tools such as dynamic resource scheduling and mobile working have had a significant impact on field service, with organisations that have adopted this technology consistently experiencing productivity improvements of 25% or more. However, these tools are not just capable of streamlining the way we currently work, they also provide us with a unique opportunity to do different things. All we need to do is unleash our imagination, says, Laraine Geddes, marketing manager, Kirona

Efficiency drives opportunity

By leveraging the highly sophisticated tools available,  field service organisations have the perfect platform from which to expand. Dynamic resource scheduling enables organisations to improve the way they plan and efficiently allocate resources to field based tasks to maximise capacity and minimise non-productive time. Empowering field workers with mobile technology has not just streamlined the way work is allocated to the field, with real-time updates delivered to centralised functions, but it has also equipped the field worker with the tools that make them more effective in the field.

The result is a far more efficient and effective field workforce. This not only has an impact on bottom line profitability, it also presents an opportunity to grow the breadth of and scale of services delivered in a highly profitable manner.

The customer experience

All of the great efforts on driving efficiencies can be lost if field service organisations lose sight of the customer experience. According to Accenture in 2013, 62% of consumers switched service providers due to a poor customer experience, and although not as extreme, it is a similar picture in the B2B world. Customer retention is vital, according to Emmet and Mark Murphy in their book ‘Leading On The Edge of Chaos’, just a 2% increase in customer retention has the same bottom line impact as a 10% reduction in cost.[quote float="left"]All of the great efforts on driving efficiencies can be lost if field service organisations lose sight of the customer experience.

Looking at ways to leverage technology to differentiate your customer experience should therefore be a focus of any field service organisation.

 

Using Dynamic Scheduling to provide customers with convenient appointments, using email and SMS to keep customers informed of when your field worker will arrive are all ways of delivering a great customer experience. But this can go even further, enabling customers to book appointments online, having deliveries scheduled at the time of purchase either within stores or online and enabling field-based workers to schedule follow-up appointments when they are with the customer all adds to the customer experience.

Driving new revenue opportunities

Happy customers present opportunity. When a customer has just received great service they have a far higher propensity to buy. By leveraging the field worker’s mobile device to prompt them with targeted up-sells for that client or customer, such as extended warranties, additional related products or follow-on services opens up the opportunity in a timely manner.

Being able to efficiently schedule resources enables you to offer premium services and SLA’s to your customers, generating additional revenues that you are confidently able to fulfil within your current capacity. This is where analytics is immensely valuable, enabling you to simulate different service offerings and understand in which regions and across which skills these can be provided.

Proactive service

Field Workforce Automation tools provide a fantastic opportunity for organisations to make that leap from being reactive to being proactive. Whether that be simply scheduling proactive tasks to complement reactive work, pushing real-time information to field-based engineers for preventative maintenance they should perform during a scheduled visit or filling any idle slots with proactive visits to customers.[quote float="right"]Field workforce automation tools provide a fantastic opportunity for organisations to make that leap from being reactive to being proactive.

 

Through driving efficiency in your workforce, you create additional capacity with existing resources, this additional capacity enables you to be proactive, all you need to do is understand how best to utilise this time to have the greatest positive impact on your customers and your business.
Whether you deliver goods, provide a facilities management service, offer field maintenance for business or consumers or deliver field-based professional services such as healthcare, you have an opportunity to be the best in your industry. Creating an efficient field service organisation and providing an exceptional customer experience does not have to be mutually exclusive, in fact, they can be highly complementary.

Ensuring you have the right technology in place to enable you to plan and schedule, to connect your field workers with your centralised systems and to analyse and gain true actionable insight into your operation is key. Using your imagination to use this technology to deliver greater value to customers and create new revenue streams enables you to set your company apart from the competition.

 

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With customer satisfaction now the top metric in defining field service success,  the future of service and service revenue generation is in preparing the service organisation to have the right conversations with customers before, during, and after a service visit,  says Aly Pinder, senior research analyst analyst, Service Management, Aberdeen Group.

Field service has long been a task oriented function of the organisation. Receive a customer call, schedule a technician, dispatch the tech, route the tech to the customer site, fix the problem, and then move on to the next job. Granted this is rudimentary recap of what happens, but I hope the picture is clear. A customer with a failed asset or piece of equipment, would then need the service organisation to reactively send a technician out to solve the problem with the goal of having technicians complete as many jobs as possible in a given day.
This model has been effective for quite a while, but a shift is occurring in field service. Aberdeen’s State of Service Management 2015: Connect to Your Customers (March 2015) research highlighted that the top metric defining success in service is customer satisfaction, not operational efficiency or cost containment. Furthermore, increased competition in service and heightened customer expectations demand the field service organisation enhance customer value. Unfortunately, too many organisations still view service and field technicians as reactive, fix it resources as opposed to agents building customer value and revenue opportunities. Top performers ensure they equip technicians with the support and tools to do both.[quote float="left"]Service revenue opportunities cannot come at the cost of quality service.

Aberdeen’s recent Service Revenue: Unearth an Untapped Stream of Dollars report (May 2015), highlighted top performers are 56% more likely than peers to have met their service revenue growth goals in the previous 12 months. But does this mean organisations should turn technicians into field sales people? Do technicians have the acumen to be motivated by commission? I think these are the wrong questions. The future of service and service revenue generation is in preparing the service organisation to have the right conversations with customers before, during, and after a service visit.

 

• Before the service call, provide the dispatch team with insight in regard to in-warranty or under service contract customer issues. The back office should have access to customer history, equipment information, and contract and warranty insight. The dispatch team must review warranty entitlements and service contracts before scheduling a service job. Before a work order has been issued is the best time to discuss with a customer the work that needs to be done, what is covered, and how additional services can be added if desired. This proactive conversation will not only avoid sending a technician out who must complete uncovered service, but also provides an opportunity to renew a service contract.[quote float="right"]Technicians are heroes, they want to solve problems and make customers happy.

   

• During the service call, make sure techs know if service is  being given away for free. There are times when a service organisation is OK with giving service away for free. There will be errors made or opportunities to take a short-term loss in lieu of cementing a longer term profitable customer partnership. The problem is when technicians have zero visibility into the contract or warranty status of equipment during every service call. Technicians do not want to be the bad guy / lady who denies service because a service contract has expired. Technicians are heroes, they want to solve problems and make customers happy. For this reason, it is imperative that technicians have real-time access to customer information (i.e., warranty status, repair history). This insight doesn’t only help avoid delivering “free service”, it empowers technicians to have better conversations with customers while on site.
• After the service call, help move from resolution to a sales engagement. Mobile technology empowers the field service team to not only document and close a work order, but also to create future sales opportunities. Leading organisations have incentivised technicians to be the eyes and ears of the sales function to unearth future prospects for cross- and up-sell opportunities. The key is to ensure technicians prioritise solving the customer issue and not future sales. Technicians have to remain trusted customer partners; once they are viewed as sales people they will lose the trust of the customer.

Service revenue opportunities cannot come at the cost of quality service. These two goals must be complimentary. Top performing organisations equip the entire service team with the insight to make revenue generating decisions in real-time. But these companies understand the viability of the organisation demands that customers continue to value the service being provided.

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Driverless cars have been on the horizon for a number of years now, however it seems the shift from exciting prototype to functional reality is coming ever closer and at ever-greater speed. Kris Oldland reviews developments in  a two-part feature.

With the UK government sanctioning trials on public roads this year in Bristol, Greenwich, Milton Keynes and Coventry, that functional reality is now becoming highly tangible here in the UK , especially as UK ministers have now ordered a review of the UK's road regulations to provide appropriate guidelines.

Indeed driverless vehicle production is seen by the British government as a major area that can help continue to drive the UK economy away from the austerity path undertaken in the last five years. Former Business Secretary Vince Cable revealed the details of the new plan at a research facility belonging to MIRA, the automotive engineering research organisation based at Nuneaton. He commented that the manufacture of driverless vehicles is “putting the UK at the forefront of this transformational technology and opening up new opportunities for our economy and society".

However, whilst Britain may feel it is in pole position to take advantage of this technology the truth is that the UK is behind not only other countries in terms of development but also behind their own schedule as well. The Department for Transport had originally pledged to let self-driving cars be trialled on public roads by the end of 2013 but concerns about legal and insurance issues restricted driverless cars to private roads until the recently announced trials.[quote float="left"]Manufacture of driverless vehicles is putting the UK at the forefront of this transformational technology.

 

California, Nevada and Florida in the USA, plus Japan and Sweden are all undertaking tests and there is a veritable who’s who of the automotive industry joining the race to develop driverless cars alongside the much hyped Google Car.

Most experts predict that we will see driverless cars potentially in the five to ten years.

Mark Fields, CEO of Ford, has estimated that fully autonomous cars will be available by 2020. Elon Musk, Tesla CEO also agrees with this, stating: “Five or six years from now we will be able to achieve true autonomous driving where you could literally get in the car, go to sleep and wake up at your destination.”

However, Musk also added that there would likely be a further 2 to 3 years for regulatory approval.

Meanwhile luxury brand Jaguar has admitted that autonomous driving for them will be a reality by 2024 with similar claims from Audi, Daimler, Nissan and many others also in the offing.

Of course the label "driverless vehicle" sounds like an incredible leap forward but technologies such as cruise control, autonomous tic braking, anti-lane drift and self-parking functions are already built into many vehicles offering a certain degree of autonomy.

That said there are still a number of additional technologies that are key to driverless vehicles being successful.

One such innovation is Lidar (light detection and ranging), a system that measures how lasers bounce off reflective surfaces to capture information about millions of points surrounding the vehicle each and every second. This type of technology is already used to create online maps used by the likes of Google and Nokia.

Yet another complimentary technique is "computer vision" - the use of software to make sense of 360-degree images captured by cameras attached to the vehicle. This can help warn of hazards like pedestrians, cyclists, roadworks and other objects that might be in the vehicle's path.

Then there is global-positioning system (GPS) location data from satellites; radar; ultrasonic sensors to detect objects close to the car; and further sensors to accurately pinpoint a vehicle's orientation and the rotation of its wheels, to help it understand its exact location.[quote float="right"]A number of additional technologies are key to driverless vehicles being successful.

 

And it’s not just automotive companies getting involved in the development process.

Leading Swiss telecom provider Swisscom has reported on the first test-drives of an autonomous car equipped with sensors, computers and special software. The car is being trialed around the streets of Zurich with two human passengers on board.

However, Swisscom claim they are not trying to gain a share in the auto-making market but instead want to understand how to apply the innovations of digital communications network in this sector.

“Swisscom is not turning into a car manufacturer. But future innovations in the automotive industry will centre on networking with the environment. For this reason, the driverless car is a prime example of digitisation and therefore of great interest to us,” said company official Christian Petit in a statement.

The software developed by Swisscom is used to give driving instructions and analyze data. The board computer powers, steers and brakes the car. Radars, video cameras and laser scanners are used to detect nearby vehicles and pedestrians. Germany's AutoNomos Labs, which has run similar tests in Berlin, has also participated in the project.

Look out for the second part of this feature where we reveal Wikipedia’s Jimmy Wales’ suggestion on how driverless cars could revolutionise the pizza delivery industry (and probably field service too!)

 

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So far in our exclusive interview with Paul Massey, Managing Director of IFS, we’ve taken a look at where Applications 9 sits against previous milestones in both Massey and the Swedish ERP provider's history in part one and then in part two we looked at whether the field service world is finally ready for the Cloud and IoT.

Now in the final part of this interview the conversation turns to the impact of consumerisation on enterprise software and why being an ERP provider can be a double edged sword for IFS when it comes to working with Field Service companies….

Given the trend towards consumerisation in enterprise software across recent years it is evident that this is something that is ingrained within the IFS development mentality.

“It is getting bigger and bigger,” admits Massey. “I’ve been around a few years and it just wasn’t as relevant before because for example the first graphical interface in work someone used was probably much more up to date than the software they used in their personal life. Now its completely the other way around. Our challenge is sometimes our applications may look really old and dated compared to what they use on their tablet or what they use on their PC at home.”

“That’s becoming more and more relevant to people looking at our applications and valuing them against other applications. If the users don’t like the application, then it is much harder to get them to use it irrespective of the business benefits and everything else. That’s really sometimes an intangible but very significant hurdle to get across.”

 

“So since 7.5 with the .net release the UK has been a big focus of what we are trying to do because if you don’t get their hearts you wont get their minds. That’s the challenge: you can have as much complex detailed functionality as you like but if the end user can’t use it in a relatively intuitive way then it’s wasted.”

As the conversation drills down to more specific field service side of their offering I was keen to see if Massey, felt that being an ERP provider was a help or a hindrance to them in terms of how they approach field service. Particularly given that they essentially have to separate offerings in the space.

“I think being primarily known as an ERP provider is a bit of a double edged sword as far as field service is concerned,” Massey begins. “We do have customers that use the original IFS service management functionality which is very much best suited to being at the back end of something where you’ve manufactured it, you commissioned it and then you maintain it. So your following the whole asset lifecycle and its probably a more complex asset maintenance scenario where there is a field service element but its part of something wider and in that story the whole integrated ERP approach is really powerful. All the data moves from one phase of the lifecycle to the next, seamlessly.”

“Whereas you’ve got another set of people who are looking purely at field service for who having an ERP is almost an anathema because they want a very light footprint: field service with probably mobility and scheduling so the advantage to them of integrated finance, HR, inventory and a complex infrastructure is much less evident and almost in some cases even a negative.”

 

“So it’s about understanding the audience, understanding what a particular customer wants and that’s why we have the two offerings that we have in field service -  the FSM product as well as the embedded service management product as well. Plus then they’ve obviously got mobility which can talk to both of those things.”

“Sometimes it’s a challenge when we talk to a prospect to understand which sort of flavour of service do they want. There are some obvious things like the number of resources your scheduling, the geographical coverage or whether they have some specific end functionality which can tend to push you in one way or another but ultimately it is about understanding what the customer wants at the end of the day. It’s a fairly glib cliché but its true.”

“If we are into highly integrated service management solution space then we think we can absolutely compete with everyone and that’s why we are strong in Defence and areas like that because it is a more complex typical service solution.”

“On the simpler field service side we believe some of the things that we have done in scheduling, in mobility and with the latest release of the field service product we believe we can compete as a standalone with anybody as well.”

“I think particularly our close integration with our scheduling application gives us some real benefits,” Massey continues. You’ve always got the question of which version of mobility do you want you’ve got Android, IoS Windows and all those things but we certainly believe with the two offerings we can cover all the bases.”

“That’s why we’ve invested so heavily in service over the last few years with the acquisitions made and the functionality we’ve added in these releases. We see it as a big area of growth for IFS going forward. It’s a massive area and in most geographies that sector is still growing very strongly. Service continues to be a major focus for us and hopefully our investment decisions will pay off.”

 

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