ARCHIVE FOR THE ‘field-service’ CATEGORY

There's still time to register for next week's "Creating Value from Field Service" event, being held at the prestigious Williams F1 Conference Centre, in Wantage, Oxfordshire, on  Thursday 28th April.

There's no charge to attend the action-packed event, which is hosted by  mobile workforce optimisation solutions specialist Leadent and attracts senior figures from the UK field service sector.

 

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To register and see the full agenda click here

 

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The interactive agenda will allow delegates to explore the theme of "Creating Value from Field Service".  How do you maximise the value delivered by and through a dispersed  field force? The conference will bring together industry experts and practitioners who have been there and done it.  Field service organisations such as Anglian Water, NATs, Serco and Arqiva will share their real-life experiences.

The event attracts senior delegates from some of the country’s largest organisations. The day is structured with presentations, case studies, and panel events,  and there is plenty of opportunity for discussion with fellow peers and for delegates to network, converse and share ideas.  Represented organisations will include utilities, telcos, facilities management, government agencies and more.

The range of topics includes Tactical Resource Planning, Analytics, Change and Transformation Management, the End-to-End Customer Journey, as well as IoT and the latest technologies.

A  complimentary tour of the Williams F1 Collection is included.

 

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To view full agenda and register,  click here

 

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Kirona enable Riverside Housing Association to improve customer service.

One of the UK's leading registered social housing providers, Riverside Housing Association, has implemented Kirona's  Job Manager and Xmbrace DRS software to manage the work of responsive repairs teams across the north of England enabling the Customer Service Centre to deliver improved customer service.

Riverside provides affordable housing and support to people of all ages and circumstances. Michael McGowan, Projects Manager at Riverside explains: “Customer service excellence is key for Riverside, and as an organisation we continually measure how we are performing and address what improvements we can make. Customer feedback from our Star Surveys highlighted to us that improvements were needed regarding how repairs were reported, scheduled and managed. Riverside prides itself in transforming lives by providing well maintained, good quality affordable housing, so ensuring the repairs and maintenance of our properties is optimised is another key area for us.”

McGowan continues, “We have successfully rolled out Kirona’s dynamic scheduling software Xmbrace DRS and the mobile worker application Job Manager to approximately 70% of our housing stock. The software is used by our Customer Service Centres and to our contracting repairs partners across Merseyside, Manchester, Yorkshire, Humberside and Cumbria. We have seen an immediate positive effect since using it, with reductions in the time it takes to process a repairs request from a customer, with the customer no longer having to contact us multiple times to get their request scheduled, and the Customer Service team are delighted too as they are able to book and change appointments with clear real-time visibility of availability and jobs can be booked in the same area on the same day, reducing travel time.”

Ryan King, Mersey North Planning Team Leader commented “I find that DRS is very effective when it comes to the daily planning as it’s a clear system which offers benefits such as being able to batch the areas by post code per operative, it is also a helpful tool as we can use it as a database for repair information i.e. special instructions which reach the operative’s PDA device such as avoiding school run times.”

Neil Harvey, Kirona CTO, added “Riverside approached Kirona with a vision of how they wanted their services to improve, and we worked with their teams in an open and transparent way to deliver their workforce management solution to enable them to improve their customer service.”

 

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Enterprise software company Pegasystems Inc. has unveiled Pega Field Service, a new CRM application that allows organisations to extend customer service capabilities to their field technicians and agents, improving customer service while reducing operational costs.

The out-of-the-box functionally enables field service organisations to unify data and processes across the front and back office for a 360-degree view of the customer. With predictive analytics and guided interactions, customer service reps will always know the next best action to take in real time based on a complete assessment of each situation.

A centralised management control panel monitors activity from customer service reps on the phone through scheduling and dispatching technicians in the field. The fully integrated mobile app allows field workers to efficiently complete their job with features such as digital signature capture to confirm completed work in real time and barcode scanning to ensure the right equipment is matched to the right part every time.

Pega Field Service is built on the Pega 7 platform, which incorporates improved mobile functionality including more responsive touch interactions. There is also support for larger data sets in offline mode which allows users to access data such as entire parts catalogues or full customer lists on the go.

The software can be customized to meet the requirements of specific verticals such as home inspections and appraisals, broadband installations for telecoms engineers and emergency services and equipment repair and maintenance.

“With the introduction of Pega Field Service, Pegasystems is building on a decade of experience creating field service apps for many of the world’s leading service providers,” said Kerim Akgonul, Senior Vice President of Products. “Now with Pega Field Service, we can provide a turnkey way for organisations to transform their field service operations and improve the customer experience while at the same time reducing operating costs.”

 

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Service scheduling specialist FieldAware is teaming up with communications company Mitel to offer integrated real-time solutions for field service organisations.

FieldAware’s web-based back office functions are built on a flexible, cloud-based architecture with unlimited configurable fields that can accommodate virtually any business process.  Mitel's  Accelerator initiative has been developed especially for the field service industry. It embeds Mitel's real-time, enterprise-class communications and contact centre capabilities into Field Aware's mobile field service-scheduling software. The integration of location-based technology, CRM tools and real-time communications turn multiple service calls into one,  enhancing the customer experience, creating operational efficiencies and providing valuable business intelligence.

“Mitel’s real-time communications technology combined with our field service automation solutions bring service businesses an entirely new way to easily communicate across the organisation and with customers, creating a richer customer experience,” said Charles Jackson, CEO of FieldAware.

“FieldAware has revolutionised how service companies leverage their workforce to better serve customers,” said Joshua Haslett, Vice President and General Manager, Mitel Embedded Communications. “Together, we’re now able to enhance the customer experience through real-time communications, enabling the workflow from the customer service personnel to the field technician delivering first-call resolution which improves overall service.”

By adding the new real-time functionality to the FieldAware solution, customers can:

Manage Work Orders End-to-End: With the estimated-time-of-arrival (ETA) feature, throughout the entire process—from service request to job completion—real-time communications and location technologies are automated to inform the customer of service trigger events (enroute to job, delays, at site, etc.). Service workers simply use their mobile device and tap to connect with staff in the back office to inform them of decisions and speed service delivery. Communications are also automatically entered in contact centre and CRM systems.

Respond Better to Urgent Customer Requests: When an urgent service request is received, the intelligent dispatch capability leverages real-time communications, combined with presence and location functionality, to enable the service business to locate the right service worker, respond to the request quickly and ultimately resolve the issue faster. Communications between the back office, the service worker and the customer provide real-time status updates and all communications automatically become part of the customer record.

Upsell During Service Calls: The find-an-expert feature leverages real-time communications, including voice, messaging and video-calling with presence to enable service workers to communicate with remote sales agents or connect with experts. A sales agent can help the customer make informed purchase decisions on the spot while the expert ensures problems get resolved during the first visit. All communications are documented and captured in the customer’s service record.

The new functionality will be available in the FieldAware solution in Q2 2016.

 

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Are UK field service companies keeping pace with the rest of the world?  In  Parts  One, Two and Three, of this exclusive four-part benchmarking report for Field Service News, Bill Pollock, President & Principal Consulting Analyst, Strategies for Growth SM, revealed the comparative performances of US and UK/European field service organisations, the key drivers influencing strategy for UK/Europe companies and KPI focus.  

Here, in Part Four, he reports on attitudes and trends regarding Cloud and On-Premise solutions. The publication of this research was sponsored by Kirona.

 

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Download the full report! Click here to download it now!

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By providing customers with the right mix of Web-enabled self-help capabilities, the leading UK/Europe organisations have essentially been able to run their respective services operations more effectively, while also increasing existing levels of satisfaction by allowing customers to become part of their own “support team”.

Self-help support capabilities, such as the ability to order parts, or view current work order status, saves customers – and FSOs – significant time in that an entire series of potential two-way vendor-customer status update calls can be avoided.

In addition, customers can create their own service tickets online, gain direct access to self-service resolution scenarios, receive real-time status update alerts, and track the shipping status of outstanding service parts orders themselves. Basically, the more power the customer has to perform any of these activities itself, the quicker service orders can be created, the quicker potential time-related problems can be identified and resolved, and the happier the customers will be with the services they are receiving from the provider.

By making the customer an integral part of the service delivery team, UK/Europe service organisations can continue to benefit from reduced time- and cost-related factors – while increasing existing levels of customer satisfaction. Customer access to online service order data and information is clearly a “win-win” scenario for all parties.

 

Growth in Cloud solutions

However, the greatest impact on the future of Field Service Management is most likely to come as a result of the growing acceptance of Cloud-based technology, as reflected in one particular series of questions included in SFG℠’s 2015 FSM survey questionnaire. Respondents were first divided into three (3) categories: those with existing FSM solutions already in place, those planning to implement in the next 12 months, and those considering an FSM implementation or upgrade in more than one year.

The results strongly suggest that we are currently in the midst of a fast-paced global sea change in the way FSM solutions are being marketed, sold and deployed.

Among those UK/Europe organisations currently planning an FSM implementation in the next 12 months (or considering doing so in the next 24 months), a Cloud-based solution is preferred by 29% of respondents, compared to only 14% citing a preference for Premise-based – a roughly 2:1 ratio in favour of Cloud.

However, more than half (57%) still remain undecided at this time (compared to only 26% for the general survey population). Still, Cloud-based FSM solutions appear to be the dominant preference. In less than three years since SFG℠’s previous FSM Benchmark Survey was conducted, this represents a sea-change from a market that has historically gone Premise-based for a majority of its FSM software solution needs.

However, the availability of Cloud-based FSM and SLM solutions now allows smaller UK/Europe FSOs to acquire the same types of functionality previously only available to larger organisations, thereby allowing them – in many cases for the first time – to compete directly against the historical market leaders.

 

Key Survey Takeaways

Based on the UK/Europe results of SFG℠’s 2015 Field Service Management Benchmark Survey, the key takeaways are: [ordered_list style="decimal"]

1. UK/Europe Field Services Organisations (FSOs) are driven to meet customer demands for quicker response; improve workforce utilisation, productivity and efficiencies; meet customer demand for improved asset availability, and increase service revenues
2.  A majority of UK/Europe FSOs are adding, expanding and/or refining the metrics, or KPIs, they use to measure service performance.
3. Over the next 12 months, more than three-quarters (79%) of UK/Europe FSOs will have invested in mobile tools to support their field technicians, and more than 53% will have integrated new technologies into existing field service operations.
4. UK/Europe Field Technicians are increasingly being provided with enhanced access to real-time data and information to support them in the field.
5. UK/Europe FSOs are providing customers with expanded Web-enabled self-help capabilities (i.e., to order parts, track the status of open calls, and create service tickets, etc.).
6. More than half of UK/Europe FSOs are not currently attaining their customer satisfaction or SLA compliance goals; and one-in-four are not achieving at least 20% services profitability (although services profitability, as a whole, appears to be improving).
7. Existing UK/Europe FSM platforms are reported as reflecting a more than 2:1 Premise-based over Cloud-based ratio; however, planned FSM implementations in the next 12 to 24 months are reported as more than 2:1 Cloud-based, or SaaS.

Historically, the primary factors cited as driving the UK/Europe – and global - services community to improve its operational efficiencies and service delivery performance have essentially been customer-driven; that is, with a focus primarily on meeting – and, even, exceeding – customer expectations for response time, first-time fix rate, mean-time-to-repair and the like.

However, the economic downturn of the past decade changed the way services organisations think by shifting their focus to ongoing rounds of cost cutting and downsizing (i.e., the denominator of the bottom line). However, this was quickly followed by a shift to the numerator, best represented by an all-out effort to increase service revenues, or turnover.

In 2016 and beyond, the focus will likely be even stronger on the customer in terms of striving to meet (and exceed) their demands, preferences and expectations – or “back to the basics”. UK/Europe FSOs will continue to plan to accomplish this mainly by developing and/or improving the KPIs they use to monitor their improved performance over time, investing in new tools to support both field technicians and customers, and integrating new technologies into their existing FSM or Service Lifecycle Management (SLM) systems.

 

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At 49%, the cited  current investments in mobile tools to support field technicians by UK/Europe services organisations is much higher than the overall survey base (44%),  yet current plans for integrating new technologies are still reported as significantly lower (i.e., only 20% in the UK/ Europe, compared with 34% for the global survey base).

However, plans for new technology integration over the next 12 months are significantly high at 33%, suggesting that the adoption of new services technologies in the UK/Europe may be roughly only one year behind that reflected by the general survey population (which is comprised of roughly 75% of respondents from the Americas).

Planned strategic actions by UK/Europe services organisations over the next 12-month period reflect a more dynamic, rather than static, approach to the field services marketplace.

For example, 51% of respondents plan to develop and/or improve their use of field service KPIs, or metrics, in the next 12 months; and nearly as many plan to improve planning and forecasting activities with respect to field operations (46%).

 

Automating existing manual field service processes and activities (40%) is also cited as a top planned strategic action.

Additional top planned strategic actions, cited by at least one-quarter (25%) of UK/ Europe respondents, include integrating new technologies into existing field service operations (33%), investing in mobile tools to support field technicians (30%) and providing enterprise-wide access to important field-collected data (26%).

Other key planned actions will be taken in areas relating to increasing customer involvement in Web-based service processes (23%); providing additional training to field technicians and dispatchers (19%); outsourcing some, or all, field service activities to partners and vendors (14%); and hiring additional field service technicians and/or dispatchers (11%).

What these data primarily show is that the UK/ Europe field services community recognises the need to take specific strategic actions to enhance and improve existing service operations, and that these actions begin first and foremost with the need to develop and/or improve the use of service metrics and KPIs in measuring and monitoring their service delivery performance.

In addition, it shows that UK/Europe FSOs also recognize the need to invest in the right mobile tools and technologies to empower their resources both in the field, and in the back office, to improve existing processes, meet the growing needs of customers, and make greater contributions to the bottom line.

Use of KPIs

The survey findings reveal that there are basically seven service performance metrics, or KPIs, presently being used by a majority of UK/Europe FSOs. They include:

• 78%  Customer Satisfaction
• 75%  Total Service Revenue
• 68%  Total Service Cost
• 53%  Field Technician Utilisation
• 53%  Percent of Total Revenue under SLA/ Contract
• 51%  Service Revenue, as a Percent of Total Company Revenues
• 51%  Service Revenue, per Field Technician

However, there are also an additional seven KPIs that are used by just under one-half of UK/ Europe FSOs to help them measure performance, including On-Site Response Time (49%), First Time Fix Rate (49%), Service Level Agreement (SLA) Compliance (49%), Field Technician Productivity (47%), Mean-Time-to-Repair (MTTR) (47%), Service Contract Attach Rate (47%) and Service Contract Renewal Rate (47%).

The fact that ±50% of all UK/Europe services organisations presently use up to 14 KPIs to measure service performance reflects a significantly high level of importance placed on the use of KPIs in the overall UK/Europe services community.

 

The survey findings also show that UK/Europe services organisations aspiring to attain Best Practices do not merely look at specific outcomes, such as improving the bottom line, or increasing customer satisfaction; they also look at ways in which to identify the root causes of major problems and leverage process improvement opportunities through the implementation of effective tools and technologies to support their resources both in the field and in the front and back offices that support them.

For example, a majority of UK/Europe FSOs currently support their field technicians with a variety of online capabilities, including the ability to initiate service orders (83%), ability to track and update the current status of work orders (77%), access to product schematics/ documentation (57%) and ability to provide customers with an Estimated Time for Arrival (ETA) (55%).

Other capabilities planned in the next 12 months by at least one-third (33%) of UK/Europe services organisations in support of their field technicians include: [unordered_list style="bullet"]

• 38% Access to problem resolution scenarios
• 35%  Access to customer/asset service history

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Whether it is access to data and information that represents the past (i.e., customer/ asset history), the present (i.e., current status of work orders), or the future (i.e., providing customers with an ETA), the leading UK/Europe FSOs clearly appear to recognize the importance of real-time data and information access.

However, the key to success for many services organisations is that they are also providing their customers with a comparable set of online tools to make both their – and their field technician’s – lives much easier.

 

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Do UK/Europe FSOs prefer Cloud or On-Premise solutions? Find out in Part 4 coming soon...

 

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Are UK field service companies keeping pace with the rest of the world? In Part One of this exclusive four-part benchmarking report for Field Service News, Bill Pollock, President & Principal Consulting Analyst, Strategies for Growth SM, revealed comparative performances and some of the differences between US and UK/European field service organisations.  Here, in Part Two,  he reports what  UK and European service companies say are the key drivers influencing strategy. The publication of this research is sponsored by Kirona.

 

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The key drivers that most influence UK/Europe organisations to improve the overall performance of their field service operations are similar to those cited by the overall respondent base, although, with a higher degree of intensity, and in a slightly different order – i.e., one that places somewhat more emphasis on customer demand and workforce utilisation, productivity and efficiency.

Nonetheless, the UK/Europe respondents have clearly identified the specific drivers that are pushing them to aspire to the attainment of higher levels of performance. For example, customer demand for quicker response time is cited by more than half of the respondent base (i.e., 56%) as the top driver their organisation currently focuses on with respect to optimising field service performance.

The need to improve workforce utilisation and productivity, and need to improve service process efficiencies are the next most highly cited at 47% of respondents, respectively.

From such data, it is clear that the main focus of UK/Europe services organisations remains squarely on the customer.

 

They have already recognised that a focus on the customer must be first and foremost with respect to driving their service operations, and that they could neither attain – nor maintain – a strong competitive status in the services community without having focused first on their customer’s needs and requirements; and, next, on improving the internal services operations necessary to meet their expectations.

As such, the common threads that tie all of these drivers together among UK/Europe services organisations may be best categorised into three groupings essentially comprising:

1. Customer demand for quicker response and improved asset availability;
2. Field technician utilisation, productivity and efficiency improvement; and
3. An internal mandate to drive service revenues – and profits.

We also believe that it is a mistake to dwell only on the “top” factors that are driving the market – and the organisation.

In fact, there are several other factors that respondents also cite as just “bubbling under the surface” with respect to their potential impact on the overall well-being of the organisation. These include:

 

• 22% Competitive pressures / need for market differentiation
• 14% Customer demand for more accurate service call scheduling
• 12% Escalating field service operations costs
• 8% Need to reduce dispatch-related errors

It is noted that UK/Europe organisations are far less likely to be driven by competitive pressures/ need for differentiation than the overall survey universe (i.e., only 22% for the UK/Europe, compared to 33% for the overall respondent base).

Also, while only 8% (i.e., or roughly 1-in-12) UK/ Europe respondents cite the need to reduce dispatch-related problems as a key factor, this driver is apparently still an important consideration to a significant number of organisations.

Another key influencing factor revealed through the analysis is that only 62% of the UK/Europe services organisations surveyed have experienced some improvement in year-over-year field technician productivity (i.e., measured in terms of average calls completed per day), compared to 67% among the overall respondents). Nearly as many (i.e., 61%) have experienced improvements in service revenue, per field technician during the same period.

A similar percentage (i.e., 60%) have also experienced improvements in their year-over-year service profitability.

In fact, these year-over-year increases have helped UK/Europe services organisations to attain a mean average of 35% service profitability in the most recent reporting period, only slightly lower than the 38% attained among the overall respondent base.

Customer satisfaction

At a mean average of 82%, UK services organisations are also currently falling somewhat below the global survey population with respect to attaining desired levels of customer satisfaction (i.e., 85%).

However, each of these respective levels of performance assure that most UK/Europe services organisations will likely retain their high standings in the global services community: first, through sheer momentum; and finally, by the fact that they also reflect among the survey universe’s highest levels of strategic actions – both current and planned – targeted to improve these key areas of performance over the next 12 months and beyond.

 

Based both on the survey findings and SFGSM’s ongoing follow-up research, it is not surprising that the UK/Europe field services community recognises that it will need to increase its investments in mobile tools and new technologies to compete effectively in an expanding global marketplace.

In addition, it also recognises the importance of building an effective Key Performance Indicators (KPIs), or metrics, program to measure the impact that its strategic actions, technology investments and resource acquisitions will actually have on the organisation’s performance moving forward.

Perhaps one of the most encouraging signs for the future success of UK/Europe services organisations is that nearly two-thirds (64%) of respondents cite the development/improvement of the KPIs and metrics they use to measure, monitor and track their field service performance over time as their top strategic priority.

This figure is substantially higher than the 52% cited by the overall survey population – and even higher than the 52% cited by Best Practices organisations.

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Watch out for Part 3 , where Bill Pollock reports on KPI performance and what technologies companies plan to invest in from 2016 onwards.

 

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Global energy management firm Schneider Electric is rolling out ServiceMax's service management solution to 6,000 engineers across the globe as part of its One Schneider customer support strategy in which IoT will also play a key role. Marc Ambasna- Jones caught up with both companies at MaxLive Europe.

As Manish Gupta, senior vice president of Schneider Electric took the stage in the Salon Opera in the 19th Century Le Grand Paris hotel, few of the 270 attendees at MaxLive Europe would have been aware that the company at which Gupta plies his trade is in fact older than the building in which they were sitting.

Le Grand Paris and its much celebrated Café de la Paix were opened in the 1860s and played host to local literary heavyweights Emile Zola, Victor Hugo and Maupassant. Thirty years earlier, and about 317km south in Le
Creusot, two brothers named Adolphe and Eugene Schneider acquired the local mines, forges and foundries. It was the start of what is today a $25bn business.

It is of course a very different business. Schneider Electric now defines itself as a specialist in energy management and automation.  Its client list spans the globe and covers a wide range of industries including utilities, manufacturing and distribution. This has led to rapid growth in its service teams which now numbers 20,000 tech support engineers. Understandably it has built up a complex service structure to manage its resources but not without a degree of pain.

According to Gupta, growth and acquisitions have led to the company having “lots of disparate systems from multiple vendors, including Excel spreadsheets.” Schneider Electric has, to be fair, been a very acquisitive company. It has bought and integrated 17 businesses in the last five years, including a £5 billion purchase of UK engineering firm Invensys earlier this year. This acquisition trail brings its own challenges and has been a contributor to the company’s service management conundrum.

“We had different solutions across different business units as well as different countries,” says Gupta. “As part of our global program for One Schneider,  our objective is to enable consistent and accessible visibility into our customers globally. This led us to purchasing Salesforce for CRM, and then we wanted to extend that single view of the customer to our field service. ServiceMax enables an end-to-end connected experience for our customers, techs and management and was on the Force.com platform.”

 

This fits with Gupta’s and Schneider Electric’s vision for the evolving role of the service engineer. “The installed base is key,” adds Gupta, “because we want to track how customers are using our products. We want to improve products and improve the experience.”

As well as the obvious potential for upselling, Gupta sees this ability to create a two-way conversation with customers an increasingly essential skill for service engineers. The premise is that retaining and upselling existing customers is easier than finding new customers.

Schneider Electric is currently in the process of rolling out ServiceMax for 6,000 of its service engineers and plans to review its contract when rollout is complete in 2017. Although still in mid-adoption, Gupta has identified a couple of pain points.

“Governance and training have probably been our biggest challenges,” he says. "It’s not unusual. Any large software deployment will have its sticking points and getting users up to speed quickly on new software tools is not easy. It’s time consuming and never moves as quickly as you want it to."

So what are the initial thoughts on dealing with ServiceMax?

“I like that fact that it aligns with our corporate strategy on standardisation, and the partnership we have with ServiceMax allows us to contribute to their roadmap. And ServiceMax’s functionality enables us to be more dynamic and support the business.”

What could be better?

“I’d like to see more systems integrators doing training as that will drive competitive pricing in PS resources. That will come in time as ServiceMax expands.”

It’s a fair point. It’s easy to forget that ServiceMax is still relatively new in software terms and new companies generally have a lot of energy and a willingness to go the extra mile to help customers. When Gupta was on the stage with ServiceMax CEO Dave Yarnold, it was clear from the outset that there was more to this arrangement than just a bit of back scratching.

 

So what does Schneider Electric get out of it beyond the original remit for buying software to manage its service teams? “The strength of partnership we have with them is enabling greater innovation in what we are doing with our service organisation. As a company, they think strategically about the software, which empowers us to do more strategic things with our service delivery.”

The industrial internet of things

One of the more strategic things is increased automation. Schneider Electric has been a massive advocate of the Internet of Things within its various customer industries, claiming that IoT is a driver for increased efficiency as well as increased sustainability.

Its own industrial IoT whitepaper talks about a “wrap and re-use approach” rather than a “rip and replace approach”, the idea being that this will enable greater business control through accurate machine intelligence.
This measured approach, it says, “will drive the evolution towards a smart manufacturing enterprise that is more efficient, safer, and sustainable.”

Gupta believes that IoT is a “fundamental strategy” that will significantly “change our service organisation.” In what way? “Technology is not the issue,” he says. “We can already do things quickly and efficiently. The biggest impact for us is the value we are able to give to the customer. This is where the biggest opportunity with IoT is for us – mitigating downtime, maintaining uptime and assets becoming predictive. IoT must become an operational strategy and not just be a vision. We are focused on scaling the innovation to an industrial level, not just pockets of visionaries doing isolated projects.”

As if to drive home the point, Schneider Electric also rolled out its VP of information process organisation, R&D and Innovation Efficiency. Twila Osborn, as well as having a long job title, is a mathematician. She worked on the space shuttle programme in the 1980s, using her problem solving skills on the well-publicised issues surrounding the shuttle’s heat-resistant tiles.

 

Today she works out of Boston in the US, designing processes across Schneider Electric’s data and technology platforms to ensure a lifecycle of data across the organisation. She has just finished with a proof of concept, she says, reaffirming that “R&D is relevant.”

Ground control

Her proof of concept is essentially about using automation to create a standard data flow across the organisation, “designing serviceability and scalability into the marketing attributes we need in the products from the very beginning,” she says.

“We can now look at the products and get metrics so we can develop competitive models now, looking at how we compare with rivals and plan accordingly. We can close the loop with our service team, so the engineer in the field can capture the data and look for upsell opportunities. It’s about service engineers getting the right product and parts while on site or maybe even like the Tesla, refresh the software without interrupting the user?”

She talks about value creation, not a standard phrase for a mathematician, and applies to the idea that the service technician has this increasingly important role in helping the company define its future.  “They are going to be critical in the chain,” she adds. “The speed of reaction will be huge and can alleviate customer problems quickly through the data telling you what is wrong – intelligence is becoming critical.”

So does she see service engineers selling or just good sources of raw ideas for R&D? “The automation will enable us to close the loop again with the service engineer who can see gaps in the market or problems and feed them back instantly to the product design people, so products will change based on real experiences in the field. So yes, the role of the service engineer will keep changing.” And selling?

 

ServiceMax’s Dave Hart, VP of global customer transformation steps in here. “It’s a fine line between serving and selling,” he says. “You don’t really want them to sell because they break the trusted adviser status. Empowering field service engineers to make more informed decisions thought, that’s different. A lot of companies don’t have direct sales forces anymore, so in many respects filed service is the touchpoint with the customer but not really a salesperson.”

Hart adds that if you speak to most field service leaders they will probably tell you that one of their biggest issues is data. They know it’s in there, they just can’t get it out the system in any meaningful way. “It’s usually in a bunch of disparate systems that don’t talk to each other,” he says.

And that is the problem Schneider Electric is trying to solve. It has a plan to coordinate the whole organisation; not a small task but if Osborn’s proof of concept flies you get the feeling it will be on that road relatively quickly.  She understands that you need meaningful data to glue a modern business together. It’s finding ways to make this data easily accessible and that makes Schneider, not for the first time, one to watch.

 

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Are UK field service companies keeping pace with the rest of the world? In this exclusive four-part report for Field Service News,  Bill Pollock, President & Principal Consulting Analyst, Strategies for Growth SM, explores how UK companies compare with their global counterparts.  

 

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Each year, Strategies For Growth  (SFGSM) conducts a series of Benchmark Surveys among its global outreach community.  The content of this report is derived exclusively from the UK/Europe responses to our 2015 Field Service Management (FSM) Benchmark Survey and, thereby, represents a geographically-specific universe base from which to identify key FSM usage patterns and trends. The research coverage was sponsored by Kirona.

For example UK/Europe survey respondents identify the following as the top factors, or challenges, currently driving their desire to optimise field service performance (compared to the overall global results):

• 56% Customer demand for quicker response time (up from 52% overall)
• 47% Need to improve workforce utilisation & productivity (up from 43% overall)
• 47% Need to improve service process efficiencies (up from 40% overall)
• 41% Customer demand for improved asset availability (up from 35% overall)

Thus, the data clearly reflects that UK/Europe Field Service Organisations (FSOs) appear to place somewhat more emphasis on each of these key market drivers, focusing on customer demand and workforce utilisation, productivity and efficiency, than their worldwide respondent counterparts.

Therefore, it should come as no surprise that they are also planning to invest more in mobile tools in support of their respective field forces than other global geographies represented in the overall survey universe.

However, in order to effectively address these key challenges – and strive to attain Best Practices status – UK/Europe respondents then cite the following as the top strategic actions they are currently taking:

• 64% Develop / improve metrics, or KPIs, used to measure field service performance (up from 52% overall)
• 49% Invest in mobile tools to provide field technicians with real-time access to required data and information in the field (up from 42% overall)
• 35% Integrate new technologies into existing field service operations (i.e., iPads, Tablets or other devices, etc. (up from 34% overall)

The big difference reflected in the UK/Europe survey results is in the percentage of services organisations that are currently developing and/ or improving the Key Performance Indicators (KPIs) they use to measure performance -  cited as a top strategic action by 64% of UK/ Europe respondents, compared to only 52% overall.

 

In fact, the percentage of UK/Europe FSOs currently developing/improving their respective KPIs, at 64%, is higher than the 62% cited by the survey’s Best Practices respondents (i.e., those attaining at least 90% Customer Satisfaction and 30% Services Profitability).

The remainder of this report provides insight into each of these and other related areas that may be influencing your organisation’s quest to attain Best Practices, as well as highlighting those resources that the leading UK/Europe organisations already have in place – or are planning to implement in the next 12 months.

Field service as profit centres

The survey results reveal that 65% of UK/Europe respondent organisations currently operate service as an independent profit centre (or as a pure, third-party service company), similar to the 66% reflected among the overall survey respondents, but far fewer than the 81% cited among Best Practices organisations.

Even so, there are still more than a third (35%) that operate as cost centres in support of product sales.

While there appears to be some consistency or continuity in these percentages from other surveys conducted by SFG℠ over the past few years, this nearly 2:1 ratio strongly validates the fact that profit centres now represent the dominant business model within the UK/Europe services community and, based on responses from other questions in the survey, this trend is likely to grow even stronger over time.

It is noted, however, that the percentage of organisations running service as an independent profit centre varies – sometimes significantly – by size of organisation (based on annual revenue or turnover).

The overall survey findings indicate that US$1 billion-plus organisations come in at 74%, while SMBs (i.e., Small and Medium-sized Businesses) report only 55%.

 

Not surprisingly, organisations reporting total annual service profits of greater than 30% come in at 76% – one of the highest levels charted among all of the segments covered in the survey.

As such, they are not only operating service as a profit centre – they’re actually making a significant profit by doing so!

Bespoke or out-of-the-box

More importantly, the UK/Europe respondent base clearly confirms that the predominant mode of Field Service Management (FSM) solutions currently being deployed is mainly off-the-shelf, either with some customisation (53%; compared with only 37% overall), or basically right out-of-the-box with no customisation (2%; compared with 6% overall), comprising more than half (55%) of the respondent base in total.

This figure is 9% higher than that cited by global Best Practices organisations (i.e., 46%)

Roughly one-quarter of UK/Europe respondents are either using home-grown, or internally-developed automated systems (15%), or bespoke solutions developed by a systems integrator (9%).

As such, UK/Europe organisations are far less likely to deploy a bespoke solution either internally, or by a systems integrator, compared with the overall survey respondents, but are far more likely to deploy an off-the-shelf solution and, then, have the specific types of customisation they require built-in to tailor it to their organisation’s requirements.

However, the most perplexing statistic may be the fact that nearly one-in-four UK/Europe organisations (22%) are still running their field service operations basically via a series of manual processes (and spreadsheets) – higher than the 18% attributable to the overall respondent base!

 

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Download the full report! Click here to download it now!

 

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Watch out for Part 2 , where Bill Pollock reveals the key drivers for European and UK field service organisations.

 

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