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Berg Insight presents a unique database covering the 350 largest cellular IoT deployments identified as part of the company’s world-class IoT market research activities since 2004.

The extensive list includes various types of projects and product categories deployed across all types of vertical markets including aftermarket automotive, fleet management & MRM, healthcare, OEM automotive, retail applications, smart homes and buildings, utilities, wearables & consumer electronics as well as industrial M2M and other. The database includes project size and geographical distribution by the end of 2017 as well as a 5-year forecast for each individual project.

“The projects included in the top-350 list together account for approximately 214 million active cellular IoT subscriptions”, said Rickard Andersson, Principal Analyst, Berg Insight. He adds that this corresponds to as much as 33.0 percent of the total number of cellular IoT connections worldwide at the end of 2017.

The 350 projects on the list are in the coming years forecasted to grow to 521 million units by 2022, corresponding to an overall compound annual growth rate (CAGR) of 19.5 percent. “More than 40 deployments on the list have surpassed 1 million subscriptions and the top-10 projects alone account for over 80 million units”, continued Mr. Andersson. Fleet management & MRM is the largest vertical in terms of the number of projects that made the top list, followed by retail applications, aftermarket automotive and OEM automotive as well as smart homes and buildings.

When comparing the number of active subscriptions represented by each vertical for the entries in the top-350 list, OEM automotive is instead the largest vertical, accounting for 46 million units, ahead of utilities at about 34 million units and fleet management & MRM representing 31 million units.

Download report brochure: The 350 Largest Cellular IoT Projects Worldwide

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Adopting IoT as part of the greater service and business environment involves keeping up with industry changes as they take place. That means incorporating better measures when needs arise in any business area and keeping cost-effective solutions in mind for the future progress of the company as a whole...

Already, 76% of companies are using IoT data analytics to establish product and/or process quality imperatives. Their decision makers can analyze IoT data to improve solution recommendations, feedback on installations, demonstrations, specific services, and others.

IoT also serves as a signifier for opportunities to improve more processes, such as identifying popular products and managing inventory.

Respondents to a recent research project undertaken by WBR and commisioned by Astea believe data should be usable in decision making at a variety of business levels. In every case, a majority of companies have either adopted IoT for specific business functions or plan to do so in the next 24 months. But companies prioritize customer-facing initiatives—service, products, and satisfaction—over internal functions such as business projections and aligning service data with financials.

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Customer Satisfaction & Loyalty:

73% of companies have incorporated IoT (42%) or plan to do so within 24 months (31%) for the purpose of customer satisfaction and loyalty. More companies have incorporated IoT for this purpose than for any other measured in the study.

With connected data, companies are able to understand and fulfil customer demands better thanks to improved communication. In this way, minor technological improvements can be made without delay or other consequences.

Service Processes & Optimization

Respondents agree that connected data and IoT have helped streamline processes across departments. By leveraging IoT data, they can measure efforts for overall growth through set channels, be they internal or service-driven.

Now, 41% of companies have incorporated IoT for process optimization, a close second to customer satisfaction and loyalty. Thirty-six percent have already incorporated IoT with service processes; more companies plan to do so within 24 months (37%) than with any other business function measured.

Product Uptime

Companies’ attention to customer experiences carries over to product support, where one respondent cites “notable improvements” to uptime in both industrial and consumer-driven channels. One healthcare executive says IoT helps them sustain products “during times of higher demands, especially due to the fact that these are used during medical procedures.”

More than one-third of companies have incorporated IoT for product uptime (34%); more than one-quarter of companies have plans to incorporate IoT with product uptime (30%) within 24 months.

Business Projections & Decisions

IoT data can be applied to various business requirements and provide essential statistics to support managerial functions. Derivations from reliable signals allow for better judgements when making business projections and decisions.

Over one-third of companies have incorporated IoT for business projections and decisions (35%); more than one-quarter of companies have plans to incorporate IoT with business projections and decisions (27%) within 24 months.

Predictive Maintenance

Respondents’ ambitions for better response to maintenance needs extends to real-time automated reporting, a better understanding of their products’ “general maintenance structure,” and even signals for customers to be proactive—to seek out maintenance themselves.

Several respondents cite their use of predictive reporting for scheduling, sustainability, and research methods, among others. Only 32% of companies have leveraged IoT for predictive maintenance; however, 29% plan to do so within 24 months.

Aligning Service Data with Financials

Fewer companies have incorporated IoT to align service data with financials (26%) than any other business function in the study. But the data suggests this is a growth area. More companies (61%) are either planning to incorporate IoT in this way within 24 months or are interested in incorporating IoT in this way than with any other business function.

Despite the prioritization of functions that drive customer success, it is in business projections, business decisions, and aligning service data with financials that companies take an increasing interest in incorporating IoT.

At least one-quarter of companies have already incorporated IoT for each of these purposes. Have you?

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Fujitsu Limited and Ericsson have entered an agreement to deliver end-to-end 5G network solutions and related services under a strategic partnership. The two companies are joining forces to develop this based on their combined portfolios – spanning radio access and core network – for the dynamic 5G market in Japan, connecting communications service providers to the global 5G ecosystem.

The two companies aim to initially provide systems and solutions for the Japanese market, and seek to further expand their collaboration to other customers globally.

In the 5G era, mobile communications service providers anticipate the ability to provide highly scalable, and intelligent services through open and globally standardised technology for core and radio access network for more efficient network operations.

Ericsson and Fujitsu’s strength in research and development will ensure the best path for bringing global 5G solutions to Japan, as well as exploring a wider global market.[/quote]As a leading network technology provider, Fujitsu is making concerted efforts to support open standards activities driven by major telecommunications providers and aims to achieve broad interoperability for its radio access products in global markets.

As a world leader in 5G, Ericsson has worked closely with mobile operators around the world in the development of 5G, through standardization, trials, and prototyping.

Ericsson and Fujitsu’s strength in research and development will ensure the best path for bringing global 5G solutions to Japan, as well as exploring a wider global market.

Tango Matsumoto, Executive Vice President, Head of Network Business Group at Fujitsu, says: "Through this partnership with Ericsson, we will provide flexible 5G network systems that are open and standard compliant, and will leverage our expertise in wireless technologies and network integration to a wide range of customers in and outside of Japan. From mobile broadband, expected to be the first widespread use case of 5G, to the Internet of Things (IoT) and beyond, this partnership holds out the promise of exciting new business opportunities."

Fredrik Jejdling, Executive Vice President and Head of Business Area Networks at Ericsson says: “Our global expertise in 5G combined with our understanding of the local market puts us in an excellent position to support the introduction of 5G in Japan. By working closely with operators and partners, we are creating solutions that will bring successful use cases and applications to the market. With Fujitsu we get an excellent partner to accelerate this development.”

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In this, the latest edition of the Field Service Podcast, Kris Oldland, Field Service News, Editor-in-Chief, is joined by Marne Martin, CEO of WorkWave and president of Service Management for IFS about her new role with IFS as well as discussing whether the time has come to finally recognised Field Service Management systems as a standalone category such as CRM or ERP [hr]

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Jan Van Veen continues his latest exclusive Field Service News series on how companies can monetise their services with IoT as he turns his attention to something many companies struggle with - better articulating their value proposition...

Central question: How to monetise Services & IoT

Many manufacturers experience pressure on growth, revenue and margins.

Their products and services are being commoditised. Competition from lower-cost alternatives are arising. On the other hand, there are huge opportunities with new technologies, value propositions and business models.

One of the important trends is that value proposition and offerings become more data-driven and more service oriented. However, many manufacturers are product-driven businesses which do not fully appreciate the value service has for their customers and own business.

So, one of the central questions is: How to Monetise Services and IoT in order to Grow in a Disruptive World?

The capability to monetising service and IoT is mission-critical for sustainable performance and existence of manufacturing:

In a series of articles, we cover 3 critical steps which make the difference between success and failure in monetising services and IoT:

1. Solve bigger customer problems, which is all about creating significantly more value for customers.
2. Articulate the value
3. Build internal momentum for monetisation

Common mistakes

Too often we see that (new) services, solutions or features are promoted without connecting the dots to their bigger problems.

For example, a client of mine – a major equipment manufacturer – experienced the power of explicitly connecting the dots. They were launching the first version of a portal to serve DIY clients which had their own maintenance departments.

They initially presented the benefit of the portal with many online manuals (version 1 of the portal) as a way to save time every time a maintenance engineer of their client would need to find the right manual. It appeared to be tough to sell paid subscriptions for this portal.

Only when the manufacturer articulated their view of the key problems of their clients’ maintenance departments and how the portal would solve these problems, did the clients get really interested.

The dominant problems of the maintenance departments were not finding manuals, but the daily pressure to increase availability and uptime at shrinking budgets and that, that their engineers had slow learning curves due to low volume of certain problem-solving work.

"A portal which would evolve into a broad toolset for best practices, troubleshooting and maintenance management was considered a crucial asset..."

A portal which would evolve into a broad toolset for best practices, troubleshooting and maintenance management was considered a crucial asset.

Furthermore, we often see manufacturers thinking and talking about features and activities, instead of customer value. Clients only pay for the value they perceive, not for what you do.

A striking example were field service engineers of another client, who would spend a full day in pairs to install equipment which was already delivered a  couple of days before. A few days after installation, another colleague would visit the client for training and commissioning.

The two engineers would unpack all components and assemble the components, connect it to a couple of other devices from different brands which involved many integration issues, connect their equipment to the computer network – which involved loads of security and networking issues which the engineers had to solve with IT departments – which by nature tend to be reluctant.

And here is how they briefed their client when they started the job: “We are here to unbox the components, put the bits and pieces together and make sure everything is there, so the trainer is ready to go……”

Their client did not even know what kind of complex integration problems the engineers were solving. Actually, their client even wondered why his supplier did not have more mature and efficient processes to get the job done. And by no means are the engineers to blame for this.

Some practical solutions

You can easily start improving on these common mistakes:

Build a compelling story of your view of your customers' challenges, opportunities and problems, which is validated by (a segment of) your customers. Relate this as much as possible to strategic or crucial priorities of your clients.

• Include a view on how your clients could best pursue these opportunities and solve these problems. Don’t make this a big thing, just start with a first strawman version and let it grow in time.
• Link the characteristics and benefits of your solutions and services to the view of your customers.
• If possible, quantify the benefits in terms of the strategic or critical priorities.
• Ensure that your value story is well articulated in your messaging to (the specific segments of) your clients and is consistent across all touch points. This may involve some staff training..

The Benefit

Manufacturers which are better in articulating their value see that both customer-facing personnel and their clients better see the value, better appreciate the value and therefore also find it more logical pay for this value.

Hence, these manufacturers generate more new revenue streams with higher margins and differentiate more from their competition.

Give monetisation of services and IoT an Impulse

If you want to accelerate the monetisation of your (new) services and IoT, join our upcoming Impulse Sessions on “How to Monetise Service and IoT”. These are full day interactive meetings with like-minded peers, during which we will exchange experience, insights and challenges.

Book your seat @ https://moremomentum.eu/impulse-sessions/ 

Essence

Delivering value to customers does not automatically also capture the value – that is, monetise the value delivered. If the delivered value is not clearly articulated for clients (and staff), both will take it for granted or maybe even not recognise it.

Jan Van Veen, is Founder of MoreMomentum

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In this, the latest edition of the Field Service Podcast, Kris Oldland, Field Service News, Editor-in-Chief, is joined by Kevin Starr of ABB oil and Gas as they talk about the huge impact of automation within field service delivery.

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The United Kingdom’s army of tradespeople who monitor, maintain and fix the billions of pounds of equipment that keeps offices, factories and shops open have become the new frontline in the advance of the Internet of Things (IoT).

As the internet and smartphones become primary necessities over paper and landlines, trade services must embrace the next phase of business evolution in order to remain relevant in the market and to appear dependable, effective and cutting-edge for the modern customer.

Though not a brand new concept, IoT has become the herald of this new chapter, facilitating unique connections with the latest job management and service technology and forever changing the way the industry operates.

The Internet of Things (IoT)

IoT has been defined as the concept of connecting any electronic device to the internet and to other connected devices. It works an application or service that uses information collected from sensors – or the “things” – and then analyses the data from the sensor to perform a specific function.

Through IoT, a giant online network is created which allows previously unrelated technology to speak to each other and combine forces to create new functions that generate new levels of convenience for the user. Many tech experts have used smart TVs or fitness watches that generate a tailored exercise plan as examples of IoT.

Why should trade services care?

According to Curtis Thomson, simPRO Director at one of the world’s leading job management software companies, IoT projects have now moved well beyond the initial trials and high-end proof of concepts and are being actively rolled out by leading service companies and manufacturers across the UK.

For these companies, however, it’s not about programming driverless cars or automatic toasters and coffee machines for the break room. Trade service companies are eager to get in on the IoT action because when their systems are all connected and talking to each other, they have the potential to improve their service delivery, considerably cut costs, and deliver an improved customer experience.

“Think about the IoT in terms of field service applications,” Thomson said.

“Say, for example, you have an accelerometer fitted to the cooling tower on top of a building that could take vibration readings, log them to your database, and alert you when the vibrations fall out of a range.

“Or, you have sensors in the fire detection or sprinkler systems all constantly monitoring and reporting back the current state of the equipment they are tasked to keep an eye on.

"When an event occurs that falls outside of a tolerable range for that piece of equipment, a notification is raised, a job is created to investigate, or an alert is sent to your customer..."

Then, when an event occurs that falls outside of a tolerable range for that piece of equipment, a notification is raised, a job is created to investigate, or an alert is sent to your customer.

“How could this impact your SLAs, or your costs, for that matter? What will your customers think about this – your ability to log, report and respond to potential defects before they even can tell something is wrong, and in between maintenance cycles?”

Thomson’s insight into the future of the trade service industry is why companies like simPRO are determined to add IoT to their repertoire. In 2018, simPRO customers across the UK have been able to access the company’s new IoT solution, which rolled out in June to more than 100,000 users across the globe to countries like Australia, New Zealand, the United States.

simPRO IoT takes hardware, software and data from businesses in the trade and field service industries and integrates them into one platform, allowing previously separate programmes and machines to talk to each other and provide automated solutions ordinarily requiring extensive manual effort.

simPRO’s IoT solution also includes machine learning, proactive action triggering and automation of field service activities, which significantly reduces the complexity of administrative tasks like selection, installation, integration and management, and can trigger field service activities for businesses in near real time.

The company has already begun working with airport lounge operator Swissport and facilities (building plant and equipment) management group Thermacell to keep guests at Luton Airport in the UK warm in winter and cool in summer.

IoT represents significant opportunity in the trade services market, with the number of connected IoT devices worldwide expected to jump 12 percent on average annually, from nearly 31 billion in 2018 to 125 billion in 2030, according to analysis from IHS Markit (Nasdaq: INFO). In the UK, statista reported that in 2018 the share of adults owned at least one connected device was 83 percent.

The ability for machines and data to connect and interact with one another goes far beyond allowing the human race to live like the Jetsons. The trade service industry’s IoT-laden future signals effectiveness, efficiency, profitability and all-around satisfaction for everyone involved.

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Adopting IoT as part of the greater service and business environment involves keeping up with industry changes as they take place. 

We recently looked at some research from Astea and WBR that looked at why companies were adopting IoT based approaches to service delivery. Now in the second excerpt from that same report, we look at the new challenges such new next-generation tools might bring to the table...

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Now, the majority of field service companies are developing methods to make IoT-related services more efficient. Growth patterns suggest that they are being well received by customers as they use connected data to created advanced solutions.

Today, 75% of companies are using connected data and IoT to create advanced services; among them, 83% believe connected data and IoT lead to more profitable business decisions. Business decision makers who responded to the survey have identified several emerging applications of connected data where they are planning changes or are already seeing business results — security, product sustainability, new product technologies, and fleet management, among others.

Advanced Services in Practice

The research surfaced a wide-ranging and varied number of comments from service directors who participated which included:

“We are using connected data and IoT on an extensive level, with client dealings and remote problem solving with our advanced Affiliates Suite service to support client demands more efficiently. Under this service, we monitor data, alert clients about threats, and [provide] critical observation. With real-time data, threats can be diffused with faster diagnostics.”

“Recently, we have integrated IoT in order for vital health information to be passed on directly to those maintaining [the equipment]. With this innovation, the availability of details in timely manner is ensured, thus speeding treatment and dispensing medication. This solution will be subject to technological advancements from time to time with upgraded systems.”

“Once we derive information such as purchase patterns, market trends, [and] competitor stats, [connected data and IoT] is used to develop substantial products that are able to withstand and supply changing mechanisms. Advanced solutions using connected data and the latest upgrades benefit customers and organisation alike.”

Want to know more?! There is a full white paper on this topic available to fieldservicenews.com subscribers. Click the button below to get fully up to speed!

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Asset and service data will be a crucial element of making this transition to a more outcome-based business model. However, at present, surveyed organisations are not accessing the full potential of this data due to their inconsistent use of digital tools and technology. While 98% of respondents report that their organisation uses automated digital tools and technology to aid the collection and utilisation of asset service data, only around half or fewer state that these tools are used in the collection (51%), aggregation (43%) or analysis (52%) stages of the process.

This intermittent use of automated technologies is not only opening the door for inefficiencies but is also directly leading to difficulties with data collection and utilisation. Around four in ten respondents report that when it comes to the management of access to asset service data in real time (40%), aggregating asset service data in a structured way (39%), analysing asset service data (41%), and sharing asset service data analysis with the rest of the business (42%), their organisation either needs huge improvements in these areas, a complete overhaul or that they simply do not do this at all yet.

The difficulties regarding asset and service data are exasperated further by the 59% of respondents who agree that their organisation is held back from the successful analysis of data because the quality of it is usually poor.

Struggles are rife throughout the entire process, right from who is collecting it and how they do this, down to how it is being analysed and shared across the business. How can these organisations possibly expect to make any informed, strategic decisions using the data that is readily available to them if the process is so disjointed, outdated and underdeveloped digitally?

Lack of Data Confidence

And these struggles have led to a distinct lack of confidence among surveyed decision makers and their colleagues, with only 50% of respondents reporting that they or other service leaders in their organisation completely trust the asset service data that they have access to. But this will need to change because asset and service data is becoming an ever more integral part of organisations, and this is summed up by the 85% of respondents who agree that service asset data should be central to strategic decision making.

The requirement to boost trust levels is especially pertinent in those organisations where the C-suite is already using asset service data today (39%) or have plans to in the future (34%) because they will need to be able to trust in the data in order to make well-informed decisions for the business.

The use of asset and service data by the C-suite will also serve to set an example for leaders across other departments that this is the best way forward for the organisation.

Glaring Skills Gap

However, it is not just these deep-lying trust issues that are a concern for organisations, which is clear from the fact that only 22% of respondents are willing to admit that the IT and field service functions in their organisation work together completely effectively to achieve the goal of better data utilisation.

This lack of collaboration is compounded by a glaring skills gap whereby over three quarters (77%) of surveyed decision makers concede that the pace of data intelligence digitally collected by their organisation’s assets is outpacing the skills of those responsible for actually utilising the data.

Further to this, more than four in ten respondents report that the skills of engineers (45%) and the skills of management (44%) are a cause for concern when it comes to using data produced by advanced technologies (such as a digital twin) meaningfully. This should set alarm bells ringing for organisations because they are struggling with skills among both their employees on the ground and those higher up the organisation as well. It seems that even with the implementation of the appropriate technology for the collection and utilisation of asset and service data, there will still be work to be done in order to extract as much value as possible – this will likely need to be in the form of a rigorous training program.

An Appetite for Automation

A lack of collaboration between teams, an ever-increasing skills gap and an inconsistent use of the appropriate technology, leading to trust issues could become a recipe for disaster in these organisations if not addressed quickly.

The need for automated digital tools has rarely been clearer, and respondents recognise this. Only 7% believe that automating the process of collecting and utilising asset service data is not at all required because all data manually entered by service engineers is structured and entirely usable. Whereas over four in ten (43%) report that the automation of this process in their organisation is required to a huge extent, or that it is completely required because manually entered data never/rarely provides value.

Organisations will need to utilise automated digital tools more consistently if they are to progress, but they will also need to upskill their workforce and address any collaboration issues internally. These three areas are crucial if asset and service data is to be utilised to its full potential and this will ultimately underpin the successful transition to an outcome-based business model.

Want to know more?!  There is a white paper on this topic available to fieldservicenews.com subscribers. Click the button below to get fully up to date now! 

 

Data usage note: By accessing this content you consent to the contact details submitted when you registered as a subscriber to fieldservicenews.com to be shared with the listed sponsor of this premium content who may contact you for legitimate business reasons to discuss the content of this content.   

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