Starting out as a specific day to the Field Service USA program in 2011, the medical device attendees were so hungry for a more focused agenda that Field Service Medical ran as a separate event come 2012 and is now the premiere event for service...
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Feb 20, 2017 • Features • Management • Abbott Laboratories • Amos Schneller • Jeff Yates • Karl Geffken • Luminex • med-tec • Medical • Medivators • Medtronic • Richard Wolf Medical Instrument • WBR • bioMérieux • Boston Scientific • Carl Zeiss • Catherine Read • Dan Barnett • Field Service Medical • healthcare • Steve Nava • Tom Buckley
Starting out as a specific day to the Field Service USA program in 2011, the medical device attendees were so hungry for a more focused agenda that Field Service Medical ran as a separate event come 2012 and is now the premiere event for service executives in the med-tec space. Jonathan Massoud, Divisional Director WBR talks us through the latest industry trends and gives us a look at what to expect at this year's event...
Thinking of going but still not got your tickets? Field Service News readers are entitled to a 25% discount to this event. Visit: fs-ne.ws/6Gfp308FA2N and use the code FSM17FSNEWS
Every OEM that we surveyed in the lead up to the creation of 2017’s agenda mentioned regulatory guidelines and compliance as a concern. Right now, compliance becomes more critical as the FDA’s current focus is on third party providers and their relationship with OEMs.
Strict guidelines are a necessity. In a life or death setting, there is no time for faulty equipment.
There is a reason why OEMs are concerned, however.
These very regulations can impede innovation.
For example, apps built within a CRM that are not “quality certified” get shut down. Due to the sheer number of spare parts, regulatory bodies are forced to cherry pick what, when, and where they’re going to enforce.
Unless you are a big hospital or facility, JCAHO cannot enforce everything 100% of the time, creating an inconsistency in who is being carefully watched over.
Still, medical device equipment, spare parts, and how the technician fixes the machine have to comply with a multitude of rules. And as long as there is consistency and a quick turnaround process for approval, the OEM can appreciate this.
[quote]Despite how much compliance crackdowns may hinder ingenuity, money is continually poured into R&D for new products since the industry is fueled by the moralistic end-goal of improving quality of life.
Despite how much compliance crackdowns may hinder ingenuity, money is continually poured into R&D for new products since the industry is fueled by the moralistic end-goal of improving quality of life.
According to MDDI in a telling article entitled American Medtech Market to Grow 6.4% Annually Through 2017, “By 2016 the medical device market is projected to reach $134 billion.”
As this industry grows in revenue, there is a bigger focus on after-market service quality to create a brand differentiator, as they are selling to an increasingly shrinking customer.
Service needs a PR makeover. Customers are demanding more than just having a tech come over to fix a machine when it breaks. In fact, they want to see diagnostics tools being used so that the machine doesn’t break in the first place – or at the very least have a tech fix the problem remotely.
While it was once considered just a cost, service has a new role in revenue production, with some companies already having their service and sales departments integrated.
Due to this focus on cross-functional integration, OEM executives have finally come to realise that after-market service is a critical component to the customer’s experience.
This leads us to Field Service Medical 2017:
Day 1: Be Proactive Rather than Reactive:
- Create a business case for IoT to implement the right technologies for your organisation
- Be prepared for the shift and strategise how each department will be responsible for the technology before it is implemented
- Understand how end-users evaluate your product to drive operational decisions for delivery
Key sessions:
- ‘Can You Hear Me Now?’ Get Customer Metrics Through Your Call Centers – Tom Buckley, Director, Global Technical Service, Boston Scientific
- Workshop: Take a (Strategic) Leap Towards Connected Devices – Dan Barnett, Director, Customer Service, Abbott Laboratories
Day 2: Reinvigorate Your Culture
- Utilise service as a brand differentiator rather than a cost-reduction and implement this into your training and philosophy
- Navigate a complex regulatory environment by knowing what is in the pipeline and gaining clarity on gray areas surrounding third parties
- Identify the relevant metrics for measuring service success to actually tell a customer experience story with your data
Key sessions:
- Panel: What’s Unique about Your Service Solutions? – Amos Schneller, VP, Global Service and Technical Support, Medivators; Steve Nava, Director, Field Service Americas, Luminex; Ed Klosterman, Director, U.S. Field Service Operations, bioMérieux
- We’re Engaged: Training a Field Service Team Despite Long Distance – Steve Nava,Director, Field Service Americas, Luminex[/unordered_list]
Day 3: Achieve Cross-Functional Integration
- Overcome the bias about siloed roles and implement service into your R&D, marketing, and sales team right from the start
- Integrate service and sales to create a dual-sided profit center, selling service as a product
- Collaborate better with your marketing and IT team to get the service message across more effectively
Key sessions:
- Service is a Product – How to Sell it That Way! – Jeff Yates, National Service and Repair Manager, U.S., Richard Wolf Medical Instrument
- Panel: Shift from Customer Service to Customer – Karl Geffken, Senior Director, Marketing - Global Services, Medtronic; Catherine Read, Director, Customer Engagement, Carl Zeiss
Thinking of going but still not got your tickets? Field Service News readers are entitled to a 25% discount to this event. Visit: fs-ne.ws/6Gfp308FA2N and use the code FSM17FSNEWS
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Feb 16, 2017 • Features • Management • Jan Van Veen • management consulting • Momentum Framework • field service
Jan Van Veen, explores the concept of momentum within a field service organisation and outlines the Momentum Framework - a series of best-practices and tools that can allow you to ensure your organisation flourishes in today’s increasingly...
Jan Van Veen, explores the concept of momentum within a field service organisation and outlines the Momentum Framework - a series of best-practices and tools that can allow you to ensure your organisation flourishes in today’s increasingly competitive markets...
Manufacturing companies have a huge potential with their services. But many struggle to gain the Momentum to make it happen.
The problem is not their vision or business strategy. It’s all about their ability to execute and change.
After all, service innovation is a serious business innovation.
The winners in our rapidly changing world have adopted modern management perspectives and practices and thus increased Momentum to change. The common management perspectives and practices fail today, as they create resistance against change.
The problem
Most manufacturing companies focus on incrementally improving performance of existing operations.
They follow tight “planning & control” management practices which trigger defensive behaviour and resistance against change. The typically suffer from:
- Ongoing performance issues, without adequate, timely and sustainable interventions
- Failing execution of strategies and change programmes
- No significant innovation beyond incremental improvements of current products and practices
- No preparations for (potentially) disruptive change
Without a rapid pace of continuous change, companies will struggle to develop a strong service business and will not thrive in our rapidly changing world.
What is Momentum?
In an organisation with high Momentum for continuous change, people are passionate and eager to perform, develop, grow and make things happen.
They take action in a coherent way. They collaborate with teams across the entire organisation. People feel safe and confident to engage in ambitious objectives, to pursue the uncertain, to drive change and to collaborate. Everyone is open to new ideas, new approaches and new opportunities.
The Momentum Framework – high level overview
The winners of today and tomorrow already have adopted modern management perspectives and practices and hence increased Momentum. They have flourishing and mature service-oriented businesses and outperform their competitors.
During our research in 2015-2016, we have established the Momentum Framework, which include the Momentum Perspectives and Practices, as well as practical approaches and tools.
Momentum Perspectives
Three perspectives are key to successfully use Momentum Practices and drive Momentum.
The majority of people in the organisation need to believe in these perspectives and use these as guiding principle in all decisions, actions and communications.
People drive change: By nature, people can and want to drive change, if there are good reasons and no serious obstacles.
Resistance does not come from people themselves, but is created by the way we have been managing and leading our companies.
Capabilities drive performance: People and organisations can only deliver sustainable high performance through adequate (organisational) capabilities. Pushing performance by merely working harder and faster is considered not to be sustainable.
Future success lies beyond business as usual: In a rapidly changing world, there is no sustainable success without adaptation and adjusting the core business, business models and organisation.
Momentum Practices
The best-in-class manufacturing companies use modern “sense & respond” management practices at all levels and entities.
They have abandoned traditional “plan & control” management practices.
Compelling direction: Winning manufacturers have defined ambitious goals for the entire organisation about increasing their relevance for their customers and achieving high growth figures.
They have painted a concrete picture of the unmet customer needs, the future offerings and required organisational competencies.
People can relate to this, get exited and see how they will fit in and how they can contribute to the change in a coherent and aligned manner.
Strategic dialogue: Best-in-class manufactures have a clear corporate strategy on choices, priorities and approach.
Objective and targets for sales, service, R&D - what have you - are all aligned towards the common goal of becoming a more service oriented solution provider.
Each local entity and department takes ownership and has its own strategy and roadmap to move from their specific as-is situation, considering their specific circumstances, towards the envisioned future.
Objectives are not just numbers to hit every month or quarter. They articulate ambitions, direction and focus. Any issues in progress or results are confidently and transparently shared and discussed.
This leads to timely and adequate collaborative interventions. People feel safe and confident to try, to respond, to take ownership and do their best to make things happen even though the outcome is uncertain.
Continuous learning: Innovative and responsive manufacturers regularly explore (potential) trends, new threats and opportunities. New ideas are regarded as the way towards sustainable success.
New ideas are never cut off because it would be different than usual or would not fit in the (current) core-business.
Momentum Road Map
The leading companies followed a road map for building momentum, from mobilising, through increasing to sustaining Momentum.
Most of them started mobilising momentum by creating awareness and a shared concern. Leaders stood up and led the way and spread the mind-set of “just-do-it!”.
Soon they further built solid perspectives and practices into habits and ultimately embedded this in the culture and DNA of the organisation.
Once in the DNA, Momentum will survive even a change in leadership.
How much Momentum do you have in your organisation?
Get Your Free Professional Momentum Score Card @ www.van-veen.nl
The Momentum Score Card benchmarks your organisation’s Momentum to continuously change for sustainable success. It helps you identify your strengths and how to improve Momentum to:
Have better interventions for (ongoing) performance issues
- Have easier and quicker execution of strategies and change-programmes
- Have better value innovation for future success
The Momentum Score Card is based on our research in 2015-2016 into “Momentum for Sustainable Success” and the Momentum Management Framework which we developed during this research.
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Feb 15, 2017 • Features • Management • Nick Frank • on-Demand Economy • CHange Management • field service • Si2 partners
The key to digital transformation for field service organisations lies in people and not technology writes Nick Frank of Si2 Partners...
The key to digital transformation for field service organisations lies in people and not technology writes Nick Frank of Si2 Partners...
“The rate of increase of industrial devices being connected to the internet is up 25% per year, but customers don’t really appreciate how the capabilities and benefits of the IoT are relevant to their business’
So says Dave Hammond, Product Manager at MAC Solutions. And he should know, as he sells and manages the market leading eWON router, which enables industrial equipment to be accessed securely and remotely, across the Internet. For business leaders, his ‘grass routes’ observations are far more insightful into the challenges of monetising data, then the many articles routinely churned out on the subject.
Despite what you might read, it is only larger businesses that have the resources to invest in developing their own bespoke infrastructure; and even then, most of the tangible gains remain in the area of cost reduction.
They can easily imagine and so justify the investment based on a reduction in costly service visits through remote diagnosis, especially during the warranty period, where they bear 100% of the cost. With the number of devices being put on-line booming, everything sounds pretty good with the market. But Dave and his colleagues at MAC are concerned at the lack of ‘market understanding’ from the UK SME’s they talk to.
In their ‘Connectivity Roadmap’ most customers are stuck at level 2 - ‘Get Connected’, which is all about cost! They struggle to justify moving to the next phase of delivering proactive service revenues and ultimately transforming their business.
So what are the underlying causes of this stagnation and an inability to step up to the challenge?
Part of the reason lies in the lack of maturity of the tool sets being developed by IoT providers such as GE, Microsoft and PTC. In the last 3 years, huge investments have brought these tools into the realms of reality, but they are still relatively cumbersome to integrate into the business processes.
Despite what you might read, it is only larger businesses that have the resources to invest in developing their own bespoke infrastructure; and even then, most of the tangible gains remain in the area of cost reduction.
For many in the industry, another challenge is around culture. Most quarters of industry have struggled to really imagine what the technology can do for their business. They have become trapped in product-centric thinking, rather than deeply analysing where the value is delivered within their customer and industry value chains.
The good news is that the business case to ‘Get Connected’ is so inequitably clear, that at least many engineers have been encouraged to pilot the technology and learn for themselves what it can do.
A second challenge is the conservative nature of many industrial businesses in adapting to fundamental change. Together these represent a significant mind-set issue.
By moving emphasis away from technology towards outcomes and operational excellence, many businesses will be able to deliver more value and hence profitability
This means not only better understanding customers’ needs and their immediate problem.
But moving deeper into how to harness their inherent know-how and technology to help their customers make money. By moving emphasis away from technology towards outcomes and operational excellence, many businesses will be able to deliver more value and hence profitability.
The problem is that this is a ‘back-to-basics’ approach, based on common sense and, as we all know, common sense is one of the hardest elements of business upon which to act. Leaders can start by encouraging an ‘outside-in’ approach, taking a long hard look at the value they add to their customers and how they influence the industry value chain.
Then together with the experiences they gain in understanding the power of these digital technologies, they will develop the insight and confidence to turn data into profits.
So, if you sense your initiatives in developing these new capabilities are slowing down or not meeting your expectations, perhaps there are three basic challenges for you to review...
- Do you have the right level of insight to use your know how to make your customer more profitable?
- Do you know how to use information to make your operations more cost effective?
- Are your people encouraged to explore new ideas and have an environment and process in which innovative ideas can be turned into reality?
Nick can be contacted on nick.frank@Si2partners.com Si2 ON-Demand is a unique advisory and support service that enables top performing leaders to solve problems and get things done, quickly, easily and cost effectively.
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Feb 12, 2017 • Features • Management • Michael Blumberg • on-Demand Economy • Blumberg Advisory Group • field service • Si2 partners
Michael Blumebrg, President, Blumberg Advisory Group explains why the on-demand economy has become a very attractive value proposition for both FSOs and their customers...
Michael Blumebrg, President, Blumberg Advisory Group explains why the on-demand economy has become a very attractive value proposition for both FSOs and their customers...
I recently marked a significant milestone in my career. This year marks 32 years since I began work as a management consultant in the Field Service Industry.
I was a newly minted MBA when I started and wondered how I could possibly help clients solve their field service challenges. One of my mentors at the time told me that the key to my success was to just keep at it.
Eventually, I’d have enough experience to solve any challenge presented to me; even those that people were dealing with for the first time. Not just because I’ve seen these issues before but because I would be able to anticipate them.
Looking back, I find these words of wisdom to have been spot on. The Field Service Industry has changed so much since I began working in it.
Much of what we anticipated would happen has happened.
I used to sit around the lunch table with my colleagues and discuss how technology would change the service delivery model and how service would become a utility just like electricity, water, or gas
The field service industry has changed so much such much since I started working in it. Interestingly, much of what the experts at that time predicted would happen with respect to field service has happened.
Back in the good old days, I used to sit around the lunch table with my colleagues and discuss how technology would change the service delivery model and how service would become a utility just like electricity, water, or gas.
It would always be available when you needed it, you would consume it frequently, and pay for what you use. In other words, we were describing the basic elements of the on-demand economy. We just didn’t know it at the time.
What exactly is the On-Demand Economy?
Tech Insider Magazine defines it as the economic activity created by technology companies that fulfil consumer demand via the immediate provisioning f goods and services. Uber, eBay, Lyft, and Airbnb are classic examples of the On-demand economy in practice.
Field Service is also rapidly becoming an On-Demand economy business. Over the last twenty years there have been several industry trends and developments that have made this possible.
Here are a few examples of how Field Service Organisations (FSOs) are leveraging technology to become On-Demand economy businesses:
- Dynamic Scheduling provides real-time information on technician availability which permits FSOs to immediately commit to their customers when a Field Engineer (FE) will arrive on site.
- GPS Technology provides real-time visibility of FE location which enables immediate updates as to when the FE will arrive on site
- Freelancer Management Systems provide FSOs with the ability to source, train, and dispatch freelance technicians. As result, FSOs can scale their workforce on-demand.
- Advanced Technology such as IoT, Augmented Reality, and Artificial Intelligence provides the technical platform for delivering on-demand diagnostics to FEs and end-customers reducing resolution time and improving first time fix.
- 3D Printing Technology enables FSOs to produce parts on-demand. Thus, they can reduce their investment in spare parts inventory, improve fill rate, and lower their logistics and transportation costs.
- Servitization Business Models where manufacturers charge for usage of their product on a subscription basis, such as Rolls Royce’s “power by the all”; the ultimate example of an on-demand economy business. Customers pay for what they consume, when they consume it.
- On-demand consulting platforms like Si2Partners provide a collaborative platform for Field Service Leaders to access subject matter experts to validate thinking, solve problems, challenge assumptions, and formulate new approaches as needed.
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The On-Demand Economy is no longer a concept of the future as far as the Field Service Industry is concerned. It represents a very attractive value proposition for both FSOs and their customers.
There are numerous case studies and data points available that demonstrate how the advancements identified above have helped FSOs improve the efficiency, agility, and economics of service. It will only be a matter of time before Manufacturers and FSOs develop and market on-demand value propositions to business customers in the same way that Uber or Airbnb have done with consumers.
There will obviously be leaders, followers, and those left behind when it comes to On-Demand. The question is where will you company reside on this spectrum.
There will obviously be leaders, followers, and those left behind when it comes to On-Demand. The question is where will you company reside on this spectrum. Will your company be first to market or will you wait to see what happens? The choice isn’t easy.
Ultimately the answer comes down to whether your company and your customers are ready for On-Demand.
If my experience offers any wisdom, then it’s that entry into any new service or market requires a good bit of market research, analysis, planning, and execution.
On-demand consulting platforms like Si2 Partners can certainly be a critical resource to field service leaders as they formulate their own on-demand service strategies.
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Jan 16, 2017 • Management • News • contact centres • research • Customer Satisfaction and Expectations
Research reveals that one third of organisations are challenged with gaps in skills, yet only 5% will increase their training to meet the changing customer demands in the future whilst 60% stated a future adviser should be able to handle complex...
Research reveals that one third of organisations are challenged with gaps in skills, yet only 5% will increase their training to meet the changing customer demands in the future whilst 60% stated a future adviser should be able to handle complex interactions, yet only 11% stated advisers should have decision making skills...
Based on new research [1], UK customers are likely to find themselves dealing with contact centre agents who are untrained to service with their requests. The research, commissioned by outsourced contact centre specialists Kura in partnership with the CCA (Contact Centre Association), set out to understand where businesses were positioned today and their ambitions for the future.
Responses from across 74 organisations were gathered to reveal current challenges, barriers to improvement and predictions for the future of the contact centre agent.
Although a third of organisations surveyed recognised that they have a skills gap with staff not fully equipped to answer the needs of their customers, only five per cent have committed to increasing their training budgets to address this.
Not addressing this training deficit now will only cause greater frustration for agents and more problems down the line as the demands of the average customer continue to evolve -Brian Bannatyne, Chief Executive, Kura
Interestingly, according to the survey, the two skills most desired in contact centre agents of the future are the ability to handle multi-channel interactions (76%) and a high level of training to service complex interactions (59%) highlighting the increasing demands on contact centre agents. This is supported by the fact that two-fifths of respondents believe that the primary purpose of today’s contact centre is to improve service by handling more complex requests.
“Based on the results of this study, most would agree that the days of the transactional contact centre are limited yet many are delaying the investment in agents that will be required to adequately service the customer of tomorrow.” added Brian Bannatyne.
“Not addressing this training deficit now will only cause greater frustration for agents and more problems down the line as the demands of the average customer continue to evolve. At Kura, we do things differently, we’re not like other organisations, we’re building a unique culture that looks after people. When you build a culture that looks after people, you grow people who look after customers.”
The key challenges identified by the contact centre professionals surveyed included ‘Increasing customer self-service’ (68%) and ‘Reducing customer effort’ (61%).
Participants in the research were from organisations in both the private and public sectors, including outsourcing organisations as well as in-house contact centres, responsible for different-sized operations.
[1] These statistics are from new original research from CCA in partnership with KURA where 74 organisations shared their opinions on future service strategies – Oct, 2016. The survey findings were analysed and interpreted in a desk research phase alongside contextual information from other sources including CCA’s research archive.
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Jan 15, 2017 • Features • Management • machine to machine • omni channel • Capgemini • digital disruption
Jeff Bird, Customer Experience and Analytics Consultant, Capgemini, outlines what he thinks the future holds for the field service industry.
Jeff Bird, Customer Experience and Analytics Consultant, Capgemini, outlines what he thinks the future holds for the field service industry.
The customer centric business models of today are geared up to meet the ever increasing needs of customer service from buying to after sales care. It has never been more important for businesses to wake up to digital disruption and have an edge on their competitors by being innovative.
Retailers have recognised that it isn’t just about offering a digital presence either; the traditional way of buying physically in the store is as strong as ever. Companies on the high street are realising that it is the connected blend of services being offered to consumers through mobility which is becoming the differentiator.
Once those giant leaps of transformation have been made it then remains a question of how to evolve further, providing the after sales service they desire. This is where a proactive customer service comes in, anticipating a problem before it has started and offering them a service before they come to you – it’s all about showing them how much you want their business and loyalty.
Field service and customer care, which helps to maintain the customer relationship, is providing a service to a business/consumer that predicts what you want and when you need it from its existing services. Over the years the role of self-service has had a positive effect on the way we communicate with organisations, now with 24/7 as opposed to business opening hours, the business/consumer has the power to take control and be kept updated on their status when they want it.
A brave new world in field service
The service model has now shifted from a supply (vendor) and demand (customer) to a new world in service management.
Traditionally in a business, if something breaks down, let’s say a vending machine (yes, the thought of employees not being able to grab a daily fix of chocolate on a break is important, you know). This would involve calling the supplier to report the problem or that stock needed to be replenished, but this has all changed.
From a consumer perspective, the needs of customer service have never been greater.
From a consumer perspective, the needs of customer service have never been greater. The opinion of service after a product has been bought can strengthen preference or loyalty to a brand.
Although the link for the individual consumer in field service has yet to be fully recognised, new innovations have delivered smarter technology to improve the customer experience. We experience this in our everyday lives from using mobile apps to record TV programmes or sending a command to a washing machine to run a chosen cycle. By using an app to program washing, users have remote control and visibility which gives them an insight into the progress of the wash. Within the same app, users can also be notified to identify minor problems that they would be able to fix without the need to call out an engineer.
New service, new opportunities...
With the new reach of technology in the field comes new opportunities for the vendor supplier or company to improve their customer service by:
Using mobile software applications - the vendor supplier can now take advantage of getting up to date information from any one of their products being used by the customer. This enables a faster response to manage fixes, scheduling in a date to visit or the anticipation that a routine appointment is due for its customer.
Onsite representatives making a difference - whilst on site the value added opportunity is for its representative to train staff there on how a problem can be dealt with and sharing knowledge of up to date work instructions as a visual. Growing this type of trusted relationship also has its benefits. A repeat business customer who is happy with the service is more likely to be engaged in an upsell of a product or repeat business.
Cutting out the paperwork - enabling the use of smart devices for field representatives while working remotely also brings with it the opportunity to renew contracts and services electronically sooner and keep the competition at arm’s length.
Better understanding of the customer needs - with new technology comes the ability to understand customers better, insights into their buying behaviour and what products suit their needs over a period of time. These are essential metrics to reap the rewards of repeat purchases.
What will the future hold?
Within a customer service model, companies will see the continuing benefits of managing their customer’s activities through connected channels. The hub of this, likely to be the contact centre will incorporate the field service as part of the profile of a customer in one omnichannel experience.
Bringing a service to the customer and using new technology to empower field representatives will enhance the customer experience but the challenge will be transfer of knowledge from one generation to another
Bringing a service to the customer and using new technology to empower field representatives will enhance the customer experience but the challenge will be transfer of knowledge from one generation to another. Companies should act now to train and manage this space of learning. The resource challenge of field staff will be another factor but will be countered by the use of GPS tracking service software and the continuing increase of customer self service knowledge.
Bespoke services, such as Bouton Darcy®, are already trailblazing the next generation of instant support to customers through their after sales offering.
To serve or not to serve?
We know that companies who fail to serve their customers and are not proactive are losing loyal customers. In field service, companies now have a chance to increase loyalty through new technology and be part of a great customer care experience. Is your organisation only thinking about this or doing it right now? Imminent action is needed to sustain businesses and deliver customer’s expectations.
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Jan 12, 2017 • Management • News • Michael Blumberg • research • Warranty Sales
High-Tech manufacturers and their channel partners have begun to recognise the strategic value of providing extended warranty and extended service programs in the aftermarket. Indeed, these programs can represent a significant source of profitable...
High-Tech manufacturers and their channel partners have begun to recognise the strategic value of providing extended warranty and extended service programs in the aftermarket. Indeed, these programs can represent a significant source of profitable and recurring revenue. As result, more and more service executives are tasked with the responsibility of building and growing these programs writes Michael Blumberg, President, Blumberg Consulting Group
At issue, some companies are very effective at marketing and selling these programs while others face challenges. What factors set these companies apart? Does it have to do with warranty price being too high, service offerings being inadequate, sales efforts not effective, or just lack of interest among customers? Which begs the next question… What can service executives and warranty professionals do to overcome these challenges?
To answer these questions, Blumberg Advisory Group in conjunction with Giuntini and Company have launched a market research study among warranty and service professionals who influence, recommend or make decisions about extended warranty and/or extended service programs.
The objective of this survey is to identify best practices involved in marketing and selling extended warranty and/or extended service programs, and evaluate the impact of these practices on key performance indicators (KPIs). The findings will validate which strategies and tactics have the greatest impact on maximizing service revenue which in turn will help managers and executives become more effective in marketing and selling extended warranty/service programs.
More specifically, the survey result will evaluate how various elements of the service marketing mix (e.g., pricing, portfolio, terms & conditions, etc.) and service delivery infrastructure help or hinder KPIs. It will also examine the impact of alternative types of sales approaches and pricing strategies impact attachment and renewal rates. The information will be compiled a new benchmark research study, never presented, as well as from twenty years of progressive industry analysis of best practices.
If you are interested in participating then you can access the survey through this link
The survey should take approximately 15-20 minutes to complete. One out of every 50 participants will receive a $100 American Express Gift Certificate, and every participant will receive an executive summary of the survey results.
Please note that the survey will close January 18th 2017. We also expect to publish results of this survey in Field Service News in the March/April timeframe
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Jan 12, 2017 • Features • Management • management • Microsoft 365 • eBECS
Stephen Wilson, CMO, eBecs looks at why understanding customer expectations is perhaps the biggest challenge and requirement for field service companies in 2017...
Stephen Wilson, CMO, eBecs looks at why understanding customer expectations is perhaps the biggest challenge and requirement for field service companies in 2017...
How do you ensure that your field service technicians are completing their jobs effectively and fulfilling customers’ expectations? First, you’re going to have to identify what your customers’ expectations really are. Many businesses assume that because they know the product or service, they know best what customers need. This assumption is incredibly risky. It can lead customers to feel like they’re not valued, that their needs aren’t going to be met, and in the end selecting another company to do business with.
What can you do to better understand and meet your customers’ expectations in order to keep customers satisfied and loyal to your business?
Customer Information
Part of being able to meet your customers’ expectations is ensuring that your technicians are provided with all relevant information before they leave for a service call.
Technicians can easily view past call notes, identifying any challenges that may not have been anticipated, thus saving everyone time.
Keeping customer information all in one place improves future service calls as well. Technicians can easily view past call notes, identifying any challenges that may not have been anticipated, thus saving everyone time.
Touch Points
Where do your customers interact with your company? What is their experience along all touch points? Your customers’ experience, from everything from your website, to the emails from your team, to the technician they interact with, matter. Even more importantly they all need to align with your brand and business image.
One of the biggest disconnects for a customer can be going to your website, expecting a certain level of professionalism, only to receive communications and experiences that don’t align. Regardless of the size of your company, holding your business to a professional standard at all touch points will ensure that customers’ expectations are being met. Adopting technology such as Microsoft Dynamic 365 for Field Service can help your business maintain a professional standard.
Time Management
When a customer has a problem, they want it resolved in a timely fashion. While they understand that they’re not your only customer, what expectations are you setting in regards to their service call? Are you even setting an expectation? One of the biggest disservices to a company is customers having low or no expectations at all. When customers’ expectations are met it builds trust in the relationship with the business.
When it comes to service calls, customers feel more comfortable when provided with a time frame, even before they submit their request.
Using a resource scheduling tool will help you to better calculate, with accuracy, when technicians will be able to complete work orders, and allow you to fit more work orders into each day. Setting those time expectations with your customers can provide huge benefits to your company, because the reality is, the competition likely isn’t making them or holding to them.
Customer Feedback
One of the most important aspects of understanding customer expectations is in getting direct feedback from them. Customer needs are continually evolving and changing, and to stay on top of it you must actively engage with customers.
Using an integrated system that automatically sends out a survey once a service call is completed is a quick and effective way to get immediate feedback. It will help you change and adapt your business to what your customer needs are.
Customer satisfaction is ranked as the highest metric in defining service success. It ranks higher than first-time fix rates and service cost.
Customer satisfaction is ranked as the highest metric in defining service success. It ranks higher than first-time fix rates and service cost. When customer expectations are met customers have more trust in the business and are more likely to use your services again in the future. Using an integrated Field Service solution like Microsoft Dynamics 365 to help understanding customer expectations will be a game changer for any business.
To learn more on how to understand your customer’s changing expectations and still deliver high customer satisfaction, sign up for the January 31 live webinar here
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Jan 04, 2017 • Features • Management • Nick Frank • Service Innovation and Design
Nick Frank, founding partner at Si2 Partners outlines why the importance of people and culture cannot be overlooked when looking to instil a culture of continuous improvement and innovation...
Nick Frank, founding partner at Si2 Partners outlines why the importance of people and culture cannot be overlooked when looking to instil a culture of continuous improvement and innovation...
The mistake many leaders in industry make, is to believe that defining a clear vision and strategy with ruthless follow up is the only recipe for success. This may indeed initiate change, but rarely do the results last. Often3-4 years later, the business will be addressing the very same issues, but under a new management team.
In todays increasingly digitized world this challenge is particularly relevant for leaders of service businesses, who feel they must react to new technology to avoid being left behind by their competitors. Maximizing the potential of these capabilities does not come from the technology or even adopting innovation processes, it must start with our own people.
The problem is that in their urgency to achieve results, many leaders breeze over the communication, incentives and cultural engagement necessary to achieve the required emotional buy-in from employees.
Most managers will tell you, ensuring your people are engaged in what they are doing is the very lifeblood of a business.
Most managers will tell you, ensuring your people are engaged in what they are doing is the very lifeblood of a business. Some may use use fear, which gets things moving, but is only ever effective in the short term and does damage in the long term. Most agree that people have to be basically happy to sustain change over an extended time period. This ‘happiness’ is essentially influenced by the culture of the organisation, which evolves from the values displayed by leaders, their vision and the backing of stakeholders who own the business.
This is not new to experienced managers, yet so many focus on the well defined processes of moving from strategy to operational excellence. On reflection, profitable long-term profits are really generated by creating a culture that engages people to deliver excellent products or services that create customer value. This in turn drives customer loyalty, providing the opportunity to expand margins and increase profitability. This simple truth was re-confirmed to me in a recent workshop discussion, which included managers from Federal Express. They commented. ‘Our values drive us to start with our people and that the profits will come, never the other way round’
In todays world, where technology is rapidly changing the face of Field Service, many leaders would do well to focus more on the mind-set of their people that allows them to express themselves and have the confidence to try new ideas even if there is a risk of failure.
How can leaders inspire their teams to innovate and succeed?
We have seen successful leaders demonstrate five key attributes in creating a dynamic self learning organisation:
- Powerful story telling: One of the most powerful concepts leaders can use to turn dry strategy into an engaging vision is through story telling. Since the dawn of time, people have been captivated by stories. The role of leaders is to tell the story that inspires all the stakeholders in the ecosystem, not only employees, but also clients and shareholders.
- Walk the talk: Telling the story is not enough. Leaders have to live it and live to the values they espouse. Commitment is key to credibility!
- Common language: If story telling is the key to inspiration, creating a common language is the key to longevity. Language becomes a habit. It influences how people solve problems whether that be inside the organisation, or interacting with customers and partners. Creating a common language and view of the business is much more than words. It is creating a mind-set that influences how we articulate ourselves and conduct our everyday business.
- Relentless follow up: Changing culture is not an overnight process. It is often said that to integrate a new habit, one must repeat an activity 21 times. It is no different for developing culture within an organisation.
- Solution focused mindset: Discovering problems should be encouraged as they help bring clarity to our. However it is important not to dwell on the problem and who to blame. Solutions drive organisations forward!
- Think how many times something goes wrong in the business, which leads to significant shift in approach by senior management. To turn problems into opportunities, leaders need to be committed to creating self learning solution orientated organisations around them.
The message is not to wait until your CEO starts to talk about innovative self learning organisations. You can start ‘now’ developing a successful mind-set first for yourself and then your teams, that will allow you to take advantage of the amazing opportunities offered by the new technology’s around us.
Nick can be contacted on nick.frank@Si2partners.com. Si2 ON-Demand is a unique advisory and support service that enables top performing leaders to solve problems and get things done, quickly, easily and cost effectively.
Field Service News is published by 1927 Media Ltd, an independent publisher whose sole focus is on the field service sector. As such our entire resources are focused on helping drive the field service sector forwards and aiming to best serve our industry through honest, incisive and innovative media coverage of the global field service sector.
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