Only a few months ago the concept of zero-touch service was a niche within a niche. Today is has proven critical in ensuring continuous service delivery in the light of Covid-19. Mark Brewer, Vice President Service Industries, IFS looks at what this looks like today and in the future...

 

Over the course of the last five years or so, we’ve seen the steady creep of businesses in a variety of industries moving towards completely contactless service in various ways: fast casual restaurants putting mobile orders on shelves, retailers creating online pickup lockers, self-checkout kiosks, and IoT-enabled fixes for devices like routers and cable boxes.

 

ZERO TOUCH SERVICE

Given the current crisis that we face with COVID-19, I believe that it’s safe to say that the creep will begin to accelerate into an avalanche, and service in many ways will lead that charge. It’s easy to pigeonhole these innovations into one or two technologies, but zero-touch service will likely be achieved through dozens of technologies, sometimes working in tandem, sometimes tied to the specific needs of an industry.

Below, though, are three benchmarks based on what we can accomplish today, and what our current technology decisions can already tell us about what tomorrow will look like. Let’s start with what companies can do right now:

Remote Assistance

We’ve already seen in recent years the prevalence and usability of augmented reality creep forward, and this has become increasingly commoditised and utilised for service functions across a variety of disciplines. I’ve long since promoted it as a means to train up new and contingent employees quickly on company policies, but it’s a clear vector for augmented reality.

When zero-touch is the only way to reach your customer, remote assistance can be a quick and effective way to get you there today. An IFS customer, Munters, was able to deploy a solution in six days. For them, it was an existential decision, and it kept them whole in a time where their contemporaries were melting down.

Obviously this is not always a reasonable replacement for an in-person meeting, as there is often a skills or resource gap between the back office and the field in remote service. But if you’re able to keep 50% of your clients up and running without a truck roll, the trickle-down benefits to your business are substantial. It’ll keep contracts renewed, avoid SLA penalties, and keep employees where they want to be: On the job. This is what we can do today. What about tomorrow?

A New Kind of Parts Management

Triage might be the best use for remote assistance today, but often the process of repair makes that a bit more challenging. It doesn’t have to be, though. If you have a fleet of vans with parts inventory on them that are sitting in a depot, you have a fleet of zero-touch delivery vehicles ready to go.

"Theoretically, the infrastructure is mostly there to make this work today. The most important part is a thorough, consistent, and comprehensive parts management and reverse logistics system..."

Imagine a scenario where a customer initiates a remote repair call, and the technician identifies a part that needs to be replaced based on a combination of IoT data and visual inspection. Rather than dispatch a technician, you could dispatch the part itself—often within a reasonably small window—then provide step-by-step replacement or repair instructions via the augmented reality array. It could be done live, with an actual person, or, increasingly, step-by-step instructions could be prerecorded and validated using the AR screen.

Theoretically, the infrastructure is mostly there to make this work today. The most important part is a thorough, consistent, and comprehensive parts management and reverse logistics system. You need to know inventory on every truck, at every warehouse, where each piece is in the depot repair process, and where and how remittance, reissue, or scrapping occurs.

With these two pieces in place, companies will be well-suited for today’s challenges. Remote assistance is available today, zero-touch parts allocation will take time to map out. The third phase takes it a step towards science fiction, though it’s a sci-fi that’s well within the realm of possibility over the next few years.

Assisted Repair

Imagine a scenario where, when a break occurs or is expected, a Roomba-like robot is dispatched, and through a drone-like interface is able to eliminate an issue without involving any humans. This may seem outside the realm of possibility today, but many industrial manufacturers are deploying fleets of robots specially designed to assist with simple repairs. From lifting and handling heavy parts to replacing faulty ones, to running routine security checks and providing a photo log that is attached to the customer account.

There’s obviously a huge amount of hardware infrastructure that needs to be considered here, and this is completely impossible in a number of industries, but think about the degree of customer attrition you’ll mitigate by having your customer add your robot to their family. Combine these capabilities with remote parts remittance and shared view repairs, and you’ll see the cost per truck roll plummet, and customer satisfaction skyrocket.

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Further Reading:

• Read more articles by Mark Brewer @ https://www.fieldservicenews.com/markbrewer
• Find out more about ServiceMax @ www.servicemax.com
• Read more about remote service @ https://www.fieldservicenews.com/remoteservice
• Read more about spare parts management @ https://www.fieldservicenews.com/spareparts
• Read more about Covid-19 in service @ https://www.fieldservicenews.com/en-gb/covid-19

In his previous article for Field Service News, Mark Brewer, Global Industry Director, Service Management, IFS introduced the concept of the experience economy, now he outlines why digital transformation is the key to driving it forwards...

Here's a scary statistic. The average person clicks, taps or swipes a mobile device 2,617 times a day.  It shows just how much time we now spend interacting with the online world. Banking, booking holidays, shopping, socialising and so on, we increasingly live our lives through a screen. And with every interaction, we expect a particular level of service in return.

With digital technologies continuing to advance rapidly, along with consumers' understanding of the possibilities they enable, people demand an immediate and seamless experience whenever and however they make contact. These expectations, which are already prevalent in the home, have now evolved in the workplace. This has major implications for the planning and delivery of service, and specifically how companies look to drive customer loyalty (and ultimately retention) via a superior experience.

Automation and Artificial Intelligence (AI) have a significant role to play here. AI isn't strictly new of course. But what is new is the way it influences today's experience economy by affecting outcomes, driving engagement and in many cases scaling the human.

 

Superior engagement

A comprehensive customer contact strategy is essential for any service organisation. Traditionally, this has focused on voice or email; now it includes an entire omnichannel capability with multiple media touchpoints. As you'd expect, this evolution is being driven by younger age groups. 26 per cent of millennials use social media and 29 per cent use texts and messaging apps to reach out for service, while three-quarters of all people over 44 years of age prefer using more traditional means such as emails or phone calls.

For example, if you want to book an appointment for someone to come and service your boiler, you can organise it without having to speak to anyone, online. A chatbot replaces the 'real' person. This is more convenient for you, more cost-effective and efficient for the organisation you're talking to - but it also raises your expectations.

This means responses must be faster, and there's no room for error. There's no time for long calls with operators or the patience to be passed from department to department. And gratification must be swift and successful, however you interact - whether via a web portal, email, virtual assistant, or even an instant messaging service like WhatsApp.

74 per cent of companies offer some form of self-service for customers - and the majority have implemented it specifically to improve customer experienceThis has implications for businesses looking to maintain positive customer relationships. An operation which has traditionally focused on contact centres, predominantly powered by phones (i.e. voice), must now deploy a comprehensive, omnichannel communications suite capable of serving a wide range of contact media, anytime and anywhere.

This can be problematic. Many companies can't afford to extend their contact centre facilities to multiple locations, or cater specifically to every market they're working in.

However, help is at hand with virtual contact centres which can make efficient use of distributed and varied workforces, automatically matching agents with requests and customers.  This also drives a more responsive, agile, and scalable workforce where agents can engage in multiple simultaneous conversations using multiple chat sessions and providing consistently high service levels.

The B2C world already does this pretty well. 74 per cent of companies offer some form of self-service for customers - and the majority have implemented it specifically to improve customer experience. B2B organisations need to follow suit. The rewards are big for those who do it well. Companies with effective omnichannel communications enjoy 28 positive customer experiences for every one negative experience, while companies without this experience just two positive experiences for every one negative*.

It's a no-brainer. Doing omnichannel well can create up to 14 times more positive customer experiences. Crucially, this also influences customer loyalty. To look at it another way, your business will potentially only lose one in 29 customers, as opposed to one in three!

 

Powering the experience

The driver here is digital transformation, enabling new levels of service provision. Customer interactions differ based on age, demographics and preferences. Digital supports them all. It's no longer just your customer services department talking to these customers, it's your equipment, IoT sensors, AI, chatbots and more: predicting behaviour, recommending actions, solving issues, intuitively.  The more it does this, the smarter it gets.

This technology is transformational and can bring huge benefits to your business. However, you need the right infrastructure in place to manage it.

So, what next?

To see examples of how IFS has helped customers drive digital transformation in their operations, and understand how omnichannel customer engagement can improve your customer’s experience, visit ifsworld.com.

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*Forrester: The role of emotion in customer experience

This year's Aftermarket Business Platform was once again a hive of information as senior leaders from across the European continent and beyond came together to share their insight, learn from their peers and see first hand the technology that is shaping the sector. The conference was packed with the leading thinkers within the industry from both the practitioner and solution provider side including regular fieldservicenews.com columnist Mark Brewer who spoke with Coppperberg's Mark McCord...

 

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The schedule for Aftermarket 2019 is already being put together and it promises to be a key date in the calendar once again. This is an event that almost always sells out so head over to aftermarketeurope.com now and secure your place at this important industry event...

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In an outcome-based economy, the customer’s experience becomes the focus of the production process. But if a new product can achieve the same experience as an older model, where does that leave innovation?

According to IFS global industry director for service management Mark Brewer, innovation becomes even more essential, even if it’s driven in different ways.

“Rather than restricting innovation, the manufacturer is induced to continually reflect on how the product is behaving in the field,” Brewer explains on the sideline of Aftermarket 2018. “A combination of both consumers and industry are driving innovation. Organisations are being flexible to adapt to the expectations of millennials, generation X and so forth.”

Brewer has spent his 20-plus year career in presales, product management, business development marketing and he crisscrosses the world representing IFS at trade shows and winning business for the Sweden-based software developer.

 

"Rather than restricting innovation, the manufacturer is induced to continually reflect on how the product is behaving in the field..."

 

While the service industry is undergoing a transformation that’s putting the focus on experiences and outcomes rather than product manufacturing, Brewer says innovation will come in the form of better, more cost-effective, ways to provide those experiences.

Earlier, he explained the concept to dozens of delegates at the Berlin event using the example of Philips. The Dutch electrical giant used to sell tens of thousands of light bulbs to Amsterdam’s Schiphol Airport. Now, he explained, it no longer sells bulbs – instead, it provides a contract that will ensure the facility’s lights never go out.

“When you take ownership of the outcome, sure it turns the model on its head but in that example, they want to minimise the amount of product they shift because it’s all coming off the profit margin of their contract,” he explains.

“Likewise they are going to great lengths to optimise the number of visits they make — so they intelligently combine visits. If they’re going to do an overhaul of certain sections of the airport, they pull all the near-term jobs into the same routine and send one team in one hit. It’s a win-win because the customer doesn’t want engineers swapping things out every day.”

In his presentation, Brewer said research showed companies could earn $12 in product servicing contracts for every $1 earned in product sales. BMW, he pointed out, earned 12% margins on the sale of each car but 65% on provision of services for each of those cars.

“Service traditionally has been underinvested,” he told delegates. “That golden goose hasn’t been mined very well – but that’s changing.”

Driving that change is technology, he explains later. “Digital twinning”, in which manufacturers track the performance and condition of their products in the field via inbuilt monitors, has the potential to revolutionise the service industry.

 

"For the first time, the customer is no longer the sensor - the machine is the sensor now..."

 

“For the first time, the customer is no longer the sensor to say, for instance, that an elevator is broken; the machine is the sensor now,” Brewer says. “When a company sends a product out they never lose sight of it.

“With IoT and the leveraging of all their product information in the form of CAD, they can see how their products are performing. More interestingly, they can see the features that customers are using and not using. In that way they can see where they’ve over-engineered the product and can defeature to reduce costs by taking things away.”

The end result is innovation targeted at creating better customer experiences. More and more, that will come in the form of software upgrades.

“It doesn’t mean we have to reflect hardware changes to reflect innovation and change,” he explains. “The Tesla gets its upgrade at the click of a button and GE today employs more software engineers than hardware engineers.”

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Mark Brewer looks at how and why the two big technologies that are set to alter our industry forever are likely to converge...

To most people, the idea of a Digital Twin is largely just that - an idea. The concept may make sense, but they can’t be sure they’ve actually seen it demonstrated in the real world. Or at least not in any useful everyday purpose... yet.

It’s different for those working in Field Service.

Digital Twin is on everyone’s lips, an exciting buzzword that’s changing the shape of the sector and opening the door to new possibilities.

Forward-thinking Field Service organisations are already factoring it into their planning and monitoring activities and may even be deploying it where they can.

Why is Digital Twin such a hot ticket in our world?

 

Raising the game

The focus of Field Service centres on improving the reliability of an organisation’s assets. By enabling them to operate efficiently for longer, with less maintenance, you enjoy a greater return on investment while also spending less on upkeep and parts.

Clearly, the ability to accurately predict potential problems in those assets before they happen is a big help in achieving the above. Even more so, if steps can then be taken to not only rectify these issues but also provide a better experience for customers.

 

"A study by The Service Council found that four in ten incomplete service visits to fix equipment would benefit from the use of live video or AR..."

 

AR combined with the Internet of Things (IoT) does all this... which explains why the Field Service sector is so excited about it. The result is known as the Digital Twin – creating a bridge between the physical and the digital.

A study by The Service Council found that four in ten incomplete service visits to fix equipment would benefit from the use of live video or AR

Better connectivity, together with more accessible relevant tools were considered to improve the speed and quality of issue resolution - meaning that less pressure is put on company resources on-site.

 

A remote revolution

Thinking about practical examples, it’s not too difficult to see what a difference a Digital Twin would make, almost immediately.

Imagine you’re maintaining an elevator that’s installed in one of your customer’s offices.

Thanks to AR, your engineers can view a digital representation of that elevator, on their screen in your offices or on the road on their iPad, nowhere near the physical location of the asset. They can monitor operations virtually, from the comfort of their desk and without having to visit the elevator.

The 3D model on their screen is generated using engineering data with the output of the various sensors installed on the physical equipment augmented onto this. Some show power consumption, to see how efficiently things are running. Others might show spikes in voltage or the level of vibration and wear generated by the hoist as it runs up and down the building floors, whilst also indicating the number of trips completed and speed.

 

"On-screen augmentations and animated sequences give those involved an accurate visual indicator of any parts required, and how they may be assembled or disassembled..."

 

In short, it gives your engineer a comprehensive insight into the status and performance of the equipment.

When an issue does arise or a part needs replacing or upgrading, instead of having to drop everything and go directly to the site, they may instead be able to talk to a trained individual who may be based on-site, and direct them through the repair/replace process. Using a connected device such as an iPad or laptop, the on-site employee can share live footage and follow the remote engineer’s lead to perform the required maintenance.

On-screen augmentations and animated sequences give those involved an accurate visual indicator of any parts required, and how they may be assembled or disassembled. What’s more, the engineer can tag other team members who may either have useful knowledge to contribute or might just want to learn how to perform the task for next time around.

 

Sharing knowledge

Given that service parts and equipment are becoming increasingly complex and expensive, this process offers a great alternative for Field Service providers to continue providing excellent service while improving uptime and consequently saving customers time and money.

Moreover, it promotes the idea of ‘democratised knowledge’ - the sharing and passing on of vital skills and expertise from experienced engineers to workers that are onboarding. This way, as the seasoned workforce ages, their insights are therefore not lost but live on in even more tech-savvy younger employees. Which is a huge benefit when it comes to training and upskilling.

As said, the benefits of the Digital Twin in Field Service could be game-changing which is why so many of us in the industry are talking about it. Looking beyond predictive maintenance, the Digital Twin also opens up the opportunity to provide value-add recommendations to your customer in the use and operation of your equipment, as well as giving valuable insights to your own R&D organisation for future engineering changes.

What could the Digital Twin mean to you, your organisation and the service levels you are able to deliver to your customers? 

 

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Mark Brewer, is Global Industry Director, Service Management, IFS 

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Swedish enterprise mobility and ERP provider IFS recently announced the hiring of former ServicePower CEO, Marne Martin, as President of their Service Management Business Unit, part of a dual role she has taken on alongside being CEO of IFS subsidiary, WorkWave. Kris Oldland, Editor-in-Chief, Field Service News reflects on this appointment and why it is a good thing not just for IFS, but for the wider industry as a whole...

I have known Marne Martin for some time now, speaking to her once or twice a year either for interviews, or just catching up at various industry events we've both been speaking at.

When she was included in a previous edition of the #FSN20, our annual list of key industry leaders, it was me that put her forward to the committee. That was in part because I had always found her to be engaging and intelligent when speaking to her, as well as being passionate for the industry we operate within - but then again, these things for me at least should be a given for any CEO within the sector.

Marne, of course, had all of these traits in abundance, but what always made her stand apart from the many other excellent leaders we have in our sector, what made her seem just that little bit more dynamic and exciting to speak with and why I put her forward for the #FSN20 (something we take very seriously here at fieldservicenews.com) was her ability to see the trends that were just beyond most people's range of vision, those that were over the horizon.

"What Marne has demonstrated time and again is that she is able to go that one step further and identify what will be the challenges and opportunities around how any given technology will ultimately be utilised..."

Sure, we can all get a feel for what technologies are set to emerge - a quick look at Gartner's current year hype cycle will allow us to see what we can expect to come along in the next few years. It might not always work out as we anticipate (think about the early clamour around wearables and in particular Glass as an example of this), but most of us who pay attention to these things are fairly able to put together a reasonably accurate picture of the future.

What Marne has demonstrated time and again is that she is able to go that one step further and identify what will be the challenges and opportunities around how any given technology will ultimately be utilised - and such foresight, is a much rarer attribute.

For example, I remember Marne outlining to me the importance that Quantum Annealing would play within field service management systems - in particularly within dynamic scheduling, long before the topic was even close to being something that was discussed outside of high-tech computing circles.

Indeed, the last time we spoke at any great length we had a long and detailed conversation about how and why field service management systems would need to ultimately evolve from being an additional feature sold alongside an ERP or CRM system and become acknowledged as something of equal status and importance within the world of enterprise computing.

Essentially we agreed, FSM needed to be, and eventually would be recognised as a category within its own right. This is something that we are now absolutely beginning to see happen in certain pockets of the industry, including IFS - who have across the last couple of year's publically stated that FSM is a core priority within their wider portfolio - something that was reiterated at their World Conference in Atlanta earlier this year by new CEO Darren Roos.

"As far as benefitting our industry as a wider whole, there are few places I feel Marne could have such a big impact, as at IFS..."

So as you can imagine, when we heard Marne was stepping down from her role as CEO of ServicePower, I had an inkling that it would be more au revoir than goodbye, I just had a feeling in my gut that we would see her again soon enough somewhere familiar.

However, as far as benefitting our industry as a wider whole, there are few places I feel Marne could have such a big impact, as at IFS. They have shown that they have the ambition, vision and capability to push the industry forwards (indeed the newly launched FSM6 is an excellent solution utilising best of breed technology), but perhaps also they have shown that they have a strong commitment to FSM that will surely raise the bar further for the quality of solutions available to field service organisations.

After all, as John F Kennedy famously quoted a rising tide lifts all boats.

Also, we must consider that Marne is bringing in exceptional leadership experience, industry knowledge and vision into a team that is already full of excellent leaders and thinkers.

For example, the always impressive Mark Brewer, Global Industry Director Service Management who has established an excellent reputation both within the company and the industry since having joined from PTC almost two years ago. Another would be Stephen Jeff-Watts, who is responsible for IFS' product strategy for Enterprise Service Management and is another with a canny knack for understanding where the future lies within the sector. Then, of course, there is Paul White, former CEO of mplsystems who IFS acquired last year who brings a huge level of detail around the latest developments around omni-channel communications to the table, or Tom DeVroy, personally, someone I hold as one of the best author's contributing to publications including ourselves around.

Indeed, the list is long and Marne's appointment at the head of this group, is set to make IFS an even more formidable force within our industry on both sides of the Atlantic and beyond.

Finally, it is also interesting to note her dual role.

"Once such a precedent has been set by such a significant industry player as IFS, it is likely that we will see other companies follow suit..."

When IFS acquired WorkWave late last year, I wrote about how the acquisition essentially gave IFS full market penetration.

Traditionally, they have always served the mid-enterprise tier well, in recent year's we have seen them begin to open some more doors in the larger enterprise sector as well. However, the SME market has always been an area that has been somewhat underserved, yet could be potentially lucrative, as WorkWave has proven.

With Marne taking on dual responsibilities for Enterprise Service Management and WorkWave it seems that IFS may potentially be seeking to firmly organise a significant section of their business around their FSM  capabilities - exactly the type of shift in thinking that Marne and I had discussed a year ago and also something Darren Roos alluded to when I spoke to him recently as well.

Once such a precedent has been set by such a significant industry player as IFS, it is likely that we will see other companies follow suit - which will ultimately lead to further emphasis on the importance of field service within industry.

So from where I'm sitting, Marne's arrival at IFS is therefore potentially great news long-term for all in our industry - it certainly promises to be an exciting move and I for one wish her every success

 

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Swedish enterprise mobility and ERP provider IFS recently announced the hiring of former ServicePower CEO, Marne Martin, as President of their Service Management Business Unit, part of a dual role she has taken on alongside being CEO of IFS subsidiary, WorkWave. Kris Oldland, Editor-in-Chief, Field Service News reflects on this appointment and why it is a good thing not just for IFS, but for the wider industry as a whole...

I have known Marne Martin for some time now, speaking to her once or twice a year either for interviews, or just catching up at various industry events we've both been speaking at.

When she was included in a previous edition of the #FSN20, our annual list of key industry leaders, it was me that put her forward to the committee. That was in part because I had always found her to be engaging and intelligent when speaking to her, as well as being passionate for the industry we operate within - but then again, these things for me at least should be a given for any CEO within the sector.

Marne, of course, had all of these traits in abundance, but what always made her stand apart from the many other excellent leaders we have in our sector, what made her seem just that little bit more dynamic and exciting to speak with and why I put her forward for the #FSN20 (something we take very seriously here at fieldservicenews.com) was her ability to see the trends that were just beyond most people's range of vision, those that were over the horizon.

 

"What Marne has demonstrated time and again is that she is able to go that one step further and identify what will be the challenges and opportunities around how any given technology will ultimately be utilised..."

 

Sure, we can all get a feel for what technologies are set to emerge - a quick look at Gartner's current year hype cycle will allow us to see what we can expect to come along in the next few years. It might not always work out as we anticipate (think about the early clamour around wearables and in particular Glass as an example of this), but most of us who pay attention to these things are fairly able to put together a reasonably accurate picture of the future.

What Marne has demonstrated time and again is that she is able to go that one step further and identify what will be the challenges and opportunities around how any given technology will ultimately be utilised - and such foresight, is a much rarer attribute.

For example, I remember Marne outlining to me the importance that Quantum Annealing would play within field service management systems - in particularly within dynamic scheduling, long before the topic was even close to being something that was discussed outside of high-tech computing circles.

Indeed, the last time we spoke at any great length we had a long and detailed conversation about how and why field service management systems would need to ultimately evolve from being an additional feature sold alongside an ERP or CRM system and become acknowledged as something of equal status and importance within the world of enterprise computing.

Essentially we agreed, FSM needed to be, and eventually would be recognised as a category within its own right. This is something that we are now absolutely beginning to see happen in certain pockets of the industry, including IFS - who have across the last couple of year's publically stated that FSM is a core priority within their wider portfolio - something that was reiterated at their World Conference in Atlanta earlier this year by new CEO Darren Roos.

 

"As far as benefitting our industry as a wider whole, there are few places I feel Marne could have such a big impact, as at IFS..."

 

So as you can imagine, when we heard Marne was stepping down from her role as CEO of ServicePower, I had an inkling that it would be more au revoir than goodbye, I just had a feeling in my gut that we would see her again soon enough somewhere familiar.

However, as far as benefitting our industry as a wider whole, there are few places I feel Marne could have such a big impact, as at IFS. They have shown that they have the ambition, vision and capability to push the industry forwards (indeed the newly launched FSM6 is an excellent solution utilising best of breed technology), but perhaps also they have shown that they have a strong commitment to FSM that will surely raise the bar further for the quality of solutions available to field service organisations.

After all, as John F Kennedy famously quoted a rising tide lifts all boats.

Also, we must consider that Marne is bringing in exceptional leadership experience, industry knowledge and vision into a team that is already full of excellent leaders and thinkers.

For example, the always impressive Mark Brewer, Global Industry Director Service Management who has established an excellent reputation both within the company and the industry since having joined from PTC almost two years ago. Another would be Stephen Jeff-Watts, who is responsible for IFS' product strategy for Enterprise Service Management and is another with a canny knack for understanding where the future lies within the sector. Then, of course, there is Paul White, former CEO of mplsystems who IFS acquired last year who brings a huge level of detail around the latest developments around omni-channel communications to the table, or Tom DeVroy, personally, someone I hold as one of the best author's contributing to publications including ourselves around.

Indeed, the list is long and Marne's appointment at the head of this group, is set to make IFS an even more formidable force within our industry on both sides of the Atlantic and beyond.

Finally, it is also interesting to note her dual role.

 

"Once such a precedent has been set by such a significant industry player as IFS, it is likely that we will see other companies follow suit..."

 

When IFS acquired WorkWave late last year, I wrote about how the acquisition essentially gave IFS full market penetration.

Traditionally, they have always served the mid-enterprise tier well, in recent year's we have seen them begin to open some more doors in the larger enterprise sector as well. However, the SME market has always been an area that has been somewhat underserved, yet could be potentially lucrative, as WorkWave has proven.

With Marne taking on dual responsibilities for Enterprise Service Management and WorkWave it seems that IFS may potentially be seeking to firmly organise a significant section of their business around their FSM  capabilities - exactly the type of shift in thinking that Marne and I had discussed a year ago and also something Darren Roos alluded to when I spoke to him recently as well.

Once such a precedent has been set by such a significant industry player as IFS, it is likely that we will see other companies follow suit - which will ultimately lead to further emphasis on the importance of field service within industry.

So from where I'm sitting, Marne's arrival at IFS is therefore potentially great news long-term for all in our industry - it certainly promises to be an exciting move and I for one wish her every success.

---

 

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Commerce has successfully transitioned from being based around commodities, then products and finally services. But that is not the end of the evolution as Mark Brewer, Global Industry Director, Service Management, IFS introduces the concept of the experience economy...

Commerce began with commodities.

Hundreds of years ago, we simply exchanged items for money in a single transaction. Take coffee, for example. You could buy a sack of beans, but you’d still have to put in a lot of work in to make a drink.

So, these transactions gradually became more constructive and based around specific buyer needs. Commodities became products. Coffee beans became coffee jars – ready-ground. All you had to do was add water. It was a better, faster and a more cost-effective solution.

As competition intensified, our service economy was born. Rather than getting your coffee from a jar, you went to a coffee shop where someone would not only make it for you but also ensure it tasted just right. Success was now about ensuring customer satisfaction.

But what’s next?

Welcome to the ‘Experience Economy’

Technology has transformed the way people interact. In the digital age, we expect to track orders, resolve issues and update information immediately. It’s a world of ‘connected customers’, and businesses must respond with exceptional, personalised service experiences. Customer engagement is king and servitization enables it.

Staying with the coffee analogy, consider Starbucks. Now, you’re not just buying a product or service, but an entire lifestyle. However brief your visit, you’re immersed in the Starbucks brand - from communications and messaging to products and services, and so on. It’s a rich, multi-sensorial, emotive world... and whether good or bad, you leave with a feeling. It is memorable.

And that’s the difference between the service and experience economies. Done well, this experience creates positive brand associations and is the ultimate driver of customer loyalty.

Mass customize a service and it becomes an experience – making you feel like “one in a million” (Starbucks puts your name on the cup!). It’s the next evolution for businesses, although some are already well on their way - like the medical devices industry.

MRI scanner manufacturers are under pressure to deliver high-quality, accurate scans every day.

With the stakes so high, these companies don’t just sell the machines, they also guarantee their ongoing service performance and overall user experience. It’s about the entire patient and hospital interaction, from start to finish.

It’s like staying in a hotel. These days, you probably wouldn’t only judge your stay based on your room, or how comfortable your bed is. More likely, you’d consider your entire accommodation experience - from the moment you make your reservation online to your final steps out of the door after checkout. Each influence and interaction along the way contributes either positively or negatively to your overall opinion.

Every touchpoint counts

This analogy may seem obvious - but it’s essential to doing business today. Most organisations have traditionally measured customer satisfaction to predict loyalty and future behaviour. However, consumers consider every individual touchpoint, rather than simply linear values like ‘Did I like the product?’ or ‘Did I get value for money?’ So, this metric may be less valid these days.

Sure, the product may be excellent and do exactly what they always wanted, but that is table stakes today.

What if the delivery lead time was too long, the support helpline is not promptly answered, or the returns process inefficient, then they may shop elsewhere next time.

Elevator manufacturers demonstrate this opportunity in action. Most products are similar in functionality and have become commoditised.

They use similar technology and parts so it’s difficult to differentiate between them on appearance or performance alone. To gain an advantage, they focus on overall experience. It’s no longer about being the fastest elevator or the most hi-tech: it’s about giving every user the best end-to-end experience, that fulfils their particular needs. Their focus today is not their customer (i.e. the hotel), but their customers’ customer – you and I.

If we look at this from the perspective of the IT industry, for service providers the mindset shift is from selling contracts to selling outcomes, such as user experiences and comprehensive service level agreements. In such a competitive environment with so many similar products and services on offer, this gives vendors a real opportunity to create difference and build success within their customer base.

So, how do you get to this position?

Many companies don’t yet have the right processes or infrastructure in place. Systems are not optimised and often disjointed which means ERP is either over-stretched or misused. IFS can help. Our end to end service lifecycle management solution is purpose-built and holistic, delivering customer engagement seamlessly, throughout the journey.

The experience economy is here to stay - and customer engagement aimed at delivering outcomes is its currency. To find out more about how to make the experience economy work for your business, visit IFSworld.com.

 

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With a new CEO taking the helm Swedish FSM and ERP providers, IFS enter a new era of their ongoing development. Kris Oldland, Editor-in-Chief was on hand at the IFS World Conference in Atlanta to see the developments first hand and caught up with FSN associate columnist Mark Brewer, Global Director of Field Service, to get the inside scoop...

The IFS World Conference is an event that never really fails to deliver at least one key highlight of interest. Memories of CTO, Dan Matthews bouncing around madly to Bruce Springsteen on the stage last time out in Gothenburg- he was demonstrating how IoT sensors work just in case you were wondering, is one such example of the unique way the Swedish company approach things.

Similarly, Ulf Stern, one of the companies original founders keeping customers, prospects and the press alike entertained playing some (pretty darned good) rock and roll with his band in a ‘Fish Cathedral’ later that evening is just another example of how the same core ethos remains in the company today as it did when they first started out some 35 years ago. Despite significant growth and development across the years, there all often overlooked secret-sauce that can allow a company to flourish, the uniqueness within their DNA - has always remained the same.

Who IFS are today is very much a different company to who they were then, just 18 months ago.Yet, who IFS are today is very much a different company to who they were then, just 18 months ago.

Firstly, there is the acquisition by - investment firm EQT. Which was in fact announced just days before the Gothenburg World Conference.

At the time the discussion had been highly positive - especially from a field service point of view as the message from EQT was clear - we are giving you the funds to go and do what you do better and faster - with field service being one of the top three areas IFS would be targeting for significant growth.

Given their stature in the market at the time as an already established major player within the field service industry, this was certainly an exciting announcement for those close to our sector.

Indeed, there have already been some significant acquisitions that Field Service News readers, especially those from the UK will be aware of which have followed after the acquisition.

The first of these was to bring IFS UK and Eire reseller Field Service Management in-house, which was a sensible and largely expected move.

The second, which saw mplsystems become part of the IFS family, however, was far more strategic.

mplsystems core strength lies is there omnichannel contact centre technology, essentially plugging a major gap in the IFS solutionAlthough, an FSM solution provider themselves, mplsystems core strength lies is there omnichannel contact centre technology, essentially plugging a major gap in the IFS solution and giving them a genuinely robust end to end service solution.

This is not to mention the US acquisition of WorkWave, an FSM solution that is dedicated to the SMB market - which instantly gave IFS access to a huge market, which many of the larger FSM solution providers struggle to penetrate.

So in fairness the record of EQT in terms of delivering on their promise has been mightily impressive and IFS have continued to grow in stature within the FSM sector as one of the true key players - an achievement all the more impressive given the attention our sector has had within the last few years with the lieks of GE, SAP, Microsoft and Salesforce all investing significantly in building a global presence.

My anticipation was therefore high when I spotted that the launch of FSM6 was to be given a major spotlight, being presented on the main stage as a key announcement on day 1.

Mark Brewer, Gloabl Director, Field Service, alongside Steve Jeff-Watts, Senior Advisor, IFS were the men tasked with giving that presentation.

“If you go back to the origins of IFS, we are an ERP company, but that can be something of an ambiguous term,” opened Brewer when I caught up with him.

We built a product that managed service, maintenance and projects. This means the intrinsic DNA of the business is actually service not manufacturing“ERP for most people is a product built for managing a manufacturing business. IFS did not ever take that approach. We built a product that managed service, maintennance and projects. This means the intrinsic DNA of the business is actually service not manufacturing.”

“Fast forward to today with the IFS FSM platform you’ve got a best in class service offering, there is an almost equivalent best-in-class service functionality in an ERP in Apps 10.”

“This means you can already have an existing ERP such as SAP or somethign similar which you are unable to swap out, we can layer that with best-in-class field service. However, if you also need solutions for your manufacturing, supply chain, financials etc then we can also give you all of this whilst encapsulating a best-in-class service solution within it.”

Customer experience is a huge part of the equation in service organisations now and we are moving into the experience economy “It is a unique position, where we can not only offer the stand alone FSM solution but the wider ESM (Enterprise Service Management) solution as well.”

“I also thought it was very telling that the announcement of our acquisition and mplsystems and our integration of their technology into IFS FSM was front and centre on the main stage during the opening key note sessions.”

“We call our solution IFS FSM but the truth is now that it is a full end-to-end lifecycle management solution. It is far more than just field service, it includes depot repair operations, reverse logistics, customer specific billing, deep contract and warranty capability.”

“Given that it goes all the way to the end, we were missing a piece at the front,  and mplsystems omni channel solution completes the picture. Customer experience is a huge part of the equation in service organisations now and we are moving into the experience economy so that customer journey needs to be consistent across the whole lifecycle.”

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IFS, a global enterprise applications company, has previewed major updates of its IFS Field Service Management™ (FSM) offering at the IFS World Conference in Atlanta today.

IFS Field Service Management 6 features a number of enhancements, including:

• New user experience (UX): With a completely re-engineered, fully responsive front end, IFS FSM 6 will run on any browser and on any device at any time. The new UX features user-centric and intuitive action patterns as well as stunning graphic designs including high-resolution charts and diagrams.
• Major performance boost in IFS Planning & Scheduling Optimization™ (PSO): The IFS PSO component of IFS Field Service Management yields a 50% improvement in processing performance on Microsoft Azure. In addition, the maximum number of activities per standard Dynamic Scheduling Engine (DSE) for dynamic responsive processing has been significantly increased.
• Next-generation configurability: Written in an all-new scripting language that empowers customers to configure data fields, workflows, and user behaviour, IFS FSM 6 eliminates the need for costly customizations, providing greater agility while evergreen service management capabilities ensure seamless updates.
• Key functional enhancements: Alongside these major new architectural changes, IFS FSM 6 introduces a multitude of significant new features and extensions to existing functionality in areas including increased scheduling optimization flexibility, warranty claims management, mobile synchronization, and UI improvements.
• Pay and deploy with even more flexibility: Customers can choose to deploy IFS FSM 6 as a true multi-tenant solution on the Microsoft Azure cloud, as a managed service in the cloud, or on-premise. This flexibility also offers customers choice in how they pay, from outright ownership to a monthly subscription.

“We are very excited to offer a preview of IFS Field Service Management 6, which leads the market in terms of usability, configurability, connectivity, and flexibility,” said Mark Brewer, IFS global industry director for service.

Choice is a good thing, and with IFS, the customer can decide what makes sense for their business.“With this major new release, we are further differentiating our value proposition but are continuing to provide customers with the ability to choose the functionality they need and deploy in the way they want—be it in the cloud or on-premise. Choice is a good thing, and with IFS, the customer can decide what makes sense for their business. Combine this flexibility with industry-leading functionality, leading AI and optimization technology and a new user experience and it is evident that IFS really does represent the most complete, connected field service solution on the market.”

One of the early adopters is Eickhoff, a leading manufacturer of machinery and gearing technology used in mining, wind turbines, and other industrial applications.

Commenting on IFS Field Service Management 6, Dietmar Schmitz, Head of Product Development Service at Eickhoff, said, “As a provider of mission-critical machinery, we see service as a core competency and competitive differentiator. Consequently, we needed a solution to manage our more than 6.5 million items in complex parts lists for over 15,000 custom units. IFS FSM 6 provides an engaging and effective way to make this possible.”

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