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International automotive technology provider ERM Advanced Telematics whose products have been installed in more than 5 million vehicles worldwide, is accelerating its penetration into the Latin American market with its offering for fleet management and solutions for Stolen Vehicle Recovery (SVR).

ERM plans to take advantage of its network of business partnerships throughout the region. In parallel, the company is planning to strengthen its reach and to increase the penetration of its telematics and fleet management solutions, including the StarLink modular telematics product line as well as products like eSafe for driving behaviour monitoring and eFuel, which is designed to provide alerts on fuel theft.

ERM is already active in a number of Latin American countries and is expected to utilize its teams, technology and know-how to customize the company’s products to meet the specific demands of the Latin American markets. This will enable ERM to offer dedicated and customized solutions to its local partners’ needs and allow the provision of various additional options such as white labelling products with the branding of the partner incorporated into the product.

“The demand for telematics solutions in Latin America stems from the need for vehicle security and tracking systems, which provide immediate support in emergency cases - such as panic buttons for vehicle hijacks, tracking for recovery of stolen vehicles and voice options for further assistance,” says Eitan Kirshenboim, CMO at ERM Telematics. “Many of the fleets in the region use basic fleet management tools, which limit their ability to monitor and improve the fleet performance in order to reduce costs."

 

"ERM is introducing to the Latin American market a line of unique solutions, that are backed up by patents and are flexible in design and customization abilities..."

 

Kirshenboim continued: "We believe that ERM’s advanced solutions and business strategy can help these fleets to improve their fleet performance, lower their operational costs and maximize their ROI.” He adds that ERM is introducing to the Latin American market a line of unique solutions, that are backed up by patents and are flexible in design and customization abilities, to support a wide range of scenarios and a variety of needs.

Kirshenboim notes that the company welcomes cooperation with leading players in the automotive and fleet management sector in Latin America. ERM’s business model is based on its customers being long-term partners, with whom the company is in close and ongoing relations, enabling them to define their demands and for ERM to supply a customized technological and service solution, backed up by a Spanish website, salespeople and customer support.

ERM offers different solutions for fleet management and Stolen Vehicle Recovery operations. The solutions vary from basic implementation to more comprehensive solutions, in order to better control and manage the fleets and to assist in the retrieving of vehicles and to enable each of ERM's partners to adopt a solution that is best suited for them.

ERM’s SVR basic implementation consists of vehicle location tracking and added accessories such as immobilization system, which requires drivers to identify themselves by using a code or other identification methods. Additional accessories include an alarm system, break in sensors, tow detection, remote door and windows control. Some of the more sophisticated technological solutions include CANbus integration for advanced diagnostics of the vehicles' mechanical and computerized environment. The diagnostics helps evaluate in real time the use made of the vehicle and helps to remotely identify in advance events which might affect the vehicle’s performance.

 

"The add-on features are based on the wide range of ERM sensors and hardware applications, as well as applications from third-party vendors..."

 

Some of the more comprehensive solutions offered by ERM include tracking devices equipped with Wi-Fi and Bluetooth capabilities, and a variety of add-ons to enable safety and fuel monitoring, voice capabilities and other alerts. The add-on features are based on the wide range of ERM sensors and hardware applications, as well as applications from third-party vendors.

Some other possible solutions for assisting ERM’s partners in SVR operations include a patented solution for jamming mitigation that enables the tracking of jammed vehicles by transmitting a distress message that is being picked-up by nearby vehicles. Another patented solution is designed to locate leased vehicles whose owner stopped its payments – “Parking Habits”.

The need for SVR solutions in Latin America is backed up by a market study by Berg Insights, which found the level of car theft in Brazil is four times that of the U.S. and that the situation in other Latin American markets like Mexico, Argentina and Venezuela is about the same.

 

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As part of an excellent analysts paper commissioned by ServicePower, Bill Pollock has provided an in-depth look at the service requirements for the security sector, here we take a look at an excerpt from that paper...

There are now more security systems players than ever, bringing refined ways of doing business and new efficiencies to the marketplace. In addition, there has been a complete transformation of the security installer/service technician into an “everything as a service” professional, supported by service delivery models that embrace Cloud technology, interactive services, predictive diagnostics and customer self-service.

The most successful companies will ultimately differentiate themselves with unique and seemingly indispensable services and solutions that make it easier for a consumer (or business) to be smarter, safer, and more cost-effective.

For those organizations that install, monitor, and maintain commercial or residential security systems, ServicePower enables faster, smarter service, so they can deliver on today’s consumer service preferences and expectations, while also reducing operational costs and driving new and more predictable revenue streams.

The five primary factors to focus on when evaluating alternative Field Service Management (FSM) and Warranty Management (WM) solutions for the security services segment are critical to the success of the vendor/solution evaluation and selection processes.

They include:

• Customer Engagement – by offering a customized, self-service portal to enable customers to log in with their account number and report issues or order add-on security services, schedule the appointment, watch their installer/ service technician en route, and communicate with him or her, if needed; also to suggest relevant new cross-sell and/or upsell services during this key interaction opportunity.
• Smart Scheduling – the ability to pair parameters such as skills, certifications, and geography with the latest in Artificial Intelligence (AI) for real-time scheduling to ensure that the best installer/service technician is assigned, at the least cost; and provide the opportunity to re-optimize schedules and routes in real-time to accommodate intra-day changes, increase on-time arrival and completed jobs per day, and decrease travel costs.
• Mobile Tech Enablement – to ensure that the installer/service technicians arrive with everything they need to get the job done the first time, driving consistent quality service delivery, improved productivity, and increased completion rates; also to provide a value-based experience by personalizing the customer’s experience via fully configurable mobile functionality which also improves schedule compliance and first-time installation/ fix rates, and proactively offer additional value-added security solutions while onsite to increase revenue.
• Contractor Management – to facilitate better management of outsourced or supplementary third-party contractor staff to quickly expand geographic reach or support changing demand; the ability to dynamically choose a contractor based on rank scores, credentials, crowd-sourced Better Business Bureau (BBB) info, and dynamic rules configuration; and confidently being able to book an appointment based on available time-slots, coupled with the ability to view the current job status and track overall progress.
• Reporting & Analytics – the ability to use real-time Business Intelligence (BI) to measure performance metrics, fine-tune future operations, and enhance the customer experience; along with the ability to access Key Performance Indicators (KPIs), scorecards and reports in real-time, from either mobile devices or the desktop, and share them both inside and outside the organization, as warranted.

The best FSM and WM solutions will also be those that include additional functionalities, such as:

• Claims Management
• Work Order Management
• Inventory, Asset and Contract Management
• Outsourced Managed Services

The main benefits that can be realized through the implementation and use of a Field Service Management (FSM) and Warranty Management (WM) solution designed specifically for the security services segment are many, and quite compelling, as follows:

• Improve management control over service provisioning
• Reduce manual processes to create and manage field schedule routes, thereby reducing travel times
• Increase appointments, per day
• Less time spent on-site
• Enable improvements in overtime, travel, skills, and spares
• Grow revenue
• Increase customer engagement
• Serve customers more efficiently with convenient scheduling, increased first-time installation/ fix rates, and improved service levels
• Use Business Intelligence (BI) to better measure and improve service operations KPIs
• Research has shown that for a typical Fortune 1000 company, just a 10% increase in data accessibility will result in more than US$65 million additional net income, according to Forbes.com.

These benefits, albeit on a smaller scale, can also be realized by small-to-medium-sized security services organizations as well.

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With 2020 on the horizon, it’s the perfect time to think about new ways to improve your field service business. Paul Whitelam, ClickSoftware outlines nine key areas that you need to be targeting to ensure your service delivery remains competitive as we move into the third decade of the twenty-first century...

You’ve probably been hearing a lot about new trends and visions for the future, and it’s probably a little overwhelming. An easy way to get started is by throwing away some of the outdated practices you’ve been following. To help you out, we’ve compiled a list of field service practices you might want to leave behind in 2019.

Manual scheduling

Field service scheduling requires making several quick and calculated decisions. You need to consider everything from travel time and routing, technicians’ schedules and skill sets, equipment tracking, and SLA compliance. It’s much easier to rely on an automated scheduling solution to make optimized decisions for you, so you can focus on the bigger stuff—like your customers’ satisfaction.

Using separate solutions

The only way to gain true visibility into field service schedules is to manage everything in a single solution. This includes schedules, capacity planning, long- and short-cycle work, crew allocations, and more. Limiting field service management to a single solution also gives you the flexibility to manage your workforce more efficiently and ensure that you’re equipped to handle urgent work.

Not prepping technicians for customer service

Your field resources are often the only face-to-face contact your customers have with your company. This means it’s crucial they are equipped to give the best customer service possible. Start thinking of your technicians as your brand ambassadors, and ensure they have the soft skills to make a great impression on your customers.

Lack of visibility into technician location

With Uber you can hail a ride and know exactly where your driver is and when they will arrive. And Amazon provides updates when your package is shipped and as soon as it’s delivered. Your customers know this level of visibility is possible, and they expect it in their service too. Allow customers to track their technician’s location and send them reminders and updates about the status of their service. On top of giving your customers’ peace of mind, this also helps you avoid no shows and last minute cancellations.

Long Appointment Windows & Exact Time Slots

According to our Field Service Report, more than 60% of consumers across all countries said a long wait time between their service appointment being booked and carried out led to a bad customer service experience. It’s no surprise because today’s customers expect service fast, and definitely, don’t want to be waiting around all day to get it. Use optimized scheduling and appointment booking to ensure shorter, two-hour service windows for your customers.

Leaving the customer site before booking a follow-up appointment

Sometimes a repair is more complex than originally thought or a technician doesn’t have the right part to complete a job. When a follow-up appointment is needed, don’t leave the customer site until it is booked. Instead of simply ordering a part and asking the customer to call and schedule when they receive it, do it for them. The customer will feel more at ease knowing that even though the problem wasn’t fixed today, it will be fixed as soon as possible.

Not measuring customer effort score

When it comes to measuring customer experience, the Net Promoter Score (NPS) and customer satisfaction (CSAT) scores are usually the go to. But in today’s on-demand world, convenience and ease are becoming more and more important to customers. Many organizations have started measuring customer experience by the amount of effort customers are putting into getting an issue resolved. Add this to your list of KPIs so you can ensure future customer engagements are simple and seamless.

Not using live traffic updates

As customer expectations continue to rise, the importance of route optimization and getting resources from place to place is ever increasing. Many organizations are taking advantage of predictive travel and applications like Google Maps to accurately estimate travel times and plan routes ahead of the service day. However, it’s also important to consider real-time, live traffic updates on the day of service to account for unforeseen traffic and roadblocks.

Leaving out change management

When your service team has been doing things a certain way for several years, bringing in a new solution can be overwhelming. Even if the previous solution was inefficient or completely manual and paper-based, change can be scary. When implementing a new field service management solution, it’s important to get everyone on board and comfortable with the new solution—so don’t skip out on change management. Emphasize the benefits of FSM—such as efficiency, cost savings, and customer satisfaction—and make sure everyone is properly trained on using the solution.

While no one can know exactly what the field service management landscape will look like in 2020, it’s safe to expect increasing customer expectations and new technologies. Start preparing your organization for what’s next today.

 

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Ultra Consultants, Inc., an independent research and enterprise solutions consulting firm serving the manufacturing and distribution industries, today announced the availability of a complimentary ERP Toolkit eBook.  The in-depth eBook provides comprehensive ERP education to help teams work effectively through business process improvement, enterprise technology evaluation, selection and implementation. The resources curated in the eBook draw upon Ultra’s decades of expert methodologies and deep knowledge of manufacturing and distribution.

Developed for project teams at manufacturing and distribution organizations considering an active ERP project, the ERP Toolkit delivers in-depth educational resources, including videos, white papers, podcasts and more.

Project teams are invited to download the ERP Toolkit eBook to prepare for 2019 planning.

Key resources include:

• Educational assets to get started and plan for an effective technology project
• Tips to organize a project, reduce risk of failure and drive change management
• A curated guide to help teams understand what it takes to evaluate, select and implement enterprise technology

“The decision to upgrade or implement a new enterprise technology system is likely one of the most complex and resource-intensive initiatives a company will face. The manufacturers and distributors we speak with have told us that it’s difficult to understand how to begin an enterprise technology project,” notes Ultra Consultants Founder and CEO Jeff Carr. “This toolkit gathers insight and leverages Ultra’s unique perspective as trusted, independent advisors serving manufacturing and distribution teams. We encourage project teams to download the eBook for insight specific to their organizations.”

 

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In this final excerpt from an exclusive fieldservicenews.com presentation Kris Oldland, Editor-in-Chief, Field Service News is joined by John Hunt, Managing Director, EMEA, Astea as they discuss the ubiquity of mobile devices in field service operations today and just how the rise of mobile computing has truly revolutionised the way we approach service delivery in today's world. 

 

 Want to know more? The full length video of this presentation is available as premium content to fieldservicenews.com subscribers...

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Blockchain and its potential has been mooted in field service circles for years. Is it time we stop thinking big and instead build smaller use-cases before we lose sight of what’s actually important, the end-user? Mark Glover, Field Service News’ Deputy Editor finds out more.

In 2008, a person (or a group of people) known as Satoshi Nakamoto conceptualised the first blockchain. A year later, this digitised digital ledger was a critical accessory to the group’s (or his) headline act, the now ubiquitous cryptocurrency Bitcoin.

The impact of this decentralised digital currency on financial markets and a curious, confused society has been fascinating to follow. That the persona of the inventor or the inventors remains unknown adds to the plot.

Yet, without blockchain, the currency wouldn’t function. This smart ledger, driven by a peer-to-peer network has the potential to stamp itself on industry and in particular field service. But can the sector adopt the technology in a way that will ultimately benefit the end-user?

Firstly though, and apologies to all those who have a handle on the technology, what is blockchain? Scouring the internet for a simple definition is tricky, eventually, the excellent forward-thinking mission.com offered this: “Blockchain is the technology that underpins digital currency (Bitcoin, Litecoin, Ethereum and the like). The tech allows digital information to be distributed, but not copied. That means that each individual piece of data can only have one owner.”

 

"The tech allows digital information to be distributed, but not copied. That means that each individual piece of data can only have one owner..."

 

Straightforward enough. But let’s expand it to industry. How can it fit into the aerospace sector and specifically a plane engine? Parties involved include the airline, the engine manufacturer and the service company all of whom are squirting data into that asset’s blockchain.

The jet engine is a high-end valuable piece of equipment, the blockchain systems enable a single, irrefutable history of that asset. The linking of parties (blocks) removes the requirement for inter-party consultation before extracting required information meaning critical decisions can be made quicker and more effectively. It’s also secure and visible to everyone and accurate and trust, therefore, is enhanced around the chain. The benefits are tangible. So why aren’t all companies rushing to implement it?

“Like all emerging technologies there are only going to be one or two applications that are going to come up for this kind of thing in the very early days,” says Stephen Jeffs-Watts, Senior Advisor – Service Management at IFS. Stephen is an expert in blockchain, a keen enthusiast of its benefits but warns that fields service shouldn’t get too carried away just yet, particularly as sectors are only starting to dip their toes in the murky blockchain water.

 

"We have to try and bear in mind that it [blockchain] is also directly proportionate to the type of kit that’s been installed...“

 

A lot of the use cases that are coming up at the moment,” he tells me, “are in very high-value assets and very highly regulated supply chains; in aerospace, defence, nuclear and very-high-end medical applications,” he pauses. “There aren’t too many Phillips Medicals out there.”

In field service, blockchain technology can potentially trace parts, verify assets and look-up maintenance and operations history, but according to Stephen, it needs to bed-in with modern hardware before its benefits can be felt. “We have to try and bear in mind that it [blockchain] is also directly proportionate to the type of kit that’s been installed,” he warns, “Are you really going to use blockchain to authenticate the asset history or the maintenance and servicing history for a ten-year-old piece of equipment?” Another pause, “You’re not.”

Let’s go back to the jet engine blockchain analogy; the engine itself is a high-end piece of equipment.

The airlines and engine manufacturer, themselves are high-end companies:  BA, KLM, Lufthansa, Rolls Royce, GE, Northrup Grumann, for example. All are big companies keen to monetise blockchain, the only real way to do this is through data-ownership but in a high-asset blockchain, this isn’t always straightforward.

Who owns the data from a jet-engine? Is it the airlines?

The thrust from their plane goes through that engine and what about linking that to the pilot who’s flying that aircraft and jet engine through the air? That’s the airline’s data too. They also have a hand in the plane’s load: the number of passengers and baggage, fuel etc. That’s also data from the airline.

The engine itself? Rolls Royce might run it on a power-by-the-hour contract, so it’s their engine, so do they own the blockchain data? Like that other revolution IoT, blockchain becomes an issue of data ownership. What can be done to grease the chains to make the process run smoother?

“You’re going to have to get industries and supply chains to actually come together and solve the underlying data ownership issue,” Steve offers. “There is going to have to be some kind of consensus; an informal consensus through co-operation; the introduction of some kind of industry standard or ultimately an enforced consensus through legislative means,

Be it an Industry standard or a regulatory framework, large-scale blockchain implementation ultimately needs sectors to work together, to come together in agreement and as Steve explains, it also becomes an issue of trust. “Let’s say there are ten people involved in the supply chain: the operator, the Original Equipment Manufacturer (OEM), there may be a service operator; they’re all contributing data to that chain.

“But does the end operator actually have enough trust in the OEM to question if they are going to use their data and benchmark it against its competitors”, he ponders.

Issues around data-ownership, trust and unfit equipment unable to handle what is essentially a large-scale, shared google document are indicators that large-scale field-service blockchain implementation isn’t as close as we might think. Perhaps we are setting our sights too high? Maybe the use-cases should be carried out on a much smaller scale?

After all, cryptocurrency, the original thread of blockchain was designed for electronic financial transactions, not necessarily jet engines. Stephen agrees, referencing a well-known tracking device, he suggests we should keep things simple. “We could use blockchain like a glorified RFID tag that authenticates, verifies and gives you a reference point,” he says. “I can look at the blockchain and I can see who made it, when it was made, how it was transported.

“Where they may be just a couple of parameters about its last usage, you can look at that by a component-by-component type level, specifically in those cases where that kind of information is critical, or the authenticity is critical.

 

"There’s got to be a realistic level of ambition and some specific use-cases that prove the technology and prove the value of the technology before there comes any mainstream adoption..“

 

There’s got to be a realistic level of ambition and some specific use-cases that prove the technology and prove the value of the technology before there comes any mainstream adoption,” Stephen urges.

My conversation with Steve has been fascinating and his contribution to this article I’m sincerely grateful for. The insight he offered - most of which I’m unable to fit into this wordcount – was invaluable, yet despite all its potential of blockchain Stephen left me with a thought that goes beyond the blockchain hype: “So what?”

So what if an asset is pumping with blockchain data? All the customer wants is the device to start working again so they can get on with their business.

“What value does that bring to me as a customer,” argues Steve. “unless I’m in a highly regulated environment. When do you start loading up past-maintenance history? Is it good? Is it worthwhile? Probably not. So what’s the use-case that going to give killer value?

Steve continues from the end user's perspective: “Great, you’ve got blockchain. What do I get from you having blockchain? What do I get from being able to prove every last working second of this particular piece of kit? Why should I care?”

It’s an excellent point that perhaps gets lost in this fourth industrial revolution we find ourselves in. Among AI, and IoT and machine learning and blockchain should we not just focus on the customer needs and their requirements? Or will we continue to pursue the hype?

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I was asked recently if my thinking has evolved since writing Beyond GREAT SERVICE, The Technician’s Role in Proactive Business Growth. The book is based on the premise that field service professionals add tremendous value when they use their experience and expertise to make recommendations that will help their customers to be better off.

As I reflect on the book, that view has not changed. In fact, it has been reinforced as I have worked with more and more companies across North America and in Europe and with their local offices around the world. I have seen how field professionals react favourably to this description of their role and how managers see the value of this approach. It squares the circle between service and sales.

Although there is nothing specific that I would change about the strategy described in the book, there are two things that I would add. Firstly, I would spend more time and provide more guidance on strategies to implement a “Beyond GREAT SERVICE” approach. Secondly, I would focus more attention on the service nature of the field service team’s proactive efforts.

 

"I have seen managers struggle to provide the ongoing focus necessary to achieve the type of cultural change needed to ensure that business development by field service professionals becomes an integral part of service delivery..."

 

I have seen managers struggle to provide the ongoing focus necessary to achieve the type of cultural change needed to ensure that business development by field service professionals becomes an integral part of service delivery. To achieve this requires systems, processes and most importantly, constant coaching and support. Not everyone on the team will be convinced of the service value of proactively making recommendations to customers, and many of those that do will be uncomfortable in those situations. Without the support structures and ongoing encouragement, even those field professionals with the best of intentions will gravitate back to how they have always done things in the past.

The reason that some managers struggle with the implementation of business promotion as a service is due to the very nature of the service business itself. The day-to-day immediacy of service pulls management away from the thoughtful, important but not urgent work that is needed to successfully engage technicians in proactive business development. Much of service is, by its very nature, reactive and that means much time is spent responding rather than initiating.

Although this is changing somewhat, there will always be a significant element of responding to unplanned emergencies that demand immediate attention and draws managers from the task of implementing a “Beyond GREAT SERVICE” approach. The irony in this is that, as progress is made toward implementing the “Beyond GREAT SERVICE” approach, the increasingly proactive efforts of the field team will reduce the number of, and resources required for, unplanned emergencies as many issues will be addressed before they become a problem. That means that the more progress managers make in implementing this approach, the more time they will have to support it – almost the opposite of what is needed.

It is also important that the Beyond GREAT SERVICE approach be viewed as an integral component of the service provided – as much a part of the service as troubleshooting, repairing and maintaining. Sure, you could argue that they are “selling” when they make a recommendation to the customer, but semantics aside, when the field team makes recommendations for the purpose of helping the customer achieve their goals they are really serving in its truest sense.

 

"Most service companies fail to achieve the results they desire when they engage their field service team in business development..."

 

The serving vs. selling perspective is a unique and critically important differentiator. From my experience, most service companies fail to achieve the results they desire when they engage their field service team in business development. In addition to the reason cited above, a contributing factor for these less than ideal outcomes is that managers don’t integrate these efforts as part of the service. Promotion of services is often treated as an “add-on” that many within the field team see as “optional”. Some even feel that promoting services is an unreasonable expectation by management.

If the field service professional’s efforts are part of the service, it is easier to get the field service team to buy-in. They can see a direct connection between what they are doing in promoting their services and the impact on the customer’s business. Customers see value in this too. When explained to them that the field service team is being asked to use their expertise to proactively identify steps that can help the customer achieve their business goals (as opposed to looking to increase revenues), they can see the benefit for their business.

So, to address these two issues, I would add this challenge for the reader of my book:

Assume for a moment that you will be adding a new service offering to your service portfolio. The new offering has the following characteristics:

• It is an add-on to existing services (does not replace)
• It’s a new concept – the customer needs to be educated on the value
• New knowledge and skills are required to implement effectively
• No new tools or test equipment needed
• It has the potential to be highly profitable – efficiency in delivery critical
• The service relies on another division to deliver a part of the service
• There is a 1 to 2 year head start over the competition

When implementing a service of this nature, what steps will you take to ensure that you successfully and profitably introduce this service?

As managers ponder this challenge, they will come up with a list of things to be done such as: (Note: This list is far from complete)

• Define the service so it can be understood internally and externally
• Identify the processes needed to support the initiative
• Take steps to get buy-in from supporting divisions and a seamless coordination between groups
• Provide training and coaching to achieve the behaviour change needed
• Create the messaging and strategy to promote to our customers etc.

The point of this challenge is that the service described in the challenge is the service of promoting services to help the customer to be better off and this contributes to management’s efforts in two ways.

Firstly, it gives them a better perspective of all of the moving parts of a successful strategy in a meaningful way that is familiar to them (they have implemented new services before). Secondly, when the initiative is recognized as a service, management will see that its implementation is not a “part-time job” that is pursued if there is time but rather an important service initiative that requires continuous focus to ensure its successful implementation.

By devoting more space in the book to helping management implement the strategy as a service, I think that Beyond GREAT SERVICE would become an even more valuable resource for those organizations that want to truly help their customers achieve their business goals. I have a feeling that a second edition is in the works.

 

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In this third excerpt from an exclusive fieldservicenews.com presentation Kris Oldland, Editor-in-Chief, Field Service News is joined by John Hunt, Managing Director, EMEA, Astea to discuss the key findings of a research project Astea undertook with WBR.

 

Here, they turn their attention to the findings that were uncovered as the research focussed in on the adoption of IIoT amongst manufacturers as the two discuss just how widespread the adoption of connected field service is in today's business eco-system.

 

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Field Service delivery has become fundamentally reliant upon mobile computing technologies, almost all field service technicians now utilise a smartphone for at least some proportion of their work-flow during maintenance calls. 

So it is with keen interest that we look at Mark Jackson and Kevin Billings, Directors & Industry Principals, Telecoms & Media, Pegasystems predictions to what to expect within the realm of mobile across the last twelve months against a backdrop of transformative technologies and the latest regulations...

 

Prepare for fall of fixed-line home broadband

The advent of 5G means consumers will no longer need to rely on home broadband to access high-speed internet. For some customers, this means they will only require one internet contract which will allow them to seamlessly transition from the home to mobile. This will be particularly beneficial for rural communities who aren’t always able to access a fast internet service. In the US we’ve already seen Verizon going after cable-dependent areas, encouraging their customers to purchase a 5G hub as a replacement to home broadband, and we’ll soon see this trend appearing in the UK when 5G services go live.

 

Digitising the B2B offering – an untapped opportunity for telcos

As the B2B market grows next year, CSPs will have to pull their socks up to expand their service portfolios and dramatically ramp up their service levels. Business customers demand a differentiated ‘enterprise grade’ level of service, for example ensuring SLAs are met and the promised service specification is delivered in a certain timeframe. Fixed and mobile services are converging, and cloud-based solutions are being offered to reduce capital expenditure for customers and will open up new opportunities from connected devices and applications through IoT. To achieve this goal, an end-to-end automated digital operation is a must for CSPs to capture revenue, reduce operating cost and realise strong returns from new B2B services.

 

The mobile app is dead

 Hundreds of apps clog up the average smartphone and 2019 is going see a big app shake-up that could be terminal. Yes, smartphone memory is increasing, but the constant pinging of notifications, using up data and, battery consumption, has led to “App Fatigue”. Customers are simply ignoring or deleting all but their essential apps from their phones. CSPs will realise that investing thousands of pounds in an app that nobody will use is not the wisest initiative, particularly with today’s customers having more and more channels and devices available instantly to them to use - Alexa, WhatsApp, Skype and more. In order to support their customers’ digital demands whilst simultaneously increasing engagement, CSPs need to deliver a personalised experience via combined omnichannel AI and end-to-end Robotic Automation to enable streamlined, efficient journeys.

 

Can we cope with a connected everything?

IoT has become the fastest growing part of telco businesses. In fact, Samsung has announced that they want ALL of their devices to be connected - from your TV to your oven. While 5G will help facilitate IoT, it poses a myriad of challenges for the companies involved – who owns and is responsible for the data? On one hand, if businesses and individuals hand over their information in return for using an IoT network, companies can offer a better service or a cheaper contract. On the other, the responsibility of managing and keeping this data secure dramatically increases the burden of compliance. Companies need the right compliance tools to stay on top of this before it spirals out of control. Being able to prove CSPs are compliant to ever-changing rules means they, like the banks, will embrace regtech that can be created and configured easily and quickly without needing to have a deep knowledge of coding.

 

Strategic sales to raise new service development capital?

The development of new 5G networks is an overwhelming task, and telcos need to work out where to invest time and money in investing in new 5G networks. So, where do they start? With network rollout demanding a huge capital investment, next year will we see more and more telcos selling off businesses in other countries to raise capital to be able to invest in 5G network construction in their more profitable regions?

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