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B2M Solutions, the enterprise mobile device analytics company that delivers actionable insights, have recently released a return on investment (ROI) calculator that enterprises can use to quickly determine the savings that can be made by optimising their mobile device populations.

Mobile device analytics helps to identify issues affecting device performance that can have a costly impact on the bottom line as they can cause decreased productivity, failure to meet service level agreements, poor customer experience and damaged brand reputation. The issues preventing a device from working optimally can include everything from poor network coverage and connectivity issues to increased battery discharge rates and applications that are causing devices to crash.

IT and operations and executives involved in the management of mobile devices can now use the free online calculator to learn how much downtime and associated costs could be prevented with mobile device analytics, depending on the type of devices the enterprise uses and other variables specific to its work processes.

The calculator determines ROI based on failure rates, lost time due to device failure and lost productivity that are based on benchmarks B2M has developed after aggregating and analysing actual performance data from its experience in helping customers manage hundreds of thousands of mobile devices over time.

B2M is a pioneer in enterprise mobile device analytics and its solutions have supported mobile deployments around the world for enterprise and OEM customers including Barcode Warehouse, BT, easyJet, Ferguson, Hermes, Johnson Controls, Lynx Express, Motorola, Panasonic, RBS, Royal Mail, TRG, Volkswagen and Zebra Technologies.

The workers who use mobile devices are often the face of the company to its customers. Their devices need to perform efficiently so the business can run reliably and deliver an excellent customer experience,” said B2M Founder and CEO Julie Purves. “It is no longer enough to simply manage mobile devices, they need to be monitored and optimised. Mobile device analytics are essential for improving the performance of mobile devices and the business processes that depend on them, so we are very excited to introduce this tool to help users understand the value of mobile device analytics.”

 

Mobile device management (MDM) systems typically focus on device configuration and status, whilst mobile device analytics provides insight into device performance and how it can be improved.

B2M’s Elemez mobile device analytics solutions can be used on their own or fully integrated with MDM systems. Elemez is B2M's cloud-based enterprise mobile analytics solution for businesses looking to optimise mobile devices. A standard user interface means it's quick and easy to set up and provides real-time actionable insights on the most common metrics via an interactive dashboard. Elemez brings this data to life, visualising it via graphs and charts so it is easy to see trends affecting device performance and to spot potential problems before they have a serious effect on a business.

 

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In this brief sample form the Q&A element of a Field Service News webinar presented in Partnership with ServicePower, Kris Oldland, Editor-in-Chief, Field Service News and Paul Lucas, EMEA Sales, ServicePower discuss whether companies upgrading Field Service Management Solutions see as big a benefit as they would have when they first implemented a FSM system...

 

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Want to know more? This full webinar is available to download for Field Service News subscribers - and if you are a field service practitioner then you can subscribe for free! Apply for your subscription now by clicking the link below and get the full access to the full webinar instantly!

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Click here and complete the brief for to apply for your complimentary industry practitioner subscription now!

 

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Marne Martin, CEO of ServicePower, takes a lens to the recent spate of merger and acquisition activity amongst field service management solution providers and explores why it seems everyone is moving towards a fully integrated platform approach...

With a high velocity of M & A activity recently in the field service sector, many solution providers claim to be moving towards a “fully integrated platform” solution...

But just what does that mean and why would that be preferable to traditional best of breed solutions that tend to focus on specific functionality within field service management?

There’s a simple answer really.

It’s the customer. The customer is number one.

Customer satisfaction is the key to increasing profitability for organisations offering field based services. The analysts acknowledged this fact some time ago, and the industry has finally come around to acceptance.

 

To simplify service delivery and maximise profit, field service organisations must now consider customer satisfaction and the customer experience to be as or more important as the goal than the traditionally expected outputs from a mobile workforce management or field service management deployment.

To that end, field service organisations are looking to solution providers to offer truly end-to-end service and mobile workforce management functionality in a single cloud based platform, which addresses more than simply scheduling and mobility.

Service providers are looking for integrated self-entitlement and real time consumer communications, contract management, hybrid workforce management inclusive of optimisation and contract dispatching, warranty claim management, mobile dispatching for both employed and contracted labour, and integrated business intelligence, which increase productivity and reduce costs, while improving the customer experience and creating new ways to grow revenue from each customer.

Within the industry, solution providers have traditionally fallen into two categories. They were either a mile high and an inch deep, or a mile deep and an inch wide.

 

Mile wide solutions tend to offer more functionality to cover the spectrum from entitlement to scheduling, but failed to develop real expertise in must-have features like real time optimisation or hybrid workforce management.

So, though they offered more, they offered less, in terms of quality schedules, productivity and intelligent hybrid workforce dispatching.

Mile deep solutions tend to specialise, becoming expert in one or more functionalities, like enterprise mobility or schedule optimisation, but don’t offer end-to-end process support, like intelligent consumer portals, entitlement or warranty claims management.

As service providers realise that to grow, they need to simplify service delivery and offer more valuable services to customer to build loyalty, NPS and ultimately, more revenues long term, a single vendor solution which supports end-to-end process becomes very important.

Customers have driven service providers to offer more, and the service providers are driving solution providers, like ServicePower, to offer more, and offer best in breed functionality for the entire service process.

ServicePower realised this back in 2004.

Working with long term client, GE Appliances, we realised that offering mobile workforce software which only provided schedule and route optimisation, albeit the best optimisation on the market, wasn’t enough.

We began to develop additional functionality to provide mobile dispatching, asset tracking and most importantly SaaS hybrid workforce management. The industry realised that the best way to control service costs, while maintaining customer satisfaction was to integrate contractors within their labor models.

We also realised that managing contractors was very different than managing employees, so added functionality to intelligently select employees or contractors, dynamically selecting the best contractor based on ranking and rules logic.

We’ve also realised that ERPs, and many CRMs in fact, don’t provide the depth of service and maintenance contract management or entitlement logic needed when managing warranty reserves.

 

So, we’ve added that functionality, as well asset and inventory management.

Even more recently, we added an intelligent consumer portal which allows consumers to schedule jobs with our client’s hybrid workforces, increasing the number of digital touch points, creating a seamless, satisfying self-service experience, which increases the lifetime value of each customer by as much as 6 times.

So, are best of breed dead mobile workforce management providers dead? No. Best of breed means something different now than it did just two years ago.

To be best of breed, providers must offer end-to-end field service management capability that’s a mile high and a mile deep, to ensure every single part of the process is digital, optimised, and fast and offers more than the customer expected.

 

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Within the last twelve months we have seen a sudden rush of Merger and Acquisition activities within the field service sector with many major brands including ServiceMax, ClickSoftware and most recently ServicePower all being acquired. So why has the field service sector suddenly become such a hotbed for investment and what does it mean for the innovation in our industry?

Kris Oldland, Editor-in-Chief, Field Service News reports...

I’ve referred to field service as a sector at times as a ghost sector because despite field service impacting almost everyone, and it crossing across almost all verticals outside those who work within our horizontal sector the role of field service management and certainly the tools that those in this field use are relatively unknown.

Yet, it seems that over the last few years someone, somewhere has certainly started paying attention.

Of course, the growing trend within global manufacturing circles towards embracing servitization has put service front and centre whilst various projected estimates of the value of the Global FSM market ranging from $5BN to $25BN will of course be flagged up on the radars of money men, and it certainly seems that the field service sector has come under more of a spot light than it has in its recent past.

“This is occurring for several reasons,” explains Michael Blumberg, President of the Blumberg Advisory Group, when I asked him why it seemed Field Service Management providers had recently become hot targets for prospective investment.”

“First, field service businesses tend to be less susceptible to changes in the economy. During an economic down turn, new equipment sales decline but customers still purchase field services to extend the life of their equipment. In an upturn, companies continue to require field services to support investments in new technology.”

 

“Second, field service businesses often generate a recurring revenue stream (e.g., service contracts) which is also something that is very attractive to investors and also field service providers often hold a defensible market position because of their long-term relationship with customers and unique capabilities.”

“When a company acquires a field service provider they also acquire its customer base which provides a captive market for cross-selling and up-selling additional products and services.”

“Finally and most importantly, field service is usually a basic offering and building block in delivering a subscription based, product-service model (think Servitization) to customers.”

With so many key reasons why field service solution providers are an attractive proposition isn’t the recent run of acquisitions somewhat overdue?

Bill Pollock, President of Strategies for GrowthSM, certainly thinks so.

“It should have happened years ago!” He proclaims when I put this question to him.

“However, the acquiring organisations seemed to have other priorities in mind with respect to broadening and strengthening their existing offerings, and tailoring them to a more narrowing-defined market space.”

“For example, CRM vendors tended to focus more on expanding the functionality of their respective CRM platforms, while ERP vendors tended to do the same with theirs. Remember, there were days, way back when – when a Field Service Management (FSM) solution provided only the functionality required to run a services operation – but not a services business (i.e., no accounts payable/billable or accounting functionality; no reverse logistics; no human resources; etc.). In those days past, a services business would also need to acquire ancillary software packages (e.g., anyone remember Peachtree Software?) in order to manage the entire services business.”

 

“It’s a bit different today. As more and more software providers expand their offerings to run the entire business, they now market themselves as offering a “new” type of platform for doing so.”

“In general, it will be those organisations that move into (or buy into) the field services arena – for all the right reasons – that are most likely to be successful. That is, if a field service functionality makes sense as a logical extension of their existing offerings, then they will be more likely to succeed.

However, those that attempt to “ram their way” into what is already a fast growing and vibrant market sector, some without even having a complete FSM offering, will find themselves “busted” in the eyes of their targeted market base.”

Meanwhile, Sara Mueller, Field Service Portfolio Director, Worldwide Business Research believes that the fact that service has increasingly become a key battleground for competing companies is another key reason why the FSM sector as a whole is gaining more and more attention.

“Since many products have become largely commoditised, service is the competitive differentiator for organisations.” She begins.

“Therefore they are willing to invest in making service better. Technology is dramatically shifting the performance of service organisations, allowing them to grow exponentially, provide a more seamless experience that results in higher customer satisfaction, and even generate much higher profitability.”

 

“While technicians are an integral part of field service, technology solutions are necessary to minimise human error, capture the knowledge of and account for the retiring baby boomer generation of head technicians, even to keep technicians safer on the job.”

Mueller’s point however does perhaps reveal a potential double-edged sword.

Innovation in technology and service delivery have become wonderfully entangled within the last decade - which is why many companies have been able to move towards outcome based contracts, and why service is beginning to outgrow the ‘aftermarket’ tag and become a key revenue stream now being discussed much more seriously amongst the C-Suite.

This is of course a fundamental reason why our FSM solution providers have become such attractive investment options. However, could the very innovation that put the sector on the map dry up when independent, entrepreneurial tech companies get swallowed up by larger organisations?

Pollock certainly doesn’t think that we need to worry about the level of technology available to field service organisations failing to meet requirements at any point in the near future however.

“The currently available technology, coupled with newer technology that always seems to be lurking “just around the corner”, is already sufficient to meet (and exceed) all of the FSO’s requirements for managing their field service operations – and then some! It’s already here!” He comments.

“As such, the global services market is not likely to experience a plateau in terms of recognition, adoption and/or deployment of these new technological advances anytime soon. In fact, as the proliferation of technology appears to be eclipsing adoption by the marketplace, there is no plateau in sight. There is still a “mountain of growth” ready to be conquered!”

 

“This accelerating growth is likely to bring more FSM provider suitors to the forefront rather than less. For example, three or four years ago, how many field service managers thought that Microsoft would acquire itself into the fray? Many industry analysts missed the signs that Oracle was about to acquire TOA Technologies. However, with several major players already having acquired, licensed and/or organically entered the field services market, the question arises: Who will be next?

On the demand side, where has Apple been? What about SAP? What about any of the large, global, systems integrators? On the supply side, what, if anything, will ultimately happen with ClickSoftware? What about the “tried and true” historical vendors, like Astea? And what about all of those Venture Capital and investment firms that seem to be gobbling up one FSM vendor after another?”

Indeed, Mueller’s view also supports the assertion that the current technology is certainly sufficient to meet the growing needs of service delivery.

“The field service management technology today can accomplish remarkable results and drive business transformation. But service organisations are at widely varying degrees of adoption and sophistication, and are looking for more diversity in solution offerings in order to find the right choice for their priorities and budgets.”

However, she also sees the innovation at the heart of our industry as a key driver for continued technological innovation as well adding, “Just as customer needs keep evolving, FSM solutions will need to do so as well.”

And this latter point is also echoed by Blumberg.

“Sure, it is possible that innovation may become less of a priority as FSM vendors become part of larger software companies. However, there will always be lean, nimble, start-up companies focused on FSM that drive innovation and fill any void created by M & A.” He asserts.

 

“I’ve been a consultant to the Field Service Industry for over 25 year and have experienced several M & A cycles, and this is exactly what has happened. It is also very unlikely that innovation will plateau even within larger software companies who have acquired FSM solutions. To quote management guru Peter Drucker, business has only two functions… innovation and marketing.

This a basic tenant of business. Without innovation, companies lose their relevancy and competitive edge.”

So whilst the consensus is that the current M&A cycle won’t lead to any halt in the ongoing development of technology to support field service, one message does seem to be coming out of each of the field service providers acquired and that is reference to the future of FSM solutions being part of wider platforms.

But how far will the FSM platform go? Will we ultimately see FSM become as integral to business systems as ERP and CRM?

Mueller for one believes that this is where the future lies.

“It can be as integral to business as ERP and CRM systems.” She comments

“Given that service is a competitive differentiator for these organisations, FSM platforms are essential to provide the level of service now being expected from customers. The experience a customer receives through field service is often how they will shape their opinion of the product and whether they will buy again. Field service is the front line of the organisation and FSM ensures the experience with field service is ideal.”

Pollock, however, disagrees.

“For the time being, FSM will likely remain subservient, in most cases, to CRM and ERP,” he comments.

 

“The difference between an FSM solution and an FSM platform is that the former is essentially used to run the services operations, while the latter is used to run the entire business. As far as marketing and market positioning go, doesn’t “platform” sound more important than “solution”, anyway?”

“CRM-based solution providers have long touted their products as full “platforms” that may be used to run an entire business; ERP-based solution providers have essentially marketed their offerings in the same manner. By incorporating an FSM solution into their respective offerings, they can now all claim (and, probably, rightfully so) that their offerings represent a complete (or near-complete) platform upon which future services functionalities can be built – whether strictly in support of field service operations, or any other business activity.”

“However, it is not necessarily a “slam-dunk” that FSM will become as integral to business systems as ERP and CRM, as not all businesses have field service offerings – while all have (or should have) an ERP and/or ERP capability.

Further, as remote and predictive diagnostics, powered by the Internet of Things (IoT) and Augmented Reality (AR), make further footholds in the general services arena, running a field service operation may become more important, while become less cumbersome to run (and, as such, more likely to be outsourced, possibly, to a third party).” Pollock concludes.

“FSM software is already an integral part of business systems among those companies that operate Field Service as either a strategic line of business or a profit centre. And there’s the rub, many companies that service products do not have requirements for FSM functionality.” comments Blumberg.

“For example, some provide only depot repair or outsource their service requirements to 3rd parties. Nevertheless, I find it interesting that there are no fully integrated, end to end FSM platforms on the market today that include the complete array of functionality for managing a Field Service Organisations (FSO).”

 

“If an FSO wants to implement such as solution, they often must deploy multiple enterprise systems and point solutions from different vendors. In addition, FSM functionality usually needs to interface with other enterprise system platforms such as CRM, ERP, and most recently IoT to obtain critical data to complete the service transactions,” he adds before summarising.

“On the other hand, I certainly see a need in the market for standalone, functional robust FSM platforms. In fact, I have been advising both private equity groups (PE) and software developers for the last 20 years to make investments that achieve this outcome. Unfortunately, given market dynamics, capital requirements, and technology considerations, it unlikely that PE or software developers will invest the necessary resources to create such a platform.”

“Therefore, it is likely that FSM functionality will continue to remain an add -on purchase to existing enterprise systems.”

 

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Competition in the Field Service Management Solution sector is fiercer than ever and new technology is constantly emerging. So we asked a series of industry experts what we should expect of our FSM solution today and what should we look for in a provider?

Features as Standard?

With the amount of functionality in standard FSM applications constantly improving, new innovations quickly become standard features. With this in mind what is the baseline level of functionality we should expect from an FSM solution? I.e. Should a solution include a mobile piece, scheduling, parts management?

Rue Dilhe – Managing Director, Exel Computer Systems explains their solution as being predominantly aimed at “established SME’s within the service industry, these companies are, generally speaking, well aware of the benefits available from a full breadth system.”

“The baseline functionality the majority of our prospective clients look for encompass pretty much all of the technologies and functionality offered. If we are able to show them functionality they weren’t aware of, such as configurable user dashboards displaying pertinent KPIs and reports, then these soon make it onto their requirements list, ” he adds.

“We expect the following to make it onto the majority’s ‘must have’ list: fully integrated solution, a dynamic/assisted scheduler, real-time information, remote engineer application, management reporting, user pertinent reporting, document management, call/case centre management, service oriented CRM, job information and technical documents pushed to engineer device, customisation tools, workflow tools, financial management and the ability to invoice on-site. Not to mention, the preference to partner with a well-established solution provider.”

For Kony, the focus is perhaps more understandably on mobile, as Steve Luong, Sr. Director of Product Marketing, explains.

“Although there are many FSM solutions in the market that address different needs, back-office capabilities such as scheduling, parts & inventory management and team allocation are commoditised features now.”

“Mobile is now a critical functionality in modern solutions, with native apps providing a better user experience and performance over others, allowing leading service organisations to differentiate themselves. Customer-centric solutions that even include the end user into the business process will soon be the new must-have functionality.”

 

Tesseract’s Kevin McNally, comments “In our experience, customers are looking for a best of breed service solution.”

“This includes service contract and asset management, service call taking and scheduling, planned maintenance control, stock & logistics management, quoting, job costing/invoicing and Engineer mobile communication. We are also seeing the requirement to control internal workshop / repair centres as a growth area requiring a different solution to that of field processes.”

“One of the often-forgotten areas of a solution is reporting,” he continues.

“The ability to report on any piece of data is crucial and a reason many companies are looking for change. Our customer’s clients have also become more demanding, and the ability to communicate externally also needs thought, whether that is a web portal, client reporting or direct data integration.”

Deb Geiger, VP Global Marketing, Astea International points out that there is not a 1 size fits all requirement for field service.

“I think that it all depends on the individual needs of the organisation in regards to baseline level of functionality. For example, if a company manages a mix of internal and external subcontractors then the base of functionality also needs to include third party vendor management capabilities,” she comments.

“But at a general level, the most basic elements of FSM solution should have the ability to manage service contract and entitlement information; asset/equipment information; scheduling, parts management, mobile (online & offline), customer self-service, and performance management/reporting as well as ability to configure solution without coding.”

For Mark Homer, Vice President Global Customer Transformation at ServiceMax, a GE Digital company “Any field service management solution worth its weight should handle work planning and scheduling; give technicians all they need to complete a job and close out a work order from a mobile device (on or offline); manage entitlements while technicians are onsite and handle service supply chain logistics”

 

However, he goes on to add that “as field service management evolves to become more integrated in other aspects of the industrial economy and proves a necessary lynch pin of optimising the performance of industrial equipment, these basic functionalities will progress to include more advanced features.”

Again scheduling and mobility are tow key components that are expected by ClickSoftware’s Paul Whitelam, Group VP of Product Marketing “Baseline capabilities for FSM consist of scheduling and mobility (specifically communication with the field and task execution support). Beyond that there are certainly additional aspects such as planning, forecasting, customer engagement, analytics and so forth, but as Field Service Management software becomes increasingly sophisticated, thinking in terms of feature sets can be something of a red herring,” he explains.

“In particular, there are non-functional aspects such as open APIs and extensibility, as well as the deployment model that can have a huge impact.

For example, software delivered via multi-tenant SaaS can offer a significant advantage in terms of agility and speed of deployment. More so than a feature list, it’s the way in which technology is combined with processes and people that delivers business advantage.”

Buying for the future...

So, whilst there is of course a variety of different elements that different experts think of as standard requirements, there are indeed some universal core functionalities that should now be embedded within any FSM solution, with these primarily being some scheduling automation, a mobile tool for engineers in the field and dashboard or similar reporting tools for monitoring what is of course a mission critical part of the business.

But one thing that is certain in our industry is that technological innovation is never far away. Whether it be connected devices, quantum annealing, or augmented reality every where we look there are technologies being intrinsically linked with field service that could change the way we approach service delivery entirely.

So given the constant development of technologies within field service management solutions, what steps should field service companies take to ensure that the solution they opt for is future proof?

Exel’s Dilhe explains that from their experience “from the outset, prospective clients are usually pretty confident they want a common, ‘out-of-the-box’ solution, and this is true for maybe 90% of the implemented solution, the remaining 10% however, the client can usually see a benefit in configuring the solution to the way they work now, whilst having the ability to adapt to how they may work in the future. It is for this reason that within the Eagle Field Service solution Exel provide a customisation tool-kit.”

“Customisations can range from the introduction of simple validation on fields to new panels and scrolling data sets for data entry and data display. Clients are able to extend any table by adding any number of columns for storing additional information, these can be managed from within the software without the need to make any manual database changes.”

Of course customisation sits at the very heart of the Kony offering also however, it is the pedigree of the platform and the provider themselves that offer the best glimpse of how future proof a solution is in the eyes of Luong.

He comments: “To ensure solutions they opt for are future proof, field service companies should look at solutions that have a strong technology stack supported by an underlying platform and cloud. These characteristics will allow for rapid implementation but more importantly, enable simple and fast updates to adapt to a quickly changing marketplace.”

“Additionally, understanding the solution provider’s roadmap and view of the market will ensure alignment between the field service company and provider into the future."

For McNally the responsibility should be shared by the providers and their customers.

“It is difficult to foresee future technologies in the fast-moving modern world, but customers should try to understand the impact of these within their own markets,” he begins.

 

“As an example, the “Internet of Things” may be viewed by some verticals as a distant reality but equipment such as coffee machines, compressors and many other products viewed as “unconnected” are today providing useful data. This information is allowing providers to be both reactive and proactive in their service delivery. It is vital that companies understand the data and use this as a competitive edge.”

“It can seem unfathomable for small and medium size service providers to understand the complexities of new technologies but suppliers should be assisting their customers on their future requirements and helping them understand the benefits, as these may already be “out of the box” based on previous implementations within that vertical market.”

This sentiment is echoed somewhat by Geiger who explains that when selecting technology we can’t just think of today.

“What is right for companies at the moment, might not suit as their business grows and evolves. It’s important for businesses to not only to understand their immediate need but to get the full picture of their objectives so that companies can find a solution that will support them today but also in the future. Even if an organisation may have very limited requirements today, it is much easier to start with a platform solution that has rich capabilities and a high level of configurability instead of a solution that just meets the requirements for today.”

“By leveraging a solution that offers a high-level of configurability, it is very easy for companies to remove fields or turn features “off” with a feature-rich solution, to get the base feature set to support their needs today. But as their business model changes, they have the tools to quickly adapt the solution without having to pay for customisations or having to wait until the software vendor adds specific features to a roadmap if they even decide to add those features at all.”

“You never know what is around the corner, so you need a solution that gives you the flexibility to add functionality as and when you need it.”

For ServiceMax’s Homer however, the answer is simple - the future belongs to the Cloud.

“Because field service organisations rely on remote workers for the majority of the information needed to run their business, flexible and constantly updated cloud-based software is a must – and a pre-requisite for mobile synchronisation and offline capabilities,” he asserts.

“And when it comes to enabling field personnel, companies need to seek out vendors with proven mobile capabilities. They need to find providers who continually invest in the latest mobile architectures for deployment ease and full functionality across all mobile platforms.”

“Lastly, and most importantly, customers need a platform that grows with them. They need a system that easily supports configuration with workflow management that organises standard operating procedures not only in the office, but also in the field. And it should all work together to keep service delivery consistent from the office to the field.”

Cloud-first is again echoed by ClickSoftware’s Whitelam, who also sees the need for field service companies to keep their finger on the pulse n terms of how emerging technology could impact their vertical markets.

“It is often much easier to predict new technology than it is to predict which of these innovations will be widely adopted, and in what manner. Field service companies have to be attentive to what their customers value the most and remain flexible in the face of new technology,” he comments.

 

Indeed Whitelam lists the following as the key to ensuring a future proof approach are:

• Move to cloud-first solutions which enable fast, seamless, and frequent updates to the latest feature sets and enhancements—something all but impossible with on-premises installations.
• Adopt systems with open APIs and extensibility so that new capabilities—be they IoT enabled devices or Augmented Reality goggles—can be easily adopted in a modular way.
• Ensure your FSM solution is highly configurable, and not limited to a particular data model. For example, IoT devices represent a new set of inputs or variables to be incorporated into your operations. Having a generalised approach to data management, coupled with the processing power of a cloud platform enables companies to translate this data into actionable—and automated—improvements.

Solution provider support?

It is interesting to note that many of the experts that we spoke to identified a shared responsibility between vendor and customer to understand the technology trends and establish a sensible roadmap of FSM technology to implement.

Of course in any industry where the product is as absolutely vital to business  operations one would expect a consultative approach from solution providers, but this willingness from many such providers to engage with and in many ways educate the market.

This leads us to question what other factors, aside from feature set and cost, should field service companies take into consideration when selecting a solution provider?

At Exel would prefer to see the selection process as the client choosing a business partner, instead of supplies,” replies Dilhe.

“The chosen solution will become an integral part of the business and a business tool used by most, if not all, employees. As such, it makes sense to ensure you choose a solution provider that can meet your company’s needs, both now and into the future.”

 

“With a 32 year history of implementing our solutions and supporting our clients, we feel our services far exceed those provided by a reseller,” he concludes.

McNally is certainly on the same page here also .

"The implementation of a system should be viewed as a partnership,” he opens, before adding “and partnering with an experienced provider who has a track record of delivering both technology and functionality is of key importance.”

“A strong vision and roadmap is also vital, because implementing a system  should be viewed as a long-term relationship. Speaking with reference customers can be a useful exercise. The software is only one part of the picture, implementation and support are also just as important as is the relationship between the two teams.”

Choosing a provider whose vision aligns with the field service company is key states Luong.

“Field service companies should understand how a provider plans to leverage new technologies and smart services such as IoT, sensors, beacons, image recognition capabilities, integration with cloud services or other public services such as maps, storage, identification,” he says.

“These technologies and services can totally transform existing business processes to make them more efficient, driving costs down while improving customer loyalty by providing a better overall experience.”

“As service continues to become a key differentiator, companies need a partner who understands service – a specialist who can help them get the very best from the software platform, and give them the tools to take service to the next level.” Geiger adds.

“Transitioning to a new solution is often seen as a risk by most organisations - posing potential challenges for business continuity, adoption and usage, and data security”

 

“Many solution providers therefore pride themselves on the speed on their on-boarding process – to get companies up and running on their solution in a matter of weeks. However, aiming for speed often comes at the expense of quality – things overlooked, staff not fully trained, and opportunities missed”

“A quick on-boarding process may potentially cause more problems than it solves. With something as mission critical as a company’s service business, it is worth the time and effort to ensure successful deployment and adoption.”

“Additionally it is important to look at service solutions holistically. There are many cool technologies and new capabilities are entering the market constantly. It is critical to look at all of these solutions in a holistic manner and the value that they will provide to the service business.”

“It is imperative that the solutions share data intelligently between applications, allowing operatives to make decisions and take action with full insight into the situation,” she concludes.

For Homer, another consideration is that “field service organisations need to consider time to market, as with any other investment in enterprise software.”

“Implementation time, employee adoption, and training all need to be looked at critically as they all impact the return on investment. Software vendors should have good options for buyers to evaluate these aspects of their products, as well as a very good understanding of the nuances of the service domain. Without service expertise, product development capabilities can stall and implementation projects can run over budget.”

Finally, Whitelam believes that besides features and costs, field services companies should strongly consider a number of other factors when selecting their FSM solutions including:

• Company viability and focus: Look for external proof points and proven implementations. To what extent is the company focused on FSM?
• Vision: What does the roadmap look like? Does this align to the way you think about your field service business going forward?
• Experience: Has the company worked with companies like you before?
• The Team: This is a long-term partnership, where a strong relationship can lead to great things. Is this the team you want to partner with?
• Support: What kind of ongoing support is available? 24/7? Global? Will this vendor be responsive and strive for your success?

Indeed it seems that whilst the features of field service management solutions are ever evolving, the selection of the right tool for your business should look far beyond a summary list of features on your wish list and ask what can the provider do to make this a partnership that works both as soon as possible after implementation and also in the future.

The right solution is there for you, just look with open eyes.

 

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Agricultural merchant Zantra is implementing Maxoptra dynamic route planning and scheduling software to manage deliveries of its crop protection solutions.

One of the largest independently owned agrochemical merchants in the UK, Zantra will use Maxoptra to optimise routes in order to reduce unnecessary mileage, control costs and minimise the environmental impact of its transport operations. Integrated with the company’s TomTom telematics solution for real time updates, Zantra believes Maxoptra Delivery will safeguard the company’s reputation for fast and efficient customer service, and help deliver further improvements.

“Put simply, if we fail to deliver the best advice and product selection, on time and in full, then we fail to deliver what our customers – and their crops – require,” commented Russell West, Logistics Manager at Zantra. “By introducing Maxoptra vehicle routing and scheduling, we can ensure our regional depots are fully stocked with the right products at the right time, and our delivery fleet is utilised to its maximum potential.”

Prior to the introduction of the Maxoptra platform, Zantra manually planned both depot and customer deliveries. Using orders exported from the company’s Customer Relationship Management software, Microsoft Dynamics 365, Zantra will now automatically schedule up to 200 deliveries a day in accordance with customers’ specific requirements.

 

“During April, our delivery fleet makes eight times more drops than it does in mid-winter, so it was important the solution we chose was flexible and easily scalable,” continued West. “Rather than tie us into long contracts, with large up front investments and crippling support fees, Maxoptra was willing to work with us to implement a solution that exactly met our current requirements and future needs.”

The farming-family owned business has grown substantially since it was established in 2003, mainly on the strength of its service and commitment to customers, and now operates a nationwide service supplying crop protection products, nutrients, fertilisers and seed from leading manufacturers. Based at Great Staughton, Cambridgeshire, Zantra maintains a network of strategically located, BASIS approved depots, including Doncaster in the north, Faversham and Winchester in the south and Telford in the west.

Stuart Brunger, Maxoptra Business Development Director added, “It is important to remember that one size does not fit all, which is why Maxoptra is the choice of businesses such as Zantra, which experience seasonal peaks and sustained growth.”

 

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Kris Oldland speaks exclusively to Marne Martin, CEO ServicePower on the recent sale of the business to Diversis and ask her what does this mean for the future direction of her company...

KO: It’s been a real period of innovation and growth for you over the last couple of years, with the launch of NexusTM plus the investment on patents such as the work you’ve done in quantum annealing. So what was it that attracted Diversis to invest in you - was it a case of they just wanted access to the growing field service sector or was it more about being in line with the direction in which you were already headed?

MM: Firstly, it was an interesting financial opportunity for them because there is a disconnect between the valuations in the US for companies that are innovating and growing, those that have a national presence, versus what we were seeing on the A market - so there was a financial rationale.

But the real thing that they ultimately believe in, is in companies that have great products, companies that have core differentiators in their market.

They’d been interested in field service for some time - as you know it’s a hot sector and when they saw the use case of what we’d been able to do with Nexus and the wider service management tools...  plus also quantum annealing and taking that towards predictive maintenance, and then spare parts forecasting in the future and thinking about the journey we’ve been on in starting our intelligent customer portal as well... it was really just too good for them to pass up. 

They’ve been really passionate about investing in us, and in pushing us to continue to develop truly great products and as such they’ve brought in operational technical advisors as well as some other consultants, who are helping us to look further and have more functions in the next generation UX/user experiences and then tying the platform functions together more seamlessly, so the user experience is better and more automated.

KO: Of course, the one question that has to be asked with any acquisition is will it be a case of business as usual under a different name, or will there be a changing of the guard in terms of personnel and direction?

MM: I told them when we were doing our due diligence, I felt that we were 75% and we were really looking for someone to get us to 100% of where we saw the opportunity in the sector not just for the current but in the future.

[quote float="left"]I felt that we were 75% and we were really looking for someone to get us to 100% of where we saw the opportunity in the sector not just for the current but in the future.

There will be perhaps some refinement, we are no longer going to be focussing generally on the smaller end of the market from now on, at least not in the US - we are refining the focus towards the mid-market and enterprise space, but that is already pretty much where we were anyway.

 

With Nexus, we’re going to be rolling that functionality out to the core product and we will be transitioning the branding so rather than have all these product names we are going to have modular functionality that are all basically connected to the Nexus mobility and Service Management platform.

So all of the new UIs will be coded in that look and feel, we’ll tie in the mobile with the angular JS front end and we will still have the robust back-end. We are making it more seamless but also more configurable. The message from Diversis is yes it’s still business as usual but they are helping us to accelerate our own trajectories.

KO: Is the recent amount of investment we have seen in the industry - with yourselves, ServiceMax, ClickSoftware and IFS all having been acquired within a period of 18 months an indication of how important service is becoming in the wider world of global commerce?

MM: Absolutely. I think there are two things, firstly there is a lot of money floating around - the only way people make money is by investing, so you do have a lot of money in private equity that they are trying to put to work and that definitely is a factor here.

[quote float="right"]Field service really is the engine for growth in a business.... If you look at CRM and ERP players they are not really doing that much true innovation

It used to be that a lot of the larger endowments or high-net worth family funds might invest in public equity but because valuations have been somewhat volatile, many of those type of investors have actually become backers of private equity funds. That gives more money to PE investors plus the expectation that they are actually going to invest. So that’s one half of the story... 

 

But the second half is that field service really is the engine for growth in a business.

If you look at CRM and ERP players they are not really doing that much true innovation and that’s where if you had the ability to drive return on investment in terms of productivity plus additional revenue in the service arm and you start looking at what we call the e-commerce opportunity - how you can actually build customer prioritisation into your service model?

 

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TIS are an East Midlands based Fire, Security & Communications Specialist providing system integration, repair and maintenance services to a broad range of clients across the UK.

Following several months of planning and development, in a project led by Andy Kearns of Phoenix Corporate Solutions, TIS successfully launched their new Service system (Service Centre by Tesseract) on the 3rd January.

Phoenix support businesses through a range of commercial projects and have specific expertise in implementing Service Management systems in businesses employing large Field Engineering fleets.

This major implementation, impacting upon the daily working lives of 80+ staff at Total Integrated Solutions, went very smoothly, having no negative impact whatsoever on the company's service delivery throughout the launch period….. 2 months later and the system is fully bedded in, having quickly become the new “normal”.

Their new system undoubtedly elevates the efficiency and professionalism of what was already a highly professional outfit.

• Service and Repair Jobs are now allocated and updated electronically and in real time creating a seamless flow of information between Engineer, Office and Client.
• Working on a combination of iPads and Android phones, TIS engineers capture detailed job information from site, creating full visibility of job progress for office and client staff (… the latter via the Remote Customer Access functionality within Service Centre).
• “On-System” Job pricing is straight forward and accurate, speeding up the financial back end processes once jobs have been completed.
• Tailored client reporting is now easy to produce and Management Information coming out of the system is both highly relevant and readily available. Good data vital to any growing business, allowing the management team to make considered decisions based on real information.

Further developments to the system are planned, however the TIS management team (led by Managing Director James Twigg) have taken a sensible and pragmatic approach to implementation in phases, thereby not overburdening (with change) their front-Line team responsible for delivering property and life critical services to their UK-wide client base.

Rolling out systems so effortlessly can only be achieved in an environment of commitment, cooperation and proactivity, all qualities which TIS possess in spades. These same qualities underpin the whole TIS operation and help to explain why they are fast becoming one of the best Security and Fire System integrators in the country.

 

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For further information about this successful project or any of the other services undertaken by TIS or Phoenix Corporate Solutions, please contact Andy Kearns at Phoenix directly (andy@phoenixcs.biz).”

 

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In a year full of M&A activity that will impact our sector in ways as yet unknown the biggest story of all was certainly GE Digital’s acquisition of industry leader ServiceMax. Kris Oldland spoke exclusively to Dave Yarnold, CEO ServiceMax the morning before one of the biggest press conferences of his life...

KO: Exciting day for you folks is probably a bit of an understatement?

DY: Yes, it’s a very exciting day for us. Today signals the completion of a truly remarkable cycle and the beginning of a new chapter. Although, we’ve been saying it’s a new chapter, but it feels like it’s a new book because what we have been through over the last 9 years has been a book in itself. So yes, very exciting.

KO: Having just sold the business for close to a Billion dollars after 9 years of determined effort and hard work - no one would blame you if you wanted to spend the rest of your days sitting on a beach in the Caribbean  sipping Margaritas - but that doesn’t quite sound like the Dave Yarnold way?

What’s the next step for you - are you going to be fully driving this next stage of the company’s evolution alongside the original team?

DY: Absolutely. I’m all in! 

We’ve talked in the past about how I think that this segment is incredibly important and financially why service is really significant for all industrial sectors.

In some respects there has been a challenge for us to get awareness at the CEO and CFO level of the significance of what we do and I think to get the amplification of what we do with the GE brand and the additional component of what GE Digital are also doing, that is going to open a lot of doors. I just can’t wait.

I was in a meeting the other day with the chairman of a top five Telecom company globally, so the opportunity to be with a company that can open doors like that, and to be able to tell our story and have an impact at that level - it’s really, really exciting.

I think about all the things that we have been talking about in terms of creating an operating system for service and I now believe we can create that operating system for the industrial sector as a whole. I think service plays a key component, a very central component of that. But also with the ability to access data, and IoT and analytics and performance management and who knows what else... I think we can build out a complete platform for industrial companies and that is very exciting to me.

 

KO: One of the things that made ServiceMax such a special company, and one that grew so rapidly within the sector, was that whilst the product was software, the company intrinsically understood field service. Have GE Digital bought into that ethos or is that something you are going to have to push internally?

DY: They are one of our great examples of one of our customers who is benefiting from that approach and they have been so profitable from that.

However, to be fair their initial thrust around GE Digital has been technology orientated so the Predix platform and the ability to access, ingest and  analyse data - that’s primarily what they have been about to date and that’s a technology play.

I think now that they have acquired Meridium and ServiceMax - the message will probably change and it will probably be a bit more solution oriented. At this stage I’m still guessing as well, but the fact is that they have just spent a Billion and a Half dollars to acquire two pretty significant applications.

 

I think all of their previous messaging was reflective of their existing technology in digital and now as we move forward my guess is that it will begin to change and evolve in line with their product portfolio.

KO: ServiceMax is of course your baby, and we’ve spoken at length in the past about the fact that it was an fundamental passion for service that separated you from many of your competitors. What was it that convinced you that GE Digital would be a good home for the company to go on and flourish?

DY: First off I didn’t want ServiceMax to end up as another portfolio component within one of the major software players. That was just too obvious and not really interesting for us as an end state.

What I loved about GE was the fact that they really do understand service, they have an appreciation for the importance of service and they drive the majority of their profits through service. 

So there is a shared core appreciation of service that is integral to both our companies, which is a great starting platform. But they are also a company full of smart folks, who can push us even further onwards. I genuinely think that together we can achieve some really, really great things.

 

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