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As the worlds of academia and industry came together once more at the annual Aston Spring Servitization Conference the message was clear. Servitization has moved from concept to reality and now it is time to start moving the conversation beyond the theory and into real world applications...

The concept of servitization, whilst still fresh to many is not actually particularly new.

Indeed, many of the often cited examples of servitization such as Caterpillar, MAN UK and Xerox have been providing advanced services and outcome based solutions business models to their clients for many, many years.

Rolls Royce, the much celebrated poster boys of the servitization movement have been delivering ‘power-by-the-hour’, their own brand of servitization, ever since the late sixties when they were given an ultimatum by American Airlines to offer a new business model or lose their business.

From an academic standpoint, the first reference to Servitization as a concept is widely accredited to a paper published by Vandermerwe & Rada entitled “Servitization of Business: Adding Value by Adding Services” which appeared in the European Management Journal in 1988.

Yet here we are some 28 years later and still the terminology is foreign to many, outside specific circles of industry and academia.

 

But at the same time, we are seeing a growing number of examples of servitization by significant companies.

Last year in Field Service News, we reported how John Cooper at Sony Professional Services had moved their business towards what was essentially a servitized business model in their broadcast services division by equipping Tele-Madrid with an entire new TV suite on a cost per usage basis, an agreement that puts the full onus on Sony to ensure they delivered 100% uptime.

Yet at no point in our conversation did the word servitization come up.

Then there is Air France KNB.

When Field Service News interviewed him at last year’s Aston Spring Servitization Conference, Harman Lanser of AirFrance KNB admitted that he hadn’t come across the concept until he saw Prof. Tim Baines give a presentation at the Aftermarket Conference in Amsterdam, whereby he immediately identified with the concept as exactly the process he was trying to take the MRO unit of the world’s 2nd largest airline through.

So is there this disconnect between the theoretical world of academia and the world of industry, especially when the evidence would seem to point out that they are indeed both heading in a similar direction?

 

What hasn’t helped is that academics in the past have used a number of interchangeable phrases like ‘life-cycle through services’, ‘advanced services’, ‘outcome based solutions’ and ‘servitization’ when discussing the topic - which has weakened the focus somewhat. Add to this that the research community has tended to focus very much around isolated individual companies in many instances, and the type of benchmarking that makes industry sit up and listen more attentively has been somewhat lacking as a result.

This sentiment sat very much at the heart of the opening keynote presentation of this year’s conference given by Prof. Rogelio Oliva, of Mays Business School, Texas A&M University.

“We’ve basically got stuck in a research mode,”began Oliva

“We like to go out and work with companies, do a case study, write it up and then we’re very happy with it.”

“The problem with doing that is that it is very difficult to aggregate and come up with a theory  that is realisable across several industries or even across several companies.”

“What you end up with is a whole bunch of anecdotes. ‘Company A did this and Company B did that and it’s very difficult to make progress under theoretical developments.”

“I think we as academics, have fallen short of delivering a set of theories, a set of concepts and a set of principals that managers could actually use.”

 

“Of course they [the theories and concepts] are going to need to be modified to a particular  situation, but overall there ought to be some overarching principals to navigate this and we have failed to do that.”

A similar sentiment was also offered by Prof. Tim Baines, Aston Centre for Servitization, Aston University when he gave us his reflections at the end of what was a busy two days.

“I think what we have to accept that the lens that we are using to look at the different adoptions of services throughout the world is imperfect,” admitted Baines.

“It’s useful to reflect on services gaining traction, but as yet we haven’t got the techniques to say with certainty economy A is competing more on the basis of servitization whilst economy B is competing more on the basis of productization.”

However, that is not to say that the move to servitization is floundering, in fact the opposite is very much true. It is now in a stage of evolution where it is beginning to move from the fringe slowly towards the mainstream.

That said, there is still a long way to go towards more widespread understanding. Currently there is a very specific type of company that is suited to servitization, especially when it comes to doing so hand in hand with the academics.

“There are three types of companies,” explains Baines.

 

“Firstly there are those companies that are doing incredibly well selling products and they don’t want to talk about servitization at all. Then there are the companies that are struggling financially and they are prepared to look at servitization because they are prepared to look at anything that can help them get out of the mess that they‘re in and then there is the third set, which are companies that are competing but are getting some kind of feeling that the world that they operate in is changing.”

“It is the companies that are seeing new business models emerge, those who’ve still got stability but who know they’ve got to evolve the way in which they capture value, these are the businesses that we want to work with because if we can help those, we can learn an awful lot about this transformation process and we can position these companies to compete better in future years.”

However, Baines believes that there is definitely a synergy growing between academia and industry.

“This is the fifth time we’ve done this conference” he begins.

“The first year we did the conference we created an event where we had practitioners and we had academics and actually there was a huge gulf between them which was really quite hard to reconcile. We didn’t have a language to describe what was actually going on.”

“I think what has happened is that the academics have accelerated in that they now have a better understanding of industrial practice so they can talk more coherently with practitioners and conversely the practitioners are starting to understand the language of servitization.”

“Through conversations around base, intermediate and advanced services they are beginning to be able to converse with the academics. There are still differences and there always will be - we’ve got different sets of priorities when we are both doing our jobs, but there is a definite sense of it coming together.”

 

“We have now established the language of servitization the notion of these base, intermediary and advanced services is becoming well established, most of the presenters are using those terms and those languages now. We really don’t want any other papers coming along offering different frameworks for this topic because we have moved beyond it,” he continues.

So how can the academics move forward to support their counterparts in industry?

“I would say the first thing we need to do to move forward is to leverage what we have done,” Oliva explains.

“We have been out there writing case studies, interacting with firms, learning from them. Let’s step back and spend a bit more time with those cases, do the hard work of thinking about what it means as opposed to just documenting the story.”

“Then we need to look at the phenomena that we are researching. “We are looking at servitization, which is a transformation that is hard for companies and there is a very long tradition in research that says if you as an academic get involved in the change journey, you can learn from this process - this is something that we call ‘actual research’.”

“So the next strategy is engaging in that process, the research will take longer because we are going to walk with that company, but that is what it takes to get the work done.”

“The final strategy I propose is a push for being relevant,” Oliva continues.

“If we put relevance at the front of our research goals: how we design research questions, how we design research hypothesis, how we design and develop research implications, if we do that with a manager at hand and thinking about the manager and about being relevant, I think that will also help us shape our own work.”

One thing is certainly clear after the two days of exhaustive presentations and debate, servitization has begun to move forward both as an industrial movement and as a topic for academic research.

The key questions are moving from what and why to how. As Baines commented in summing up the conference in the final session:

“Really, now the conversation needs to be about how do we get traction within an organisation, how do we advance this concept.”

“That’s where the real challenges are.”

 

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Greenshields JCB, one of the world’s largest JCB dealers, has implemented advanced dynamic vehicle routing and scheduling optimisation software for its field service operation. The Maxoptra field service management platform is designed to enable efficient decision making, in real time, within an ever changing operational environment such as Greenshields’ busy Service Department. The company is gaining greater visibility of the entire field service operation through live, accurate reporting of performance.

“We selected Maxoptra as it was intuitive and easy to use,” commented Chris Farmer, Central Services Manager at Greenshields JCB. “All the information we need is on one screen, and the drag and drop functionality is great. Maxoptra also integrates with our current mainframe systems and GPS trackers.”

Greenshields JCB is the premier dealer of JCB Construction and Industrial machinery in the South East of England. Providing full sales, service and parts support from eight strategically placed locations, Greenshields JCB has a team of 45 highly trained and experienced field engineers with specialist industry knowledge. Greenshields JCB implemented the Maxoptra solution following an extensive and rigorous selection process involving an analysis of requirements, system demonstrations, evaluation of reference sites, its capacity to integrate, and performance testing.

 

Since implementing Maxoptra’s field service management software, Greenshields JCB has reported positive improvements in the daily planning of its reactive service requests. “The controllers are already comfortable with the system,” continued Chris Farmer. “As we can view the status of all jobs in real time, visibility of the service operation has dramatically improved.”

Following the initial deployment of Maxoptra in early 2016, Greenshields JCB hopes to build on the efficiencies achieved. “Thanks to our investment in this system, we are already delivering benefits to our customers, including improved communication, and looking to deliver more efficient service and boost engineer productivity. It has the potential to be a huge asset to the business and our customers,” concluded Chris Farmer.

Stuart Brunger, Head of Business Development at Magenta Technology, added, “We are delighted to welcome Greenshields JCB on board, and we look forward to working with the company to maximise its investment in the Maxoptra platform. Through the early stages of selection and implementation, Greenshields has embraced the functionality offered by Maxoptra and demonstrated a thorough understanding of how this can be applied to its operation to boost service levels and productivity.”

 

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This content originally featured on fieldservicenews.com

This content originally featured on fieldservicenews.com

Giacomo Squintani of parts management specialists Syncron looks at the challenge of ensuring your supply chain is not the weak link in your field service delivery...

As the overall experiences customers have with durable goods manufacturers become more critical to company success, the strides made in field service management to ensure these positive brand interactions have been remarkable.

Field service technicians not only are the ‘face’ of a company – the individuals interacting with customers on a regular basis – but also key stakeholders in improving performance for the business as a whole.

As a service manager, you must put yourself in both your customers’ and your technicians’ shoes. Your customers’ experiences have improved greatly in recent years. You’ve reduced response times and improved the accuracy of the timing of your technician’s visit while improving first time fix rates. You’ve empowered them with the guidance to fix many problems without visiting them in-person, saving everyone time and money.

For technicians, you’ve reduced their windshield time, turned them into trusted advisors and empowered them with access to all the required knowledge at a click. And, you’re already thinking about the new world that augmented reality could open up.

 

But, what’s the classic problem that frustrates your customers, your technicians and you as a manager?

That’s right. The technician is on time, highly knowledgeable and determined to help, but isn’t stocked with the correct part.

So your brand’s main ambassadors are all too often left sinking in unsatisfactory excuses as unhappy customers stare and shake their heads. And suddenly, that value you’d created through field service management technology investments is compromised by insufficient part availability.

The problem

Many OEMs have successfully grappled with the age-old parts:people challenge, and are reaping its many benefits.

In 2013, AberdeenGroup established that only 45 percent of the companies they interviewed had “increased their focus on service parts management as a result of the added demands from customers to improve service-issue resolution”[1]. Why are so many organisations failing to address a problem that impacts technicians’ effectiveness, brand reputation and customer loyalty, tying up cash in vans and warehouses in the shape of unnecessary, often obsolete stock – ultimately harming profits?

Furthermore, Aberdeen found that only 48 percent of those organisations leveraged “service parts management to increase collaboration across business functions and service,” in spite of the unassailable notion that “the value that other functions can glean from valuable service parts data is immeasurable.”[2]. Highlighting the efficiency losses of a disconnected service ecosystem, the report concluded that “the success of field service is very much dependent on the parts and vice versa”[3]. And yet…

 

In a separate report, WBR established that, when establishing the criticality of future investments, only 8 percent of executives were considering inventory management.

Yet, when they examined the sources of customer complaints, the biggest contributing problem was parts unavailability, cited by 55 percent of service executives. Failure to fix the issue on the first visit, the engineer’s arrival time and their lack of experience generated far fewer complaints, with rates of 35 percent, 29 percent and 12 percent respectively[4]. These negative experiences leave your customers baffled and frustrated with a negative perception of you brand.

The solution

Resolving these types of customer issues and experiences is perfectly feasible.

Technologies exist for this very purpose – service parts management and scheduling solutions interacting together to ensure that when your technician arrives to the right place at the right time, they have the right part to keep your customers happy and encourage repeat business.

Solutions specifically built for the service business, with all of its challenges around low-volume, ‘just-in-case,’ intermittent availability, rather than for high volume, predictable, ‘just-in-time’ throughput.

 

Service parts management can make your technicians’ lives easier, and in turn positively impact each customer’s experience with your brand.

As outlined previously, technicians’ responsibilities are broadening: their job no longer ends when the issue is resolved, it entails acting as trusted advisors, identifying opportunities for further business and potentially maintaining other vendors’ equipment. And, most importantly, are the ones interacting face-to-face with your customers.

Room for improvement

Service part inventory networks are complex – a part may go through central warehouses, distribution centres, regional stocking locations and secure local collection boxes along its journey to a technician’s vehicle. Oftentimes, technicians will end up being over-stocked, causing unnecessary restocking at the warehouse.

Hurt by online shopping, brick-and-mortar retailers are providing spare part stocking locations to bridge the physical gap between technicians and end customers.

These scenarios should be embraced by service teams: the greater the complexity, the greater the potential for efficiency improvements in the service part supply chain. Once routing and scheduling have been optimised, further benefits can only come from other processes within the service ecosystem, and service part inventory management, with its potential to reduce costs across multiple echelons within the supply chain, can deliver quick gains.

 

With switching barriers lower than ever, in a competitive landscape where you are not only fighting rival OEMs but also independent service providers, you owe it to your technicians to empower them with the right tools for the job.

You owe it to your customers, too. And, having established fantastic efficiencies in field service management, there is far greater scope to drive value and ROI by optimising your service part supply chain. Enable your techs to drive an awesome customer experience at every interaction by ensuring the right part for the job is at hand when and where they need it.

 

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[1] AberdeenGroup, “Service Parts Management 2013: Align Planning and Forecasting with Efficient Resolution”, p. 1

[2] AberdeenGroup, op. cit., p. 3

[3] AberdeenGroup, op. cit., p. 7

[4] WBR, “Where Service Meets Sales: Automating for the Future of Field Service”, p. 10

 

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With the recent launch of the world’s first fully connected IoT solution for field service, ServiceMax has really opened the doors to IoT adoption within our industry. Mark Homer, VP of Global Customer Transformation for ServiceMax reflects on just how big an impact IoT can have for field service companies...

We are seeing a growing interest in IoT adoption in the market today - from both customers and service providers - along with a move from reactive to proactive service. It’s certainly reflected in many of the companies I am working with that have a keen interest in this area.

But why is this?

Reactive service, as we all know, can be very expensive. In my view, it doesn’t really deliver what it should do in terms of the quality and value.

If you consider downtime and lost output, from a customer’s point of view, reactive service costs really are quite significant.

Also from a supplier’s perspective, it’s always been expensive to send engineers out with an average figure of around £180 for a B2B environment. Even in a consumer context, engineer call out costs can be expensive.

In fact, in some of the organisations that we work with - such as those maintaining gas plants or very expensive equipment such as security scanners - it can cost anything up to £1500 for an engineer to be sent on a job.

IoT offers us some potential solutions to address this issue. The recent research we undertook with Field Service News and PTC really helped solidify some of the thinking around how these benefits can play out in the real world.

In parallel, we are also seeing the shift to connected services begin to accelerate with a growing trend towards servitization.

I’ve sat on quite a few round-tables recently in this area.

Servitization has been around for a while, having come out of lean manufacturing and Six Sigma.

 

But with the on-going drive towards globalisation and digitalisation, alongside the emergence of IoT, we’re now seeing added market momentum.

We are seeing a large number of companies of all sizes, that view IoT as an enabling technology to allow them to move towards preventative planned maintenance within their service organisations, as well as a shift in focus for their businesses that puts the emphasis on outcome based solutions.

My personal view is that we will soon see outcome based service models becoming more and more common. The industry as a whole needs to sit back and rethink its service models.

I know that there are already a few high profile case studies, such as Cannon, providing document services rather than selling printers, for example, or one of the most famous examples of Rolls Royce providing flight hours not jet engines (coined ‘power-by-the –hour’).

But these examples are no longer examples of companies operating outside of the norm.

We often see customers looking for a guarantee that their provider is going to provide a particular service, deliver a particular outcome, and a certain pre-agreed level of performance.

And this shift in thinking is leading to a change within industry that is very much ‘we are in it together’.

Providers are becoming accountable for their customers’ success, and as a result will reap the rewards of being an integral part of their customers’ businesses - including longer-term contracts, which of course adds stability and a platform for further development and growth.

Our recent partnership with PTC has been well documented, and the reason for coming together is very much a result of this emerging need for a platform to fulfil this demand. A platform to enable field service companies to evolve in keeping with these trends and to support this new service economy.

At the core of the partnership is a desire to allow manufacturers and service partners to connect products - a key building block in maximising IoT within an outcome based solutions strategy.

 

And whilst I know I’m biased, I must say that I’m really excited by our recent launch of Connected Field Service, which is the complete Internet of Things solution for the field service industry.

By leveraging PTC’s ThingWorx platform, ServiceMax’s Connected Field Service can let you know immediately when something is about to fail, and automatically dispatch the necessary technician with the right knowledge and the  right parts to repair the machine and eliminate unplanned downtime.

Given the potential we discussed above for IoT to change the way field service companies focus their businesses, and its role as an enabler for companies moving towards a servitized model, I genuinely believe that Connected Field Service is a first glimpse of the future of things to come in our industry.

Exciting times indeed.

 

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Field service engineers are the unsung heroes that keep our world moving writes Bill Pollock, Strategies for GrowthSM...

In most cases, the customer relies heavily on its business systems and equipment and, in turn, your customer contact will rely heavily on your field technicians – personally – to make sure that the equipment is always up-and-running as expected.

In fact, you can safely assume that the customer is not nearly as interested in the technical nature of the equipment as it is in the solution it provides for his or her tasks-at-hand – that is, namely, performing the tasks, functions and operations that it is relied upon to keep the business up-and-running – with as little downtime as possible, and with no disruption to ongoing business processes.

As such, it is important to recognise that, in the customer’s mind, if the equipment is not working optimally – regardless of the technology that may have been built into it – it is “worthless”.

There is just so much that the customer itself will either be inclined – or permitted – to do in order to get the equipment back in working order following a failure. In most cases, the field technician will be the sole entity that the customer will be able to count on to make that happen – and this should deservedly carry along with it a great deal of responsibility and accountability. Just to put things in perspective, think of the case where a customer uses an ATM machine to withdraw cash – virtually anywhere, or anytime of day.

When the machine is down, they generally do not care whether it is due to a hardware failure, a software glitch, a network problem, or simply that it’s out of cash or paper tape for the receipt. All they know is that they needed cash, and the machine couldn’t deliver. Regardless of the specific reason, there was a failure, and the failure was duly noted in their minds. The same situation also occurs in the office environment, where the customer is also a “consumer” of your company’s products and services.

 

Customers will typically not care whether the reason their copy machine went down was due to a hardware or software failure, a paper jam, or anything else – or whether the cause was the machine’s fault, their fault, or nobody’s fault in particular. Again, all they know is that they needed to make a copy, and the machine didn’t work. That’s where the services provider comes into the picture.

And, based on how your field technicians enter the frame, you can either be perceived as a “knight in shining armour” – or as a part of the problem – depending on how you have been able to position yourself in the minds of your customers throughout the course of your relationship – i.e., Customer Relationship Management, or  CRM.

For example, if you have continually shown your customers that they can depend on your technicians to support both them and their equipment – and that you always have their best interests in mind – then, you will have established a type of bond that suggests that you are working as their “partner” to keep their systems up and running.

However, if you have consistently given them the impression that you do not have their best interests in mind – because your technicians have been repeatedly arriving late at their site, at the last minute, or that they always have a “lame” excuse for why the equipment failed again – then you will have positioned yourself outside of any real partner relationship, and have staked out, instead, a position on the “them” side of the “us vs. them” equation.

 

Remember, in the customer’s mind, it is generally the totality of the value that the equipment provides that is most important – not just the technology, nor the reliability of the equipment, nor the service level agreement that provides ongoing support coverage.

Customers continually look at any and all aspects relating to the systems and equipment they use, and their respective applications and functionality.

And your organisation’s field technicians typically represent the only “real” physical manifestations of the service and support that keeps it up and running.

Customers may rely heavily on their systems and equipment to support their day-to-day business operations – but they rely on you even more to ensure that the equipment can continually do what it is supposed to do.

 

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Service management software specialist ServiceMax has launched  Connected Field Service,  a complete Internet of Things (IoT) solution for the field service industry. Connected Field Service (CFS) is said to be the first product to seamlessly integrate IoT machine data with a field service delivery system, providing service professionals and technicians with real-time proactive information about field assets, delivered via the cloud to their mobile devices.

As manufacturers and service providers continue to emphasize the need for proactivity in field service, the solution will be the essential framework for delivering more intelligent and agile service, transforming how technicians operate in the field while improving the quality of service they’re able to provide.

Connected Field Service leverages the PTC ThingWorx IoT platform, enables smart machines to initiate service requests, introduces new tools for remote service, and displays real-time machine data to service professionals and, when combined with additional PTC Service Lifecycle Management solutions, provides technicians with connected diagnostics and contextual repair procedures via mobile devices.

As part of the offering, ServiceMax is also announcing the availability of ProductIQ, a new feature in the ServiceMax Mobile suite for iPad and Laptops.  This provides users with a simple and clear mobile window into smart device details and records in-field activities. By transforming service delivery with real-time machine data and intelligent service tools, manufacturers can better guarantee asset performance and uptime, allowing them to sell services, and not products, in-line with the outcome-based model.

“We wanted to leverage the power of IoT to strengthen our platform for delivering flawless field service to our customers,” said Dave Yarnold, CEO of ServiceMax, “Connected Field Service lets you know immediately when something has failed or is about to fail, and automatically dispatches the necessary technician with the right knowledge and the right parts to repair the machine and eliminate unplanned downtime. The real-time window gives our customers the opportunity to drive higher customer satisfaction, opens up new opportunities for outcome-based service offerings, and ultimately drives profitable service.”

“Together, PTC and ServiceMax are enabling manufacturers and service organizations to create new value for their customers through enhanced service offerings and the sale of outcomes,” said Jim Heppelmann, President and CEO of PTC. “Connected Field Service leverages our complementary technology offerings and a shared vision for the transformation of service made possible by the Internet of Things, bringing an array of new capabilities to technicians in the field and powering increased efficiency and profitability at multiple stages of the service lifecycle.”

Connected Field Service recognizes that the trajectory of the field service industry needs to match that of the manufacturing industry. As manufacturers are more inclined to sell outcomes not products, the technicians delivering these outcomes need to move from a reactive servicing to a proactive and predictive model. The CFS solution offers service professionals and technicians predictive insights into the products they are servicing, underscoring ServiceMax’s ongoing commitment to deliver the most advanced capabilities to its customers.

“In our line of work, asset uptime is crucial. The ability to create real time reports straight from the machine and deliver to our technicians is very powerful,” said Daniel Kingham, Program Director at medical equipment company Elekta. “This feature alone will differentiate us from our competitors, delivering proactive and highly productive service to our customers around the globe. Ultimately, Connected Field Service allows us to transform our business and create loyal customers.”

"With so much new technology available in IoT point solutions, one of the main challenges our members are seeing is how to make sense of it all and put it to use," said John Ragsdale, VP of Technology Research, Technology Services Industry Association (TSIA). "The Connected Field Service solution from ServiceMax and PTC is the first solution we have seen that addresses this problem head-on. They have delivered the first pre-integrated suite that can provide a seamless view of real-time machine data, right in the context of where it is needed most -- the delivery of service in the field."

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Water control systems and plumbing company Reliance Worldwide Corporation (UK) Ltd has improved mileage logging and slashed administration times after implementing a telematics system from Masternaut.

Reliance Worldwide has  implemented Masternaut telematics across its fleet of 26 cars, to accurately and effortlessly log all private and business mileage for its field sales team.

Reports are automatically sent to the administration manager on a weekly basis, breaking down the total mileage into business and personal, based on agreed cut off times for business related mileage. Employees use a fuel card to purchase all fuel, both private and personal, and a deduction is made from monthly pay in line with HMRC Fuel Advisory rates for any private mileage recorded. As such the process is HMRC compliant.

The Masternaut system has benefited the whole business, from the finance department to individual drivers, enabling authentication of business and private mileage, whilst storing data for regulatory compliance. This provides absolute transparency and avoids any over-claim issues.

 As a result of having the technology installed in all 26 vehicles, Reliance Worldwide has also managed to reduce insurance premiums across the fleet.

 “Expense and mileage logging is a heavy admin burden on any business, but the data and technology provided by Masternaut has helped us to eliminate that burden for our sales team,” commented Sally Pearson, administration aanager, Reliance Worldwide. “The support provided by the Masternaut team is excellent. We have reduced the company car drivers’ admin workload, eliminating the pain of manually logging their mileage. The reporting process gives total transparency on mileage across the business, giving a far more accurate picture on private mileage. By streamlining the process, we’ve given time back to our employees and saved them from an additional administration headache.”

Steve Towe, Chief Commercial Officer and UK Managing Director, Masternaut added, “Fleet car drivers are more likely to use their vehicles for both personal and work use, not something typically seen with vans or LCVs. Reliance Worldwide now has transparency on the actual mileage drivers have done allowing for a far more accurate picture of business versus private mileage. For many drivers, handling tax and expense claims can be a complex and time-consuming task, providing a real challenge to get everything right. Telematics is helping to reduce this burden.”

 

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