The Service Supply Chain in Action

The service supply chain is what makes service organizations tick, especially when we think about equipment-centric service. Without the right part, service is incomplete. Without the right part in the right hands at the right time, service is ineffective and the experience delivered to the end customer is inconsistent and incomplete.

The major business objectives of service-oriented organizations are heavily impacted by the service parts business. Predictability cannot be achieved without improved parts planning. Revenue growth is heavily tied to part availability, part pricing, and part sales. Efficiency in service cannot be attained without the right parts. And when it comes to profitability, establishing the right level of inventory to meet customer needs and to ensure financial flexibility is paramount.

This document highlights key takeaways from TSC’s 2015-2016 research of 125 organizations and their service supply chains. The research focuses on highlighting the current state of service supply chains, the near-term challenges, and the potential areas of innovation and change that can dramatically impact supply chains in the near future.

Topics covered in the research:

  • Current State of Affairs – Structure
  • Current State of Affairs – Business Challenges
  • Current Assessment – Metrics
  • What’s Next?
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Field Service 2016: The Technician’s Perspective

There are significant transformations taking place in field service. Technology is changing the way work is created, distributed, and completed. Labor markets and demographic shifts are driving organizations to rethink the composition and make up of their front-line workforces. And changing customer profiles and needs are driving organizations to retool the services that are delivered in the field.

In 2016, TSC reached out directly to field technicians to get a true feel of the impact of these pressures on the front lines of field service. The intent of this project was to truly understand the day-to-day pressures felt by front-line field service agents and the steps that organizations can take to make these agents more effective in their work.

Topics covered in the research:

  • Getting into the profession of field service
  • Level of satisfaction with major elements of work
  • Major likes and dislikes with day-to-day work
  • Thoughts on available and future technology
  • Recommendations to the next generation of field service workers
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2016: 5 Major Transformations Impacting Service Businesses

The service landscape is changing. This change can be seen in the newer products and services being developed, managed, and offered by those organizations in the business of delivering service. Change is also being driven by a newer arsenal of technology solutions that allows for better insight into the performance of all aspects of the service organization. The Service Council’s 2016 trends report features results from TSC’s most recent service trends research survey of 132 organizations.

Topics covered in the report include:

  • Service business assessment in 2015
  • Growth expectations for 2016
  • Most challenging factors impeding progress in 2016
  • Focus areas of investment in 2016
  • Transformations impacting service performance
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IoT Maturity Across Service and the Enterprise

In a recent research effort, The Service Council polled over 100 organizations to dig deeper into their efforts around remote connectivity and the Internet of Things, focusing on the process changes enabled via a connected infrastructure in support of predictive maintenance, reactive support, and new business services. In this paper we explore:

  • The impact IoT has on enterprise collaboration (sales/marketing, engineering/product design, etc.)
  • The impact of IoT on creating Customer Value
  • Challenges in the IoT Journey
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IoT-Powered Field Service
In a recent research effort of approximately 100 service and manufacturing organizations, nearly 70% indicated that they leverage some form of remote monitoring to monitor and maintain serviceable assets. In this paper we explore:

  • Why organizations are connecting assets
  • The impact on the evolution of service business models (from reactive to predictive)
  • The effects it is having on the efficacy of the field service organizations
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The Mobile Workforce Management Revolution
Mobility is changing the way we communicate, access information and attain knowledge. Mobility can no longer be viewed as a means to replace paper-based processes but has to be viewed as an extension of the organization’s customer service and customer management strategy. In this paper, we review:

  • How preferences around mobile technology are changing and evolving in order to match our information needs
  • The Mobile Maturity Model in Field Service which traces how organizations are looking to evolve their mobile applications to meet the changing demands placed on field service organizations
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The 2014 Service Outlook
Competition in service is very real and is forcing organizations to re-think their value proposition to customers. While, in most cases, the service business is shown to be more profitable than the product side of the business, service margins are being compromised by increasing prices, increasing customer competition and the continued proliferation of services commoditization. That said, competition is driving innovation in the service realm as organizations look to differentiate the value that they offer to their customers. In this paper, we review:

  • Workforce and People Management Strategies
  • Formalized Voice of the Customer (VoC) Programs, Customer Effort Scores and Improved Analytics
  • Key trends affecting the service marketplace in 2014
  • Recommendations for service and customer experience professionals to consider<cust/li>
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Customer Experience Management: Strategies to Succeed
Customer Experience Management (CEM) is more than Customer Feedback Management. Quite often the two terms are used interchangeably and this presents an incomplete definition of CEM. The Service Council (TSC) recently undertook a comprehensive research campaign to study CEM initiatives across 180 total organizations. The intent of this campaign was to learn about the structure of CEM programs, the resources dedicated to customer experience, and the results seen from successful CEM initiatives. In this paper, we review:

  • CEM Program Structure & Strategy
  • Multi-Channel Engagement
  • Voice of the Customer
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Multi-Channel Customer Engagement: Winning on the Web
The web is one of the fastest growing channels for the provision of service, support and information as seen in TSC’s latest multi-channel research survey. This is tied to speed and ease with which customers can access information on the web either for self-service or for account management. Organizations are therefore looking to improve the assimilation of the web in their customer engagement strategies in order to improve customer satisfaction and enhance total revenues. In this paper, we review:

  • The prominence of Multi-Channel Engagement
  • Key trends highlighting the proliferation of the web as a support channel
  • Best Practices tied to the incorporation of the web as a support channel
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Field Service Update: Reviewing Business Priorities
The goal of field service organizations has traditionally been focused on cost containment and productivity enhancement. As such, these organizations have always looked to optimize their operations to enhance productivity metrics while keeping a strict eye on cost. However, as service organizations are now increasingly focused on customer satisfaction and revenue, these objectives are filtering down to the field force. Therefore field organizations need to begin to identify how they can support better resolution rates and improve revenue opportunities with current resources. The first step is to review current field processes and identify areas of improvement when it comes to key performance areas across the board.

In this paper we explore:

  • The frequency and core evaluation criterion of Field Service Business Process Reviews
  • What is causing the Field Service Business Process Review
  • What can be expected as a set of outcomes from executing a Field Service Business Process Review
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Service Transformation: The Business Case
Customer service is king. For most organizations, this is no longer just a marketing tagline but is a mantra that governs how they will survive in an extremely competitive business environment. Customer service is the biggest differentiator for organizations and those that are able to align themselves to meet and exceed customer needs continue to have the permission to conduct and grow their business with customers. Service also plays a vital role in impacting the overall customer experience. Given the increasing role that the postpurchase experience plays on revenue fortunes for organizations, the value of service has been significantly amplified. As a result, the value of service is no longer just tracked with fuzzy metrics, but is evaluated with raw numbers and figures. In this paper, we review:

  • The Rise in Importance of Service (Including the View from Non-Service Professionals)
  • Why Service (Competing for Customers, Revenue & Profitability, etc.)
  • The Building Blocks of Successful Service Transformations
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The Path To Service Transformation
The discussion of transformation in service is no longer tied to the debate of cost vs. profit center. In most organizations, the profit center argument has won out, and won out several years ago. The discussion around transformation now focuses on a sea of change wherein the service business is viewed as a vital cog in the way relationships are built within the organization and with customers. In this paper, we review:

  • Service Transformation Key Trends (Presence of Initiative, Who Leads the Initiative, Anticipated Outcomes)
  • Service Transformation Maturity Framework
  • Inhibitors to Service Transformation
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Field Service Efficiency: Strategies For Improvement
Efficiency in field service delivery is vital for field service organizations to achieve their goals in 2013 and beyond. These goals, tied to Revenue Enhancement, Cost Containment & Customer Satisfaction Improvement are all linked to improvements in field service efficiency. Without an investment in addressing efficiency, as measured via first-time fix, initiatives to attain other field service goals may be short-lived. This document will highlight the importance of the first- time fix metric and detail strategies for performance improvement in field service efficiency. In The Service Council’s 2013 Field Service Challenges research survey (n=226), organizations reported that cost containment and revenue growth were on the top of a long list of challenges presented to their field service businesses.

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Fleet Management: Finding Its Way Into Field Service Execution
The discipline of field service involves roaming technicians often covering large territories. Therefore, the availability of a vehicle becomes a basic necessity for field service work to take place. Most organizations aren’t strategically integrating their service fleets into their field service management strategies and plans. As of right now, most organizations still treat their vans and trucks as basic resources needed to get the job done. More than 60% don’t even provide their field service teams with oversight of their fleet management.

In this report, we highlight key trends, including:

  • Current Fleet Management & GPS Technology Usage Trends
  • Building a Business Case for Fleet Management Transformation
  • Improvement Opportunities Stemming from Fleet Management (Fuel Reduction, Speed Incident Avoidance, Productivity Increases, Maintenance Cost Decreases)
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Reviewing Field Service Process
The goal of field service organizations has traditionally been focused on cost containment and productivity enhancement. As such, these organizations have always looked to optimize their operations to enhance productivity metrics while keeping a strict eye on cost. However, as service organizations are now increasingly focused on customer satisfaction and revenue, these objectives are filtering down to the field force. Therefore field organizations need to begin to identify how they can support better resolution rates and improve revenue opportunities with current resources. The first step is to review current field processes and identify areas of improvement when it comes to key performance areas across the board.

In this report, we highlight key trends, including:

  • Frequency of Process Review
  • What Prompted a Review
  • Establishing Action Items as a Result of the Review
  • Area that Presents the Greatest Opportunity for Improvement (Technician’s Workday)
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Field Service Workforce Management: Winning With People Research
The Service Council’s Q2 Survey on Field Service Challenges (n=226) revealed that service organizations are expanding the focus of their workforce management strategies to incorporate traditional HR-centric areas of sourcing, hiring, onboarding, training, engagement and knowledge management. No longer can these organizations compete by simply focusing on the scheduling and allocation of field service resources. They need to play a greater role in building the appropriate service workforce to deliver the right results in efficiency, productivity, customer satisfaction and profitability. At The Service Council’s 2013 Smarter Services Executive Symposium, leading service organizations such as Safelite AutoGlass, Farmers Insurance, KONE Corporation, Philips Healthcare, Johnson Controls and more, spoke of the increasing importance of service talent as a key driver and challenge for their businesses.  This document will highlight trends in field service that are broadening the definition of the term ‘workforce management’ and highlighting how service organizations can work collaboratively with their HR counterparts to develop a service-ready workforce.

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Realizing The Full Benefits Of A Mobile Workforce Management Solution
In Part III of the Smarter Services Technology Evaluation Series: The Road to Mobile Workforce Management Transformation, The Service Council welcomes featured case study, Frank Atkinson, Director of Global Field Operations at Unisys Corporation who manages a field force of over 5,000 technicians who provide hardware and software break and fix support and installation services for Unisys outsourcing engagements, proprietary equipment, third party equipment, and warranty service for OEM partners. Frank is credited in this role for leading a transformation that created and managed a nationwide low cost workforce for the desktop environment which reduced costs by 30% and increased productivity by 50% while improving client satisfaction by 10%. He also applied Six Sigma Lean techniques to re-engineer service delivery processes within the Enterprise/Server field force resulting in a 20% improvement in productivity and cost savings of over $6 Million.

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Getting More With Self-Service
The Service Council polled 178 organizations to dig deeper into their Customer Experience Management efforts. The survey effort focused on customer experience management strategy, multi-channel support, and voice of the customer initiatives. In this report, we highlight key trends, including:

  • Channels with the Greatest Increase in Customer Activity for Support Expected in Next 12 Months
  • Technology Investments to Support Increased Activity (Self-Service Dominated)
  • Challenges in a Multi-Channel Environment
  • Conversion of IoT & Self-Service in Heavy Industries
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Achieving The Perfect Workday: Intelligent Field Service Management
In this paper, The Service Council presents the key trends and summary analysis of representative Best Practices stemming from The Service Council’s ongoing Smarter Services benchmark research series. With delivering service in the field continuing to be both a goal and a challenge for many businesses, The Service Council explored:

  • What issues are still affecting the ability to deliver quality service in the field?
  • How can you identify and pinpoint these challenge areas?
  • How can each level of an organization utilize information and metrics from the field to drive performance improvement?
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Managing Mission Critical Parts In Emerging Markets
World trade continues to grow as companies from around the globe seek out new markets in which they can sell their goods. The emerging markets of many countries naturally represent the current and next opportunities for these companies, as traditional marketplaces have either saturated or matured. Selling into these emerging markets can be challenging, but managing the logistics of service parts into and out of those same markets is a far greater challenge.  Recent research conducted by The Service Council highlights some of those challenges, uncovers current trends in service parts logistics, and reveals what leading companies are doing to succeed in this unfamiliar territory. Download this informative research paper now.

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Five Things To Consider When Evaluating Field Service Management In The Cloud
This paper presents key market dynamics and business justification for the initiation of a Field Service Management transformation and illustrates the efficiencies gained by organizations that have embraced cloud-based solutions. In a recent survey conducted by The Service Council, 84% of the respondents indicated they have little or no reservations about using a cloud-based offering to run their Field Service operations.  Download this paper now to ensure you consider these five things when evaluating field service management in the cloud.

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Next Generation Remote Services
The results of the 2012 Remote Services Benchmark Survey, conducted among more than 480 services executives and managers by The Service Council, depict a marketplace that has widely embraced the importance and use of Remote Services in support of their overall service operations. For example, the survey confirms that more than two-thirds of respondents (70%) currently use Remote Services in support of their service operations, with another 13% planning to implement within the next 12 months.

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The Role of Mobile Workforce Management Technology In Today’s Field Service Organization
In Part II of the four-part “Smarter Services Technology Evaluation Series: The Road to Mobile Workforce Management Transformation,” The Service Council looks at “The Role Of Mobile Workforce Management Technology In Today’s Field Service Organization.” This research paper outlines the process service organizations should consider when implementing a Mobile Workforce Management Solution, including the identification of problems, the consideration of competing solutions, the creation of a solution roadmap, the selection of a technology partner, and finally getting senior management to buy-in.

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Mobile Workforce Management: Setting The Stage For Best Practices Service Performance
In Part I of the four-part “Smarter Services Technology Evaluation Series: The Road to Mobile Workforce Management Transformation,” The Service Council focuses on “Setting The Stage For Best Practices Service Performance”. This research paper presents key market dynamics and business justification for the initiation of a Mobile Workforce Management transformation, as well as the efficiencies gained by organizations that have embraced new Mobile Workforce Management Solutions.

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Service Lifecycle Management: Pathway To Profitable Service
In The Service Council’s “The Role of Service Culture In Driving Service Revenues” research (October 2012), virtually half of organizations reported they are currently managing service as an independent profit center. The global services community has come a long way in the past dozen years or so. However, in order to attain the highest levels of performance, an organization must first have a strong and effective Service Lifecycle Management (SLM) solution in place, along with an internal philosophy and approach to service that allows it to leverage all of the benefits associated with the solution. Presently, just over half (i.e., 53%) of global services managers claim they see service as a “top priority [that is] being well-managed by executives in charge.” However, half again as many (i.e., 27%), while they still cite service as a top priority, are forced to admit that they are “lacking in resources to manage it effectively.”

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Driving Service Revenues: The Role Of Service Culture
The Service Council benchmark survey on “The Role of Service Culture in Driving Service Revenues” identifies three attributes that represent the key differentiators in determining the likely success of services organizations in today’s market. They focus essentially on the organization’s ability to establish, nurture and maintain a strong and pervasive service culture, focusing on the following key areas:

  • Managing service as a profit center (with its own P&L) vs. running it as a cost center
  • Fostering a strong and pervasive service culture, coupled with the ability to execute
  • Recognizing service as a key driver for generating increased company revenues
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Establishing Interactive Service Partnerships
Over the past several years a new philosophy has been adopted by a growing number of services providers supporting the most demanding services segments. This is the philosophy of becoming an “interactive” partner with their customers by working closely enough with them to gain a full understanding not only of what products, services and solutions they use, but also how they are used, when they are used, who within the organization uses them, and what impact downtime has on their overall business operations. In other words, how do their customers ultimately use their products and services to help them run their businesses.  An interactive services partnership must, first and foremost, be focused on the specific needs and requirements of the customer. However, the question still arises, “How do we measure success in partnering?”

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The Service Index: Rethink, Redefine, Reinvent
The Service Council defines Smarter Services as a company-wide recognition of the role and importance of service as it impacts customer centricity, satisfaction, loyalty, retention and the overall customer experience. It represents the healthy balance that links issue resolution, service profitability and happy customers; and delivers a consistent and effective customer experience across all channels at every phase of the customer journey.  The Service Index examines the circumstances that have elevated service to the forefront of the global economy and the evolutionary and revolutionary approaches to establishing a Smarter Services culture within the organization; and provides a path for repositioning and/or reinventing your service organization as necessary.

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The Globalization Of Reverse Logistics Operations
Over the past dozen years or so, an increasing number of businesses have recognized the need to ramp up their reverse logistics operations to a global capability. Most probably felt that if they were historically local in terms of geographic coverage, the next step would be regional; if they were regional, the next step would be national; and if they were national, certainly, the next step would be international.  However, many of these organizations were caught totally by surprise, as they were virtually thrust into a global market with no prior warning, generally for singular reasons ranging from the need to support an existing customer that was expanding nationwide; landing a new account that had facilities located both locally and overseas; or developing an Internet sales channel that made it as easy for customers to order parts from across the world as it is from across the street.

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Ten Rules For Reverse Logistics Operations
In the course of running our respective businesses, we have all recognized the importance of dividing our time effectively between managing the day-to-day operations, and planning for the future (although the reality of running the business often forces us to divide our time less than optimally on many of the planning aspects). Whatever business segments we serve, we typically find ourselves relying more heavily over time on various tools and disciplines such as Customer Relationship Management (CRM), Total Quality Management (TQM), Continuous Quality Improvement (CQI), etc., or just plain old common business sense, to barely make it from quarter-to-quarter, or year-to- year.

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Reverse Logistics: Doing The Supply Chain Dance
When asked “Who was the greatest American male dancer of all time?” most people would respond “Fred Astaire” without hesitation. In numerous stage shows and movies from the 1930′s through the 1950′s, he was, in fact, the greatest American dancer. However, the response to “Who was the greatest American female dancer of all time?” is typically much more wide open, as any one of the many fine women who have graced our stages and screens over the years – including many who had danced as a duo with Astaire – could be cited as the greatest.

The nod usually goes to Ginger Rogers, although Cyd Charisse or any of Astaire’s other former partners could just as easily be mentioned. However, regardless of who is ultimately cited, one thing is for certain, as expressed so succinctly in former U.S. Ambassador to Switzerland, Faith Whittlesey’s now famous quotation: “Remember, Ginger Rogers did everything Fred Astaire did, but she did it backwards and in high heels!” The analogy with respect to reverse logistics could not be any more painfully obvious.

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A Majority of Organizations Are Embracing Cloud-based Field Service Solutions
Field Service organizations have been around for hundreds of years, if not longer, and clouds have been around since – well, since virtually the beginning of time. However, cloud-based Field Service solutions have only been available for a few years now and, arguably, are leading to a wholesale change in the dynamics of field service automation and applications.  Cloud computing has applicability to service organizations (and businesses) of all types and sizes, covering all market segments and global geographies. It is, and will become an even greater, equalizer among businesses…

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Understanding the Service Requirements of Vertical Market Segments & Organizing to Meet Them
The requirements for high technology service and support in the new millennium are likely to be vastly different from the historical trends of the recent past for a number of reasons including the decreasing number, but increasing sizes of services customers; the high intensity of services marketing and vendor competition; and the increasingly global nature of services delivery. However, to be fully prepared to address the total needs of a vertically- defined marketplace, it remains imperative for services providers to also understand the unique services needs and requirements, preferences and expectations; operating characteristics; and decision-making and purchasing patterns of customers in each of the key segments that it serves.

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Leveraging Smarter Global Logistics Services: Brazil
The 2011 Service Parts Logistics / Reverse Logistics Benchmark Survey, conducted on behalf of the membership of The Service CouncilTM, surveyed more than 250 services executives with a special focus on their organizations’ global logistics activities. Overall, 93 respondents responded to questions relating to doing business outside of their home geographies — specifically with respect to conducting business in Brazil and LATAM (i.e., Latin America). A majority of respondents also indicate they are currently providing service parts logistics support, or planning to do so (in the next 12 months), in every major global geography.

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Moving Toward Smarter Mission-Critical Parts Management
The results of the 2011 Service Parts Logistics Benchmark Survey conducted on behalf of the members of The Service Council, reveal a highly demanding logistics marketplace that acknowledges the importance of effective service parts management — particularly with respect to the management of mission-critical parts. The survey also confirms that roughly nine-out-of-10 respondents (90%) believe effective service parts logistics management is key to company financial performance, with an even greater percentage (94%) acknowledging its critical role in building — and maintaining — customer relationships.  The importance of effective service parts management is even more pronounced when it comes to mission-critical parts, as between 28% (median) and 37% (mean) of respondents’ service parts activities are characterized as “mission-critical”. In fact, roughly one-third of all respondents (33%) indicate that their organizations deal primarily with mission-critical parts, with another 30% indicating that at least 20% of their total service parts logistics activities involve mission-critical parts.

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2012: The Year Of Service?
Henry Ford once said, “A business absolutely devoted to service will have only one worry about profits. They will be embarrassingly large.” As the founder of one of the global pioneers in the manufacturing- centric automotive industry, Henry Ford was well ahead of his time.  In 2010, services accounted for roughly 65% to 70% of United States GDP (gross domestic product). Automatic Data Processing’s (ADP) February 2011 private payroll report confirmed that 202,000 new services sector jobs were reported in the month of February 2011.

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Making Sense Out of Field Service: Focusing on the Technologies & Trends that Drive Best Practices
Field Service has been around for as long as there have been people, places and things (i.e., assets) distributed across geographic distances. However, for many services organizations, the tools and processes they use to support these assets in the field have remained fairly constant for much too long while their customers’ needs and expectations have only intensified. In fact, there have been more major advancements in field service technology in recent years than ever before, and most of this technology has already been widely accepted and embraced throughout the global services community.

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The Path to Customer Satisfaction & Loyalty Improvement: Following a Process from Strategic Planning Through Measurement and Implementation
Many businesses rely on their ability to keep customers satisfied and wanting to come back for more. This is true in all industries, but especially in the customer service and support-oriented segments where the most successful organizations are those that are able to generate high levels of repeat business from their existing base of customers.

Learning where the business is, and is not, meeting customers’ expectations through a targeted customer satisfaction measurement program can be extremely helpful in developing specific tactical actions for improving customer service performance. These improvements can then lead to increased business development opportunities for the organization as well as provide valuable input directly into an actionable strategic marketing plan.

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Services Marketing & Promotional Guidelines: A Marketing Primer for Services Executives
The general recommended plan of action for formalizing the organization’s marketing and sales development program should be focused on a prioritized list of targeted vertical and niche market and major user/purchaser segments. The following represent some of the key business development activities that should be conducted on a regular basis:

  • The development of a prioritized “Hit List” based on …
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Transforming Market Research Into Customer Satisfaction & Retention
Webster’s New Millennium Dictionary defines market research as “the investigation and analysis of consumer needs and opinions about goods and services”. However, according to the American Heritage Dictionary, market research is defined more as “the gathering and evaluation of data regarding consumers’ preferences for products and services.” However, thefreedictionary.com complicates matters by defining it as “research that gathers and analyzes information about the moving of good(s) or services from producer to consumer”.

While the three of these distinguished resources provide different “takes” on what market research really is, we prefer to define it essentially as the sum of all three, taking into consideration each of the implicitly stated nuances, by defining it as: “the data collection, analysis and assessment relating to customer needs, requirements, preferences, expectations and perceptions with respect to the goods and services they acquire and use”. In this way, we believe that market research can always be relied on as a tool to support a service organization’s ability to measure, gauge and assess what it will take to understand its customers – and ultimately keep them satisfied and loyal.

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Leveraging Logistics into Improved Customer Satisfaction & Competitive Advantage
Logistics is crucial to every business – but it is not an end unto itself. In fact, the most successful organizations are those that can leverage their logistics capabilities to provide customers with exactly what they want – and expect – while, at the same time, creating and maintaining a competitive advantage wherever possible. However, this requires a good understanding of how to use both the real – and perceived – benefits of logistics to enhance the organization’s customer service capabilities, as well as its overall competitive market position.

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Consumerization: Treating Your B2B Accounts Like B2C Customers
Until only recently, the services purchase/acquisition cycle was a fairly closed-loop, highly structured, and oftentimes formal process. Potential clients obtained most of their decision-making data and informational input directly from the vendors, sought the top- level recommendations of published hardware and software buyer’s guides and directories, and picked up on the latest “buzz” at industry trade shows or via services trade publications – all were and still are powerful and rich resources. This was the way services decisions had been supported and made for decades. But then, the Internet and social media changed everything – including the means by which information is gathered, reviewed, and analyzed, the criteria by which potential vendors are evaluated and selected, and even the way in which customers position themselves as potential buyers in a largely buyer’s market.

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Maximizing the Impact of Your Customer Survey Program
If the only thing your organization is currently getting out of its ongoing customer satisfaction program is survey data, then it really hasn’t done its job effectively! Further, if the end product of all the time and expense you have put into your customer surveys is nothing more than a periodic series of tracking reports and raised flags, you may have missed the boat altogether! In fact, we believe that the only thing worse than never conducting a customer satisfaction survey is conducting one, but not being able to leverage its full value into improving your customer service and support operations. Based on this belief, we have identified the following 10 ways for you to maximize the actionable impact of your customer survey program…

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Summary Data: Field Engineer Feedback – Europe
In December 2016, The Service Council extended its direct-to-technician surveying project to field service engineers in Europe. Over 50 field service engineers participated in the research.

Several data points from this project:

  • 70% of those polled by TSC have been in the profession for more than 10 years
  • 76% have only worked for 1 or 2 organizations in their professional lives
  • 65% are satisfied with the compensation they receive as field service engineers
  • 39% state that paperwork and administrative tasks are what the like least about their day-to-day work
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Summary Data: Field Technician Feedback
In March 2016, TSC conducted groundbreaking research with a set of surveys aimed directly at field service technicians. The first survey focused on garnering technician thoughts on the field service profession. The second survey focused on technology.

Several data points from this project:

  • 70% of those polled by TSC have been in the profession for more than 10 years
  • 63% chose to become field engineers in their professional lives
  • 67% are satisfied with the compensation they receive as field service technicians
  • 46% state that paperwork and administrative tasks are what the like least about their day-to-day work
  • 65% believe that the Internet of Things will have a positive impact on their service work
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Summary Data: Mobile Device Trends 2016
More than 70% of organizations indicate that all their field agents are equipped with a mobile device for service work. Most agents actually hold 2 devices with one being used for information and the other for communication.

Our summary findings deck will provide you with results tied to:

  • The extent to which devices are used in field service
  • Types of devices preferred
  • Operating system preferences by device type
  • Future device adoption plans
  • Device selection criteria and success factors
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Summary Data: Mobile Applications in Field Service
Nearly 80% of the 180 total organizations polled by The Service Council in late 2015 highlighted that they are using a mobile application to empower field service agents. Yet, mobile use is quite limited as most organizations are just looking to replace paper-based processes.

Our summary findings deck will provide you with results tied to:

  • The use of mobile applications for field service personnel
  • The functionality prioritized at project initiation
  • The functionality desired for objective completion
  • Trends around the use of emerging capabilities like streaming video and more
  • Performance results in key metrics such as first-time fix and more
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Summary Data: Field Service Talent Management
Talent is a top four area of focus for service organizations, as seen in our 2015 trends research. Talent needs aren’t limited to field service as they extend to leadership, technical support, and contact center positions as well. In early 2015, TSC asked 100 participating organizations to share their strategies and practices on enhancing field service talent.

Our summary findings deck will provide you with results tied to:

  • Focus areas of talent development
  • Biggest opportunities of improvement
  • Hiring channels relied on
  • Strategies to reduce training time
  • Strategies to minimize the impact of knowledge loss
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Summary Data: Q2 2015 Service Business Trends
Seventy percent (70%) of organizations in TSC’s Q2 2015 trends research survey (n=75) indicated that they saw an increase in total service revenue in the 2nd quarter (Apr-June). Forty-five percent (45%) experienced an increase in the total cost of their service business.

Our summary findings deck will provide you with results tied to:

  • Focus areas for Q2 2015
  • Challenges for Q2 2015
  • Initiatives and Investments for Q3 2015
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KPI: Customer Service Performance: Customer Retention By Company Size
This KPI explores Average Customer Retention Rates by Company Size (Small: <USD$50M Annual Revenue, Mid-Size: USD $50M – $1B Annual Revenue and Large: USD$1B+ Annual Revenue).

Source: Customer Experience Management Strategy Survey 2013

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KPI: Customer Service Performance: Customer Satisfaction Scores By Company Size
This KPI explores Average Customer Satisfaction Scores by Company Size (Small: <USD$50M Annual Revenue, Mid-Size: USD $50M – $1B Annual Revenue and Large: USD$1B+ Annual Revenue).

Source: Customer Experience Management Strategy Survey 2013

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Field Service Productivity: Service Orders Completed By Workforce Size
This KPI explores Average Field Service Orders per Day per Agent by Company Size (Small: <Less than 50 Agents, Mid-Size: 50-500 Agents and Large: 500+ Agents).

Source: Fleet Management Survey 2014

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Field Service Productivity: Service Orders Completed By Industry
This KPI explores Average Field Service Orders per Day per Agent by Industry (Telecommunications, Medical Devices & Services and Utilities).

Daily Field Service Orders Per Agent (Telco n=43, Medical n=15, Utilities n=14)

Source: Fleet Management Survey 2014

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Field Service Performance: Overtime By Company Size
This KPI explores Percentage of Work Done in Overtime by Company Size (Small: <Less than 50 Agents, Mid-Size: 50-500 Agents and Large: 500+ Agents).

Source: Field Service Key Challenges Survey 2013

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Field Service Efficiency: First-Time Fix Rate
This KPI explores First-Time Fix Rate by Company Size (Small: <Less than 50 Agents, Mid-Size: 50-500 Agents and Large: 500+ Agents).

Source: Field Service Key Challenges Survey 2013

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Field Service Performance: Workforce Utilization
This KPI explores Field Service Workforce Utilization by Company Size (Small: <Less than 50 Agents, Mid-Size: 50-500 Agents and Large: 500+ Agents).

Source: Field Service Key Challenges Survey 2013

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Service Success in 2017
As per members of our Research Advisory Board, 2017 serves to be an unpredictable and challenging year. In the air of uncertainty, its vital for service organizations to strengthen the core principles of their businesses around:

  • Increasing Predictability of Service Events.
  • Enhancing Efficiency of Service Delivery.
  • Identifying New Opportunities for Revenue Growth.
  • Empowering Customers with Information and Access.
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Service Innovation: An Untapped Opportunity
Service innovation is an underserved area at organizations. Given service’s importance it is startling that service innovation significantly less attention when compared to product innovation. Yet, the financial implications of service excellence and new services development is driving increased interest in the area of service innovation.

The Service Council’s 2016 report reviews the current state of service innovation and highlights the steps being taken by leading organizations to become more innovative. Topics covered:

  • Product vs. Service Innovation.
  • Areas of Service Innovation.
  • Pillars of Service Innovation.
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Driving Service Action with Big Data
Big Data is a complex term that means many things to many people. That is part of the problem as no one really knows what to do with Big Data. In 2015, we polled 100 service organizations to learn about their interest in Big Data and how they’re using data to drive better service and customer results.

This research insight provides a brief look into current Big Data programs at service organizations. Areas of discussion include:

  • Goal of big data initiatives.
  • How these initiatives are structured.
  • Current outcomes of big data initiatives.
  • Resources needed for success in maximizing the value of data.
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Managing a Retiring Field Service Workforce
Nearly 70% of organizations in TSC’s community will face the challenge of a retiring field service workforce in the next 10 years.This short 2-page insight includes:

  • Data from TSC’s service workforce research on retiring trends
  • Information on steps being taken to retain service knowledge
  • Best practices from organizations in the TSC community

Most organizations are focused on 4 major areas to manage knowledge loss:

  1. Formalized success planning at the field level
  2. Mentoring and coaching programs
  3. Investments in Knowledge Management systems
  4. Career paths for retiring workers
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Sharing the Spoils of IoT Data
Nearly 70% of organizations in TSC’s community have a connected service or IoT initiative in place. A majority of these organizations are using IoT-enabled data for improved reactive, proactive, or predictive service. What about the rest of the organization? Can they benefit from this rich performance data?This short 3-page insight includes:

  • Data from TSC’s connected service research
  • Information on steps being taken to share IoT data outside of service
  • Strategies being adopted to share IoT data with customers

Top Three Areas within the organization where IoT-enabled data is currently shared:

  1. Engineering
  2. Design and Product Development
  3. Operations
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Service-Sales Collaboration: Generating $1m+ on Service-Generated Leads

Service’s impact on revenue extends beyond the sale of contracts and parts.TSC’s data shows that 23% of organizations generated more than $1m in net new revenue opportunities in 2014 from service-generated leads. In this slidecast, TSC’s Sumair Dutta shares how these organizations equipped their service and sales teams to identify, manage, and close service-generated sales opportunities.Topics covered in the slidecast:

  • Service’s impact on revenue
  • Connecting service and sales
  • Processes followed to track and manage service-generated sales opportunities
  • Supporting tools and technologies used to manage service-generated leads

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Next Generation Field Service Workforce
In this slidecast, TSC’s Sumair Dutta shares data and insight on the changing face of the modern field service workforce. Topics covered:

  • Mobile maturity in field service
  • Demand for video-based tools
  • Collaboration and communication preferences
  • Aging workforce and knowledge management
  • Field workforce engagement

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The Next Wave of Field Service
The field service landscape is changing. In early 2015, TSC surveyed 185 field service organizations to identify upcoming transformations impacting the industry. This slidecast summarizes the results from TSC’s survey and outlines:

  • Current field service challenges, both strategic and tactical.
  • Prioritized areas of change in field service organizations
  • The tools being reviewed to face field service challenges
  • Changing responsibilities for field service agents

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Service Transformation in Manufacturing
As seen across the board in The Service Council competition is the biggest challenge facing manufacturing businesses. As a result these organizations are looking for ways to differentiate themselves in the minds of their customers. The data also reveals that manufacturing organizations are still challenged with the state of the global economy as opposed to all other respondents.

This research insight featured data on:

  • Top Business Challenges facing Manufacturers
  • Main Sources of Competitive Differentiation
  • Service Transformation Opportunity & Maturity Framework
  • Service Transformation Impediments & Enablers to Success
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Service & Sales Collaboration
45% of organization state that their front-line agents sell at the point-of-service. However, what is more popular among agents is the ability to recommend solutions to customers as highlighted by 83% of respondents.

This research insight featured data on:

  • Areas of contribution by Service Agents (sell vs. not sell, lead referral, etc.).
  • Best approaches to capturing and following up on leads.
  • Compensation models for Service Agents.
  • Metrics to measure efficacy of Service & Sales collaboration (Close Rates of Service generated opportunities, Amount of Revenue closed by Service in previous 12 months, etc.)
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Bring Your Own Device (BYOD)
While Bring Your Own Device (BYOD) is quite often all the talk, it has yet to pick up steam in field service. A little more than one third (35%) of organizations allow employees to bring their own field devices. While this is ahead of polls from previous years, the move has been gradual. Most organizations are still in a “wait and see” mode when it comes to BYOD. In this research insight, we review:

  • Who is responsible for the costs of the device?
  • What are the benefits of BYOD?
  • What are the primary reasons for supporting or not supporting BYOD?
  • What are the forward looking trends (over the next 3 years) regarding the embracement of BYOD?
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Q3 2013 Trends in Service Organizations
The Service Council’s research agenda includes quarterly surveys that analyze business trends, from the point of view of senior service executives. During this webcast and supportive research analysis, Chief Customer Officer Sumair Dutta shared the results from TSC’s first quarterly research survey thereby highlighting the key trends for Q3 2013, featuring data on:

  • Service business growth trends for Q2 2013 and estimates for Q3 2013
  • Investment priorities for the coming quarter
  • Strategic service-related initiatives planned for the coming quarter
  • Major business challenges forecasted for the coming quarter
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SMB Field Service Pain Points & Initiatives (Less Than 500 Field Agents)
If The Service Council recently embarked on a 3-part benchmark series beginning with Mobile Workforce Management, Analyzing Key Trends In Field Service and the 3rd and final survey of the series, focused on Mobile Devices (which is still live and accepting responses).  This Research Insight focuses on specific data analysis around the Small & Mid-sized Businesses (SMB) who responded to the research series, analyzing the key challenges in field service, strategic areas of focus in 2013 for field service and areas of focus in workforce management comparing organizations with less than 50 field service agents vs. organizations with 50-500 field service agents.

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Medical Devices & Services
This research insight focuses on specific data analysis around Medical Devices & Services Executives who responded to a recent Service Council research series that analyzed the key challenges in field service: strategic areas of focus in 2013 for field service and organizations in the medical device and services industry sectors vs. all other organizations.

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First Time Fix Rate & Customer Satisfaction
This research insight focuses on specific data analysis around the area of first-time fix rates and customer satisfaction. The analysis was drawn against respondent data to The Service Council’s 3-part Field Service benchmark series (Mobile Workforce Management, Analyzing Key Trends and Mobile Devices) which took place over Q2 and Q3 of 2013.

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Going for the Gold Is an Olympic Event: Especially in Service
What are you doing to take your service to the next level?

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Valuable Lessons Learned in Service
Real-world advice on how to succeed at service from industry experts.

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The Move Toward Next-Generation Remote Service
Some challenges may present themeselves, but remote service is the way of the future. Heidelberg overcame those challenges, and you can, too.

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Smarter Services or No Service At All: What Does the Future Hold?
The service industry is evolving, and you have to keep up.

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Effective Service Parts Logistics Management Is Key
According to The Service Council, a recent survey on service parts logistics management shows that it’s a key component of any field service operation.

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Next Up: Sprinting, Sprint Nextel …
Bob Johnson joined The Service Council™ on a 45 minute webcast titled Service Transformation Management as part of the Smarter Services Webcast Series™. Read the full story where Bob examines the multi-year Service Transformation that the company has undergone since Dan Hesse’s hiring as CEO in December 2007 which has elevated Sprint to a leader in customer satisfaction and the recipient of several awards including the 2011 Customer Service Champion award from J.D. Power & Associates, Vocalabs’ recognition for #1 in First Call Resolution, and acknowledgement as “most improved in customer satisfaction” across all industries by The American Customer Satisfaction Index (Michigan University, Ross School of Business).

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2012: The Year of Service Delivery Automation
Preliminary results of a survey conducted by The Service Council show that 2012 will be the year of service delivery automation.

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Are Your Customers Happy?
Last month’s Spotlight (The Value of Customer Engagement in Service) featured commentary from a recent interview held with Stu Reed, president of Home Services for Sears Holdings Corporation, about Sears Home Services’ customer engagement model called “pro-advocacy.” In another recent interview, we spoke with advisory board model Carl DeCoste, VP of customer service at Philips Healthcare, Canada, about the tenets of their Customer Service Excellence model.

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The Value Of Customer Engagement In Service
In a 52% referral business across our In-Home, Installation and Home Improvement Business Units, our Customers have told us that process and technology, while vital, can only get us to 58% of our customer satisfaction goals (100% Customer Engagement Standard). A sustainable behavioral change is required to consistently deliver a “Recommend to a Friend” experience. “Showing Respect For The Customer” is the single most important factor in achieving 100% Customer Experience.

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I’ll have An iPhone With Back Office Integration & Real-Time Service Mobility – To Go
Research conducted by The Service Council on mobile field service technology investment trends, concluded that investments in mobile field services technologies were on the rise, as more than 70% of the 200+ service executives who responded to the Mobile Field Service survey indicated plans for investing in new mobile tools and technology in 2011 through 2012.

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The Field Service Technology Forecast
In last month’s column (2011: The Year Of Service?), we looked at market data gathered from the previous 6 months that reflected a services community on an economic rebound (supported by Automatic Data Processing (ADP) survey results concluding that employment in the services sector had increased by 779,000 since September 2010 — roughly 129,800 new jobs per month). We were, therefore, able to conclude that service is, and will continue to be, a key contributor to the overall health and prosperity of the global economy.

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Trimble to Become More Nimble: To Acquire TMW Systems
Trimble has a long record of acquisitions designed to bolster its market position and global outreach. As stated by Trimble, “Over the past several years, acquisitions have played a role in our strategy, principally as mechanisms to establish beachheads in new market spaces, fill in product line gaps, or add new technologies to our solutions portfolio. More importantly, continued innovation and industry domain experience are the primary drivers which allow Trimble to focus on organic growth as our principal strategy in our core market segments – Engineering and Construction, Agriculture, the Mobile and Field Workforce, and Advanced Devices.” Through its latest acquisition, Trimble can be expected to further reinforce its existing market position with respect to its ability to provide end-to-end transportation and logistics solutions for a growing set of vertical markets.

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PTC Goes After the Global SLM Market in a Big Way – Acquires Servigistics
The announcement that PTC (Nasdaq: PMTC) has signed a definitive agreement to acquire Servigistics, Inc., a leading developer of Service Lifecycle Management, or SLM, solutions for the after-sales service market, took many industry analysts by surprise – not necessarily on the basis of the acquisition itself; but rather that something like this had not happened in the industry years earlier. Basically, while most eyes were following the recent acquisition activities of Servigistics (i.e., the company had just acquired MCA Solutions a mere four months earlier), PTC was carefully building its way toward a more pronounced presence in an otherwise decentralized SLM marketplace.   In his Tuesday morning, August 8, 2012 call with market investors and analysts, PTC president and CEO Jim Heppelmann boldly stated that, “This acquisition should make clear just how serious PTC is about helping its customers achieve lasting service advantage” by using the combined capabilities of the two companies to assist discrete manufacturers to “transform their service strategies and operations into a true source of sustainable competitive edge – what PTC describes as ‘service advantage’.”

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Field Service Training with Smart Glasses (Lee Company)
Lee Company sees that its field service workforce is changing. Therefore the tools needed to prepare this workforce need to change as well. As a result, the organization has invested heavily in the use of smart glasses to support a field-based (and on-the-job) training model. This fits into an overall strategy and technology overhaul to improve field service and customer outcomes.

In May 2016, TSC sat down with Steve Scott, VP of Facilities Solutions to discuss:

  • The changing demographic of the field service worker
  • Lee’s training transformation
  • Smart glasses: The investment decision
  • Future trends impacting training

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Looking to Live Video to Improve Field Service Performance (Diebold)
Diebold is transforming as a service organization and looking to form solutions-based partnerships with its customers. Its North American field service team of 3000 individuals plays a major role in delivering efficient and effective support to a portfolio of 300,000 pieces of equipment, ranging from ATM machines to other banking products.

TSC recently sat down with Bill Fletcher, VP of Global Remote Services Delivery at Diebold, to learn more about:

  • Diebold’s service transformation
  • The role of field service in supporting Diebold’s service vision
  • The use of new technology to improve service performance
  • Diebold’s investment in live video to support better field performance and to improve training outcomes
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Re-inventing a Service Business: Switching to Customer & Profit Growth (Sonus Networks)
In a recent interview, The Service Council spoke with Peter Polizzi, a seasoned industry veteran with tenures at Motorola and Avaya, now Vice President and General Manager of Sonus Global Services about a multi-year, Global Service Transformation the company launched 18 months ago and the staggering results it has produced thus far. Sonus Networks, a year into its Service Transformation, has achieved significant results thus far in its journey. In 2013, the organization operated at a margin profile that trailed its peer group. In 2014 that gap has been halved with an expected outpace in 2015. Other highlights include:

  • An increase from 165 to 2,000 Customers
  • An increase from 4,000 to 6,000 support tickets per quarter
  • A 10% increase in Year-over-Year Revenue
  • A  20% increase in coverage and a complete revamping of its offer portfolio
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Powering Up On Workforce Management (Valley Power Systems)
In this case study, Valley Power Systems shares their journey of embarking upon a workforce management initiative.  Valley Power Systems gives insight into the entire lifecycle of this initiative, from understanding and identifying the business problem (having a paper-based recording system for time management) to change management and the optimization of the workforce management solution.

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You Can’t Keep Them Down on the Pharma Anymore (Talyst)
Talyst is a leader in pharmacy automation dedicated to “engineering the safer pharmacy.” The company’s solutions provide enterprise-wide medication management across the entire health system to offer greater inventory control, enhanced workflow efficiency, and improved patient safety. Talyst was founded in 2002 to provide easy-to- use, automated medication management systems in support of acute care hospital pharmacies. The following year, it launched AutoPharm®, the innovative software platform designed to integrate medication storage, inventory, ordering, bar-coding, and clinical systems.  For more than 10 years, Talyst had a great many individual internal practices comprised of functions including sales, marketing, operations, logistics and others. While all of these functional groups worked well together, the logistics function became increasingly cumbersome to the company while becoming more important to customers. As a result, company management believed it would benefit greatly by establishing a partnership with a uniquely qualified logistics services provider that could assume the main responsibility for managing its mission-critical logistics operations in support of its customers – and Flash Global Logistics (Flash) was judged to be that provider.

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Shedding Light on a 360° View of the Customer (Sungevity)
Sungevity is the nation’s fastest growing residential solar company that designs, installs, and finances its solar electric systems. Headquartered in Berkeley, California, the company currently serves homeowners in Arizona, California, Colorado, Connecticut, Delaware, Maryland, Massachusetts, New Jersey and New York. Its mission is to make solar installation more accessible and affordable to the community by providing education about solar energy, an online iQuote process that eliminates the hassle of home visits, and various lease options to remove any financial burden for customers.

Sungevity has a unique approach to help consumers go solar: interested parties can learn about solar energy and get a free, personalized iQuote for a lease on a system within 24 hours – all online before any payment is required. The company uses satellite images and aerial photography to assess the homeowner’s roof remotely, and accurately determines the home’s solar energy potential. Unlike most traditional solar companies (i.e., those that need to physically come to the house to provide a quote) Sungevity and its network of Preferred Installers save consumers both time and money by bringing this process entirely online.

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Managing Customer Service Excellence as Part of Its Own Healthcare & Wellness Program (Philips Healthcare)
Philips’ healthcare activities date back to 1895, after Royal Philips of The Netherlands bought CHF Muller of Hamburg, which had manufactured the first commercial X-ray; and in 1918 when it first introduced a medical X-ray tube.  By 1933, Philips was manufacturing medical X-ray equipment in Europe and the United States.  Between 2000 and 2003, Royal Philips Electronics of The Netherlands doubled the size and scope of its Medical Systems business through approximately €5 billion in acquisitions to position the company as a global player in this market.

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Real-Time Service Excellence (Bentley Systems)
Bentley Systems, Inc. is a global leader in providing architecture and engineering software solutions designed for architects, engineers, constructors, and owner-operators who design, build, and operate the world’s infrastructure. With nearly 3,000 employees in more than 45 countries, it serves over 600,000 users of its software in over 172 countries, and earns about $500 million in annual revenues.

Bentley’s customer contact center is anything but typical, as it is responsible for the support of 504 distinct software products in over 40 different languages, and for years over two-thirds of its users have been on Bentley’s maintenance program, “SELECT.” As a result, its customer contact center is distributed across 25 offices around the world and processes over 260,000 service tickets every year.

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Feeling Right at Home with Sears Home Services: How Sears Is Rising to Customer Service Excellence (Sears)
According to Stu Reed, senior vice president of Sears Holdings Corporation, and president of Sears Home Services, “In a 52 percent referral business across our In-Home Appliance Repair, Delivery, Installation and Home Improvement Business Units, our customers have told us that process and technology, while vital, can only drive us to 58 percent of our customer satisfaction goals, and that a sustainable behavioral change is required to consistently deliver a ‘Recommend to a Friend’ experience. We have taken their feedback to heart, and have built our service delivery model to focus directly on producing a service experience worthy of telling family and friends.”

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Positioning the Cloud as the Great Equalizer for Providing Global Service Excellence (Yahoo!)
Yahoo! continuously reminds itself that, “We are the Ambassadors of the Brand for the entire life cycle and that carries a great responsibility that the company strives to meet on an everyday basis”. The need to do so is also constantly being reinforced by the recognition that B2C customers are typically more prolific in terms of their familiarity and use of social media tools such as Facebook, Twitter, LinkedIn and others. As a result, everything that the B2C vendor does in support of its customers must be done well, transparently, and without incident.

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Service Transformation Management: Sprinting from Worst to First (Sprint)
Bob Johnson joined The Service Council on a 45 minute webcast titled Service Transformation Management as part of the Smarter Services Webcast Series™. Read the full story where Bob examines the multi-year Service Transformation that the company has undergone since Dan Hesse’s hiring as CEO in December 2007 which has elevated Sprint to a leader in customer satisfaction and the recipient of several awards including the 2011 Customer Service Champion award from J.D. Power & Associates, Vocalabs’ recognition for #1 in First Call Resolution, and acknowledgement as “most improved in customer satisfaction” across all industries by The American Customer Satisfaction Index (Michigan University, Ross School of Business).

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How One Company is Acing Service in India (Acer)
Last month’s Spotlight (How One Company is Acing Service in India) featured commentary from a recent interview held with Sudipto Ghosh, Advisory Board Member of The Service Council and Chief Customer Support Officer of Acer, India, a top global PC manufacturer. Since its founding in 1976 Acer has achieved the goal of breaking the barriers between people and technology. Globally, Acer ranks No. 2 for total PC and notebook sales.

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A Strong Understanding of Economics Makes Durst First – Especially When the Economy Is at Its Worst!
Tim Saur, Senior Vice President of Service of Durst Phototechnick AG and Advisory Board member of The Service Council, joined us on a 45 minute webcast titled “Service Economics” as part of the Smarter Services Webcast Series. Read the full story on how Durst has weathered the economic storm of recent years and prepared itself for uncertain future economic climates including the four (4) key items that will define post-sale service for Durst (and your organization) in 2012 and beyond in this case study.

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2017 – Service Business Preview
The Service Council’s first webinar of 2017 focused on predictions of key trends impacting service businesses in 2017. Predictions from TSC’s analysts revolved around: A) Differentiation via Customer Experience; B) Empowerment of Service Employees; C) Discovery of New Service Products and Services.

The TSC analyst team was joined by Advisory Board members and long time service visionaries:

  • Rusty Walther, Vice President, Escalation Management, HPE
  • Tom Schlick, Vice President, Operations and Marketing, Sterilmed, a JnJ Company

Panelists shared their predictions for:

  • Key trends impacting businesses in 2017
  • Major investment areas in 2017
  • Headwinds restricting service growth in 2017

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A Culture of Safety
Safety cannot solely be the responsibility of the safety team. Everyone needs to buy in to the idea of safety being embedded into day-to-day actions.

Yet, research done by the National Safety Council points to major shortcomings in the way that organizations communicate a focus on safety. Employees often feel that safety is not as important as productivity.

The Service Council presented on the topic of “A Culture of Safety” in October 2016 as part of its monthly Smarter Services Webcast series. The session featured insight from previous TSC sessions on the topic and included presentations from two senior safety leaders from TSC’s community.

  • Corey Papp, Regional Operations Director, Field Operations, Ledcor Technical Services
  • Kevin Todd, North America Services EHS Leader, Trane (an Ingersoll Rand Company)

Topics Discussed:

  • The current safety culture in service
  • Best practices to develop and grow a culture of safety
  • The importance of a safety focus on a)Employees; b)Customers; c)Partners

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Internet of Things Preparation: Navigating Key Challenges
In December 2016, TSC conducted an extensive research project on the state of IoT investments in service organizations. The research involved detailed interviews with 15 service leaders and focused on the challenges encountered on their respective IoT journeys. TSC’s Aly Pinder and Sumair Dutta presented their results on a short webinar.

Joining The Service Council research team were member participants from Becton Dickinson and Canon:

  • Anthony Moffa, US Services Technology Manager, BD Life Sciences
  • Brian James, Senior Architect – Service Plan, Canon U.S.A Inc.

Panelists shared their ideas and best practices on:

  • Building the business case for an IoT project
  • Getting buy-in across all business functions
  • Getting customers to connect their equipment
  • Enhancements to service delivery afforded via IoT

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Field Engineer Feedback – Europe
In early 2016, The Service Council (TSC) surveyed 50+ field service engineers and technicians in North America to get their direct input on the field service profession. The results were groundbreaking.

Later in 2016, TSC extended its field service engineer project to front-line personnel in Europe. In November, TSC’s research team shared results from the European version of its project which investigated engineer feedback on:

  1. The profession of field service
  2. The likes and dislikes of day-to-day work
  3. The technology of field service

Key Findings

  • 40% found their first field service role via a referral
  • 42% found their current field service role via a referral
  • 78% were ‘satisfied’ with the learning and development opportunities provided by their organizations
  • Only 47% were ‘satisfied’ with the career opportunities available
  • 71% indicated that solving customer problems was the best part of their day-to-day

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2016 Smarter Services Symposium Recap
The 2016 Smarter Services Symposium was a huge success. Over 160 practitioners from 100+ organizations attended our best Symposium yet. The discussion focussed on the theme ‘Service Success Tomorrow’ highlighting how service organizations can be successful in the reality of tomorrow given:

  • The Service Worker of Tomorrow
  • The Customer of Tomorrow
  • The Toolkit of Tomorrow

If you missed the event or were just interested in a recap, The Service Council’s (TSC) executive team recapped some of the key findings on a short webcast. This webcast also featured:

  • Discussion around upcoming research projects
  • Announcement of the 2017 Smarter Services Symposium

Tap into the excitement of the “Best Service Event Out There, Bar None”.

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H1 2016 Service Business Trends
The Service Council’s (TSC) trends research tracks performance across the following areas every 6 months:

  • Service Business Activity
  • Service Revenue
  • Service Cost
  • Customer Satisfaction Scores

On Wednesday August 10 , TSC released the results from its H1 ‘2016 research trends survey. Key findings included:

  • 79% of organizations returned a service margin in H1 2016
  • 48% of organizations experienced above average service revenue gains
  • Increasing customer demands for better pricing was identified as the top external pressure
  • Lack of resources to support customer demand was identified as the top internal pressure
  • 46% of organizations indicated that people and talent development would be the top focus area for H2 2016.

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Building a Service Business
In today’s connected world, how can a service leader build a responsive, customer-centric, and profitable service business? What are the resources and tools needed to transition from a product-first to a service-first mindset. In June 2016, TSC focused on this topic as part of its monthly Smarter Services Webcast series.

The session featured data from TSC’s research on service transformation and revenue growth. The highlight of the session was an exclusive interview with two senior service leaders from the TSC community:

  • Eduardo Bonefont, Vice President of US Services and Support, Becton Dickinson
  • Martin Summerhayes, Head of Delivery Strategy and Service Improvement, Fujitsu UK

Topics Discussed:

  • Building a service team
  • The phases of service business growth and transformation
  • Service revenue growth strategies
  • Tools needed for today’s service business
  • Going from disconnected to connected

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Customer Success: The Next Wave of Differentiation
On October 27 2015, The Service Council hosted the October edition of its Smarter Services Webcast series. The topic for this discussion centered around the concept of customer success. TSC community member Egnyte provided insight on its customer success program.

The webinar included:

  • Data from TSC’s 2015 research surveys on customer satisfaction and customer success.
  • A live Q&A with Egnyte regarding their focus on customer success as an extension of their customer support programs

Data presented on the webinar:

  • Impact of customer satisfaction on business results
  • Maturity of customer success initiatives
  • Steps to develop a winning customer success strategy

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Re-Imagining the Service Supply Chain
In September 2015, The Service Council and member organizations Lexmark and Durst Image Technology USA, discussed findings from TSC’s latest research on service parts and the service supply chain.

Data presented on the webinar:

  • Challenges in managing service parts in 2015
  • Initiatives to improve part performance over the next 12-24 months
  • Steps taken by leading organizations to improve service part performance

Interview Questions:

  • How are parts impacted as organizations look to become more predictive in service?
  • How is 3D printing impacting your service parts business?
  • How are you controlling the overall inventory of spare parts out in the field?

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Mid-Year Service Business Update 2015
On August 20, The Service Council’s Sumair Dutta shared findings from TSC’s Q2 2015 research trends survey that dives into service business growth during the 2nd quarter of 2015. Data presented on the webinar:

  • Q2 revenue and cost updates for service organizations
  • Q2 service business activity
  • Hiring and technology updates from Q2
  • Revenue and cost projections for Q3 2015
  • Service business focus areas for Q3 2015

The webcast featured a live Q&A with Sean Jordan, Service Director at BioTek Instruments, who commented on the state of BioTek’s key service initiatives in 2015.

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Using Knowledge to Enhance Service
In The Service Council’s 2015 preview research, service organizations indicated that knowledge management investments were being prioritized in order to:

  • Improve service efficiency
  • Reduce training time and overall time to proficiency
  • Improve customer satisfaction
  • Enhance the retention of service knowledge and information

TSC’s July 2015 webcast focused on the structure and impetus of strategic knowledge management initiatives at service organizations as captured in TSC’s 2015 knowledge management survey. In addition, the webcast featured a live Q&A with Vivint’s Director of Training, Rob Packer, Rob shared the impact of knowledge management on Vivint’s training and service programs and the steps taken by Vivint to ensure a robust and accurate service knowledge base.

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Service Supply Chain: Do Parts Matter?
During this webcast, TSC’s Sumair Dutta outlines results from TSC’s service parts research. The webcast focuses on the rising importance of service parts and steps taken by organizations to improve part efficiency, lower part inventories, and increase part profitability. Topics covered:

  • Organization-wide Responsibility for Service Parts
  • Parts Priorities for 2015
  • Key Part Metrics Tracked
  • Steps Taken to Improve Key Part Metrics – Fill Rate, Profitability, Inventory

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Big Data & Analytics
During this webcast, TSC’s Sumair Dutta shares the latest research on Big Data & Analytics and how performance data is being collected and delivered to stakeholders across the service enterprise (executives, regional leaders, front-lines). Topics covered:

  • Thoughts on Big Data
  • Big Data initiatives in place
  • 2014 Smarter Services Symposium Updates
  • Focus of Big Data initiatives
  • Data access across the organization

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2015 Smarter Services Executive Symposium Post-Event Recap
During this webcast, TSC’s John Carroll and Sumair Dutta reviewed key findings and observations from the 2015 Smarter Services Symposium.

Topics Covered:

  • Overall Trends & Analysis
  • Consistent Themes & Observations
  • Roundtable, Case Study & Panel coverage
  • Linking the event with future research

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Vehicles of Service Delivery & Business Productivity
During this webcast, TSC’s Chief Customer Officer, Sumair Dutta shared recent research data from the Fleet Management in Field Service survey (2014). Following his presentation, Sumair led an interview with guest panelists Doug Swistock, Director of Safety & Training of Trugreen Lawncare and Greg Gauthier, Director of Sustainability & Product Research of Lamar Advertising. Topics Covered:

  • Opportunities for Field Service & Fleet Management Productivity Improvements (e.g. Daily Field Service Work Orders Completed, etc.)
  • Current & Planned GPS & Fleet Management Technology Trends
  • Current Drivers of Investments in GPS & Fleet Management Technologies
  • Results of Successful Fleet Management & GPS Transformations

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Field Service: A Technician’s Perspective
During this webcast, TSC’s Chief Customer Officer, Sumair Dutta shared recent research data from the Field Service Process Review survey (2014). Following his presentation, Sumair led an interview not with upper management but rather with field service engineers from Vivint, a leading home security and automation provider, and BioTek Instruments, a leading manufacturer of microplate instrumentation and software used to aid in the advancement of life science research and to facilitate the drug discovery process. Topics Covered:

  • What would make a field engineers day more effective?
  • What are opportunities to improve overall team collaboration and morale in the field?
  • Which technologies would assist with improving their productivity?
  • What opportunities field service engineers view as underexploited by service management?

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Enhancing Revenue & Profitability with a Service Transformation
During this webcast, TSC’s Chief Customer Officer, Sumair Dutta shared recent research data from the Service Revenue – Service Sales & Renewals survey (2014). Topics Covered:

  • The Increasing Importance of Service
  • Transformation in Service
  • Area of Transformation
  • Success Factors & Challenges
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    Talent Management & Service Workforce
    During this webcast, TSC’s Chief Customer Officer, Sumair Dutta shared recent research data from the Field Service Talent Management survey (2014). Following his presentation, Sumair welcomed a panel of Vivint executives including Keith Grames, Director, HR and Chris Gera, Vice President of Field Service and advisory board member of The Service Council. Topics Covered:

    • The Partnership Between Service & HR
    • Channels to Source New Field Service Talent
    • Establishing Career Paths for Field Service & Service Management

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    Q1 2014 Services Business Trends
    The Service Council’s research agenda includes quarterly surveys that analyze business trends, from the point of view of senior service executives. During this webcast, Chief Customer Officer Sumair Dutta shared the results from TSC’s quarterly research survey thereby highlighting the key trends for Q1 2014. This brief webcast featured data on:

    • Service business growth trends for Q1 2014 and estimates for Q2 2014
    • Investment priorities for the coming quarter
    • Strategic service-related initiatives planned for the coming quarter
    • Major business challenges forecasted for the coming quarter

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    2014 Smarter Services Executive Symposium Post-Event Recap
    During this webcast, TSC’s John Carroll and Sumair Dutta reviewed key findings and observations from the 2014 Smarter Services Symposium.

    Topics Covered:

    • Overall Trends & Analysis
    • Consistent Themes & Observations
    • Roundtable, Case Study & Panel coverage
    • Linking the event with future research

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    Service & Sales Collaboration
    During this webcast, TSC’s Chief Customer Officer, Sumair Dutta shared recent research data from the Field Service Talent Management survey (2014). Following his presentation, Sumair welcomed Tom Schlick, VP, Service Operations of SterilMed, a Johnson & Johnson Company and advisory board member of The Service Council. Topics Covered:

    • Presence of Service Revenue Growth Initiatives
    • Greatest Areas of Improvement in Revenue Attainment
    • Impediments to Service Revenue Growth

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    Going Global In Service
    TSC’s 2014 trends research highlighted that 20-30% of organizations were looking to focus on the global expansion of their service businesses in the coming year. For these organizations, there is no one size fits all strategy for global service delivery. Cultural, language, supply chain and regulatory differences make it extremely difficult to have a unified service strategy that stretches across all geographies. However, a connected service strategy that emphasizes local accessibility with aid of global resources can go a long way in enabling organizations differentiate the offerings that they provide. Topics Covered:

    • Trends and Best Practices in Building a Successful Global Service Delivery Framework
    • Geographies where Globalization is Most Prevalent
    • The Debate of Globalization vs. Localization

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    Customer Experience Management & Voice of the Customer
    In this edition of the Smarter Services Webcast Series, TSC and a panel of leaders from Johnson Controls, Safelite AutoGlass, and Ooyala discuss their current VoC program structure.  The panel also discusses how they were able to succesfully integrate customer data with current performance information and make process changes that influence the customer experience.

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    The Mobile Workforce Management Revolution
    Mobility is changing the way we communicate, access information and attain knowledge. Mobility can no longer be viewed as a means to replace paper-based processes but has to be viewed as an extension of the organization’s customer service and customer management strategy. During this webcast, TSC’s Chief Customer Officer, Sumair Dutta shared recent research data from the Connecting With Your World survey (2014). Following his presentation, Sumair welcomed Myron Hrycyk, CIO & CPO of Severn Trent, a leading water utility based in the UK (Stick Symbol – SVT:London). Topics covered:

    • How preferences around mobile technology are changing and evolving in order to match our information needs
    • The Mobile Maturity Model in Field Service which traces how organizations are looking to evolve their mobile applications to meet the changing demands placed on field service organizations

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    Q4 2013 & 2014 Outlook Services Business Trends
    In this edition of the Smarter Services Webcast Series, TSC shares the results of our Q4 2013 business trends survey.  In this webcast, we are identifying the key business trends impacting the service business climate and identifying key business objectives and investment trends for 2014.Topics covered:

    • Service business growth trends for Q4 2013 and estimates for 2014
    • Investment priorities for the coming quarter
    • Strategic service-related initiatives planned for the coming quarter
    • Major business challenges forecasted for the coming quarter

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    Transforming the Customer Experience
    During this webcast, TSC’s Sumair Dutta shares the latest research as part of the 3-part Customer Experience Management research series which includes data from CEM Strategy, Voice of the Customer (VoC) and Multi-Channel Support surveys. The Service Council also welcomed guest speakers Buddy Saucier, Vice President of Service, Security & Fire Operations, North America of Johnson Controls and his colleague Carrie Toth, Director of Customer Loyalty, Building Efficiency, North America of Johnson Controls, who discussed a multi-year Customer Experience transformation which Johnson Controls has successfully managed over the previous years. Topics covered:

    • Defining Customer Experience
    • Measuring Value & Efficacy of CEM Programs
    • Challenges Associated with Successful CEM Programs

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    Service Transformation & The Role Of Service Culture
    During this webcast, TSC’s Sumair Dutta shares the latest research as part of “Service Transformation” benchmark survey. The research identifies three attributes that represent the key differentiators in determining the likely success of services organizations in today’s market. They focus essentially on the organization’s ability to establish, nurture and maintain a strong and pervasive service culture. The Service Council also welcomed guest speaker Anthony Moffa, Senior Manager of Global Data Services of Tyco Fire Safety. Topics covered:

    • Managing service as a profit center (with its own P&L) vs. running it as a cost center
    • Fostering a strong and pervasive service culture, coupled with the ability to execute
    • Recognizing service as a key driver for generating increased company revenues

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    Workforce Management: Winning With People
    The Service Council’s (TSC) latest research on field service reveals that service organizations are extremely focused on workforce management as a strategic area of improvement for the next 12 months. The research also reveals that these organizations are expanding the focus of their workforce management initiatives to incorporate traditional HR-centric areas of sourcing, hiring, onboarding, training, engagement and knowledge management. These are designed to augment current initiatives in scheduling, planning and mobility.

    During this webcast, TSC’s Chief Customer Officer, Sumair Dutta outlined some of the key findings and best practices from his current field service research. Following his presentation, Sumair led an interview with Renee Cacchillo, Vice President, Service Delivery at Safelite AutoGlass, regarding some of Safelite’s key initiatives in the workforce management space that have led to the attainment of industry leading customer satisfaction and loyalty scores.

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    Q3 2013 Services Business Trends
    The Service Council’s research agenda includes quarterly surveys that analyze business trends, from the point of view of senior service executives. During this webcast, Chief Customer Officer Sumair Dutta shared the results from TSC’s first quarterly research survey thereby highlighting the key trends for Q3 2013. This brief webcast featured data on:

    • Service business growth trends for Q2 2013 and estimates for Q3 2013
    • Investment priorities for the coming quarter
    • Strategic service-related initiatives planned for the coming quarter
    • Major business challenges forecasted for the coming quarter
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    H2 2013 Services Business Trends
    The Service Council’s research agenda includes quarterly surveys that analyze business trends, from the point of view of senior service executives. During this webcast, Chief Customer Officer Sumair Dutta shared the results from TSC’s first quarterly research survey thereby highlighting the key trends for Q3 2013. This brief webcast featured data on:

    • Who is The Service Council?
    • Research Team Update
    • 2014 Smarter Services Symposium Updates
    • Upcoming Research
    • Additional Changes
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    Realizing The Full Benefits Of A Mobile Workforce Management Solution
    During this webcast, Part III of the Smarter Services Technology Evaluation Series: The Road to Mobile Workforce Management Transformation, The Service Council led a discussion of the Key Performance Indicators (KPIs) that Best Practices organizations are currently using (or planning to use) addressing key areas such as Customer Satisfaction and Loyalty, Service Profitability, Total Service Revenue/Turnover, Service Revenue as a Percent of Total Company Revenues, and other preferred KPIs. A summary of representative Best Practices KPI values was also be covered.

    The Service Council welcomed featured case study and guest speaker, Frank Atkinson, Director of Global Field Operations at Unisys Corporation who manages a field force of over 5,000 technicians who provide hardware and software break and fix support and installation services for Unisys outsourcing engagements, propriety equipment, third party equipment, and warranty service for OEM partners. Frank is credited in this role for leading a transformation that created and managed a nationwide low cost workforce for the desktop environment which reduced costs by 30% and increased productivity by 50% while improving client satisfaction by 10%. He also applied Six Sigma Lean techniques to re-engineer service delivery processes within the Enterprise/Server field force resulting in a 20% improvement in productivity and cost savings of over $6 Million.

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    Achieving The Perfect Workday – Intelligent Field Service Management
    During this webcast, Sumair Dutta, Chief Customer Officer of The Service Council led a discussion of the key trends and summary analysis of representative Best Practices stemming from The Service Council’s ongoing Smarter Services benchmark research series. With delivering service in the field continuing to be both a goal and a challenge for many businesses, The Service Council explored:

    • What issues are still affecting the ability to deliver quality service in the field?
    • How can you identify and pinpoint these challenge areas?
    • How can each level of an organization utilize information and metrics from the field to drive performance improvement?
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    Connecting With Your World
    During this webcast, The Service Council’s Sumair Dutta shared some of the key takeaways from the recent Smarter Services: Connecting With Your World Symposium, leading a discussion of the key trends and summary analysis of representative Best Practices.   The Service Council also welcomed featured case study and guest speaker, Julius Chepey, CIO at APi Group, Inc. a leading provider of solutions for the industrial, specialty construction and life safety markets which has approximately 9,000 employees across 40 subsidiaries each operating as independent companies across the US, Canada and UK. With nearly 200 locations, the success of APi’s billion-dollar business is based on one philosophy: Offer the finest customer-driven service by using common resources and shared experiences to build a safer environment.

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    The Future of Connected Products Today
    This webcast included a panel of guest speakers, including:

    • Steve Postma, Assistant Director, Technical Services at Sysmex America, Inc., who shares Sysmex’s experiences in delivering next generation remote services, including the importance of integrating electronic customer services data with data from the medical devices, Field Service processes and Service CRM systems to achieve greater uptime, efficiency and loyalty at the customer level.
    • Scott Johnson, CEO at All Traffic Solutions, who shares All Traffic’s success story on business model transformation from a commodity business to a value/outcome business, driven by remotely connected products – leading to new revenue sources, increased product utilization, and stronger relationships with customers.
    • Joe Hayashi, Vice President of Marketing at Numenta, demonstrates Grok Predictive Maintenance, a next- generation, “biologically inspired” predictive maintenance solution that increases equipment utilization, uptime and overall asset performance.
    • Russ Fadel, CEO and Co-Founder of ThingWorx, discusses best practices for companies to cost-effectively enter the connected product space and build an end-to-end solution leveraging their core business capabilities.
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    The Role of Mobile Workforce Management Technology in Today’s Field Service Organization
    During this webcast titled The Role of Mobile Workforce Management Technology in Today’s Field Service Organization, Part II of the Smarter Services Technology Evaluation Series: The Road to Mobile Workforce Management Transformation, The Service Council welcomed featured case study and guest speaker, Matt Yasinchuk, who is the Dispatch Manager within the Integrated Resource Management (IRM) group at FortisBC Energy, a regulated natural gas distribution company in British Columbia, Canada. From FortisBC’s Operations Centre located just outside Vancouver, the IRM group is responsible for the work and resource scheduling of both internal and contractor field service delivery personnel. An integrated workforce management system and mobility platform enable IRM to efficiently manage over 500 technicians and crews, completing over 250,000 service orders annually, delivering safe and reliable energy to FortisBC’s 960,000 customers across 125 communities. Matt has held positions in IT, Marketing and Operations at FortisBC Energy.

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    Real Time Service Excellence
    This 1-hour webcast titled Smarter Services™: Real Time Service Excellence featured guest speaker, Greg Rhoads, Vice President of Worldwide Technical Support at Bentley Systems, a global leader dedicated to providing architects, engineers, constructors, and owner-operators with comprehensive architecture and engineering software solutions for sustaining infrastructure.    The Service Council presented the latest trends in leveraging customer data in real time to enable a Smarter Services™ (predictive) environment, including recent benchmark findings from The Role of Service Culture In Driving Service Revenues research (October 2012). Download the webcast recording and a case study documenting Bentley Systems’ Real Time Service Excellence transformation which resulted in year one savings of $1.3 million.

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    Managing Mission-Critical Parts In Emerging Markets
    As a majority of services organizations are either currently doing, or planning to do, business outside of their home countries, many find themselves faced with a number of challenges with respect to getting mission-critical parts in, and out, of emerging markets (such as Brazil, Russia, India and China – the BRIC countries).   This webcast identifies the key challenges to entering – and sustaining – a strong market presence in these emerging markets, and highlights specific areas where most businesses require assistance in dealing with the many extra-geographical issues that can block their entry into these lucrative markets.

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    Outstanding Service with a 360° View of the Customer
    Every company seems to promise superior customer service, yet so few actually deliver on that promise. While being a progressive company with a customer-centric culture, Sungevity realized their internal service processes were not so advanced and streamlined. In order to continue growing their business and bringing a smile to their customers’ faces, they had to rethink their entire service lifecycle.   In this Webcast, the second of the 3-part series, Michael Majerus, Software Product & Project Manager at Sungevity, presented tips on how his company, a leading provider of residential solar energy solutions, is blazing a new trail to ensure they continue to win awards in customer satisfaction.

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    Building the Case for a Mobile Workforce Management Solution
    The first of a three-part series, this 1-hour webcast presents key findings reflecting how services organizations like yours have managed to attain – and sustain – desired levels of Best Practices performance, based on data culled from The Service Council’s ongoing research initiatives, and supported by case study organizations that have already lived through the process of building a practical business case, selecting the most effective solution, and realizing the full benefits of having done so.

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    Next Generation Remote Services
    This 1-hour webcast features Tom Oelsner, VP of Processes & Systems of Heidelberg Services.

    Heidelberger Druckmaschinen AG (Heidelberg), with production and development sites in seven countries and around 250 sales and service units in 170 countries, serving about 200,000 customers, is the world-wide leading provider of solutions and services for the print media industry. The company offers comprehensive solutions in the fields of sheetfed offset printing, digital printing and in the production of sophisticated parts and assembly groups in the realm of precision mechanical engineering.

    The Service Council also presents findings from its 2012 Remote Services Benchmark Survey which featured 450+ executive level respondents. Additionally, Russ Fadel, CEO & Co-Founder of ThingWorx, a leading software platform provider for Remote Service applications, presents the ThingWorx view on “Next Generation Remote Services.”

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    Reverse Logistics Management Is Key To Building Customer Relationships & Strengthening Financial Performance
    This 45-minute webcast features David Mowat, Senior Manager of Global Support Operations at Cisco Systems and member of The Service Council.   Cisco, ranked 62nd on the 2011 Fortune 500, a list of America’s largest companies, at $40B+ in annual revenue, has been a worldwide leader in networking – transforming how people connect, communicate and collaborate since 1984. Cisco’s view on Reverse Logistics Management: to deliver a globally consistent, scalable, world class, end-to-end business solution by unlocking value from product returns aiming to optimize net cash contribution, reduce transaction cost, improve customer satisfaction and promote corporate citizenship.

    During the webcast, The Service Council also presented findings from the 2011 Service Parts Logistics Benchmark Survey which featured 200+ executive level respondents.

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    Service Transformation Management – Sprinting from Worst to First
    Bob Johnson, Chief Service and Information Technology Officer of Sprint and member of The Service Council Advisory Board, joined The Service Council on a 45 minute webcast titled Service Transformation Management as part of the Smarter Services Webcast Series.   Bob discusses the Service Transformation Sprint has gone through in recent years (since Dan Hesse’s hiring as CEO in 2007) which has elevated Sprint to a leader in customer satisfaction and the recipient of several awards including the 2011 Customer Service Champion award from J.D. Power & Associates, Vocalabs’ recognition for #1 in First Call Resolution, and acknowledgement as “most improved in customer satisfaction” across all industries by The American Customer Satisfaction Index (Michigan University, Ross School of Business).

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    A Strong Understanding of Economics Makes Durst First – Especially When the Economy Is at Its Worst!
    Tim Saur, Senior Vice President of Durst Phototechnik and member of The Service Council Advisory Board, joined The Service Council on a 45 minute webcast titled Service Economics as part of the Smarter Services Webcast Series. Durst Phototechnik has been an industry leader in developing innovative systems and solutions for image reproduction for more than 75 years. Tim discussed the strategy and approach Durst has taken to stabilize its growth and withstand the unstable economic climate of recent years, presenting historical and projected economic data and information and what it means for post-sale service organizations. He also reviewed how it can be best applied to business, including the four (4) key items that will define post-sale service for Durst (and your organization) in 2012 and beyond.

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    Looking Into 2017 (HPE and SterilMed)
    Rusty Walther (HPE) and Tom Schlick (SterilMed) preview investments and opportunities for 2017.

    Questions Answered:

    • 2017 in One Word
    • Major Focus Areas in 2017/li>
    • Headwinds in 2017
    • The One Role That We Must Hire For

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    Looking Back at 2016 (HPE and SterilMed)
    Rusty Walther (HPE) and Tom Schlick (SterilMed) recap their service business progress in 2016.

    Questions Answered:

    • 2016 was a _________ Year for My Business
    • The Best Decision Made in 2016
    • The Most Impactful Investment Made in 2016

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    Scientific Games: Supporting the Billions of Powerball

    TSC sat down with the David Douglas, VP of Service Management for Scientific Games International, to learn more about the behind-the-scenes work necessary to ensure that our Powerball dreams stay alive.

    Xerox: Moving Technicians out of the Field

    The Service Council interviews Connie Treese, VP of Next Generation Technical Support, who shares an update on Xerox’s service transformation and its impact on field technician roles and responsibilities.

    Introducing Customer Success

    The Service Council interviews Steve Blaz, VP of Customer Success Services for Engyte, about his focus on customer success.

    Microsoft: Changes in the Field Service Automation Market

    In this edition of the inService™ Podcast Series, Microsoft’s Param Kahlon joins us to talk about the recent acquisition of FieldOne and changes in the field service automation market.

    Uncovering $54m in Service-Generated Leads

    In this edition of the inService™ Podcast Series, The Service Council welcomes Jack Kleminich, Director of Service Programs and Technology at Tyco SimplexGrinnell, to discuss the creation and management of Simplex’s service lead program.

    The Future of Customer Service

    In this edition of the inService™ Podcast Series, The Service Council welcomes Bill Patterson, General Manager, Service Engagement of Microsoft as he discusses “The Future of Customer Service”.

    Field Service Workforce Management Trends

    In this edition of the inService™ Podcast Series, The Service Council welcomes Marne Martin, CEO of ServicePower, to discuss key trends impacting field service workforce management. At ServicePower, Marne is responsible for expanding the organization’s footprint in the field service market. An experienced leader in financial management and business growth, Marne exemplifies operational leadership, including demonstrated skills in restructuring and IPO’s on an international level. Previously, Marne was CFO at Norcon plc, an Isle of Man based telecom where she conducted an IPO and was responsible for all public market and shareholder relations.

    Why Service Is Important Now

    In this edition of the inService™ Podcast Series, The Service Council welcomes Ron Kaufman, best-selling author of “Uplifting Service”, to discuss “Why Service is Important Now.”

    Customer Experience Transformation

    In this edition of the inService™ Podcast Series, The Service Council welcomes Bob Johnson, Chief Service & Information Technology Officer at Sprint, to discuss “Customer Experience Transformation.”

    Social Collaboration in Field Service

    In this edition of the inService™ Podcast Series, The Service Council welcomes Greg Parker, Director, Customer Care & Field Development of Trane, an Ingersoll Rand Company, to discuss “Social Collaboration in Field Service”

    Service Culture

    In this edition of the inService™ Podcast Series, The Service Council welcomes Jason Bingham, Vice President, Energy Services & Controls of Trane, an Ingersoll Rand Company, to discuss “Service Culture.”

    Customer-centric Training

    In this edition of the inService™ Podcast Series, The Service Council welcomes Karl Sharicz, Customer Experience Lead of SimplexGrinnell, to discuss “Customer-centric Training.”

    Flawless Field Service

    In this edition of the inService™ Podcast Series, The Service Council, welcomes David Yarnold, CEO of ServiceMax, to discuss “Flawless Field Service”

    Field Service Workforce Training
    In 2016, service leaders indicated that workforce and talent development was a major focus area. We expect this to continue in 2017. In field service workforce and talent development, the major issues facing service leaders are:

    1. Finding the right talent
    2. Getting field workers up to speed and certified, if necessary
    3. Providing field workers with continuous learning tools
    4. Retaining the knowledge and tribal information of field service workers
    5. Filling talent needs with a full-time, part-time, or third-party workforce

    In mid-2016, The Service Council assembled a group of 14 organizations to discuss best practices in meeting the training needs of tomorrow’s field service workforce. The session featured presentations from:

    1. Comfort Systems: Training Program Transformation
    2. Xerox Corporation: A Continuous Learning Model
    3. Help Lightning: Augmented and Merged Reality in Field Service

    The findings from the this discussion are summarized in TSC’s IdeaShare Post-Event report.

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    Driver Safety in Field Service
    In February 2016, The Service Council assembled a group of 14 organizations to discuss the key issues in driver safety for field service. Supporting the session with research and insight were members from the National Safety Council (www.nsc.org).

    Topics Discussed:

    1. Driver Safety as a Challenge
    2. Driver Safety as a Business Focus
    3. Why Focus on Driver Safety?
    4. How to Improve Driver Safety?

    The findings from the this driver safety discussion are summarized in TSC’s IdeaShare Post-Event report. In short, organizations do not have to choose between safety and productivity. Safety-related policies, especially comprehensive cell phone bans, do not reduce productivity. The results can be quite the opposite.

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    Becoming More Predictive as a Service Organization
    On Thursday April 16, 2015, The Service Council hosted its inaugural IdeaShare™, a workshop series we introduced to enable a similar interactive workshop-driven environment which takes place at our annual Smarter Services™ Executive Symposium. The session took place on the topic Becoming More Predictive as a Service Organization and welcomed the following participating organizations:

    1. Customer Engineering Services
    2. Honeywell International
    3. Ingersoll Rand
    4. Ortho-Clinical Diagnostics
    5. Stryker
    6. Tyco Fire Protection Corporation
    7. Whirlpool Corporation
    8. Xerox

    The event was structured around two presentations delivered by Ortho-Clinical Diagnostics and Tyco Fire Protection Corporation, followed by a TSC-moderated session.

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