Resource POS, a POS systems and solutions provider based out of Chicago, implemented FieldAware's field service management solution to transform their service business. In collaboration with FieldAware, Aberdeen and Resource POS lead this informative metric-packed presentation to describe the challenges facing companies with field service engineers. They tell how implementing FieldAware's field service management solution has made a positive impact on the operations for Resource POS.
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Aberdeen/FieldAware Building a Culture of Service Excellence
1. BUILDING A CULTURE OF
SERVICE EXCELLENCE
July 2015
Aly Pinder, Senior Research Analyst,
Service Management
2. 2 2
Aly Pinder
Sr. Research Analyst
Aberdeen Group
As a senior research analyst in the service
management practice, Aly Pinder Jr. researches and
explores how service and manufacturing executives
utilize technology and implement best practices to
improve post-sales service and support processes.
Through practitioner benchmarking and analysis of
Aberdeen’s research database, he examines how Best-
in-Class service organizations are reengineering their
service chains for improved performance and
increased profitability
Nik Parra
CTO
Resource POS
As Chief Technical Officer at Resource POS, Nik is
responsible for propelling his company forward
utilizing best in class technology. Nik headed the
implementation of FieldAware's field service
management software in 2014.
3. 3
TODAY’S AGENDA:
1. Aberdeen Research Methodology
2. New Generation of Service
3. Transform the Service Business
4. Benefits of Service Excellence
5. Steps to Optimize the Service Chain
6. Q&A
5. 5
ABERDEEN’S RESEARCH METHODOLOGY
PACE: END-USER INVESTIGATION
PRESSURES ACTIONS CAPABILITIES ENABLERS
External and internal
forces that impact an
organization’s market
position,
competitiveness, or
business operations.
The strategic
approaches that an
organization takes in
response to industry
pressures.
The business capabilities
(organizational, process,
knowledge management
etc.) required to execute
corporate strategy.
The key technology
solutions required to
support the
organization’s business
practices.
What is causing
organizations to think
differently?
What strategies are
they using to respond
to pressures?
Why are they achieving
greater success?
What technologies and
services are enabling
them to succeed?
!
6. 6
ABERDEEN MATURITY CLASS FRAMEWORK
DEFINING THE BEST-IN-CLASS
Selected Performance
Criteria (KPI)
Worker Productivity
Customer Satisfaction
Service Revenue
Total
Respondents
- Top 20%
- Middle 50%
- Bottom 30%
Respondents are scored
individually across KPI
Best-in-Class
Industry
Average
Laggard
8. 8
TOP CHALLENGES FACING SERVICE
35%
38%
44%
44%
52%
0% 20% 40% 60%
Aging workforce - Loss of knowledge and skill
Inability to integrate data captured in the
field with enterprise systems (i.e. ERP, CRM)
Executive mandate to cut costs in field service
Emerging technology trends (i.e., technology
advancing too fast for us to keep up)
Executive mandate to increase field efficiency
Percentage of Respondents, n = 182
All Respondents
Source: Aberdeen Group, July 2015
9. 9
PREPARE FOR A NEW WAVE OF
WORKERS
35%
38%
44%
44%
52%
0% 20% 40% 60%
Aging workforce - Loss of knowledge and skill
Inability to integrate data captured in the
field with enterprise systems (i.e. ERP, CRM)
Executive mandate to cut costs in field service
Emerging technology trends (i.e., technology
advancing too fast for us to keep up)
Executive mandate to increase field efficiency
Percentage of Respondents, n = 182
All Respondents
Source: Aberdeen Group, July 2015
14. 14
INVEST IN KNOWLEDGE FOR THE
SERVICE WORKER
Strategic Actions Best-in-Class
Respondents
Invest in mobile tools to provide technicians with
better access to information in the field
44%
Improve forecasting of and planning for future
service demand
41%
Increase availability of service knowledge in order
to diagnose and resolve service issues more
quickly
41%
Source: Aberdeen Group, July 2015
15. 15
INCENT AND DEVELOP THE SERVICE
WORKFORCE
48%
27%
17%
0%
10%
20%
30%
40%
50%
60%
Field technicians incented to identify cross-sell and up-sell
opportunities (i.e. either direct sell or lead generation for
sales team)
PercentageofRespondents
Best-in-Class Industry Average Laggards
Source: Aberdeen Group, July 2015
n = 182
16. 16
Renewals & Up-sell
• Service optimization impacts
customer satisfaction
• Happy customers come back
and buy more
7%
Improvement in annual
service contract renewal
rates
17. 17
FOCUS ON IMPROVED VISIBILITY
72%
45%47%
35%
31%
20%
0%
20%
40%
60%
80%
Process to track mobile assets
(parts, fleet, people, serviceable
assets) in real or near-real time
Real-time updates of parts
usage from service technician
truck / van stock
PercentageofRespondents Best-in-Class Industry Average Laggards
Source: Aberdeen Group, July 2015
n = 182
18. 18
LISTEN TO THE CUSTOMER & EVOLVE
TO MEET THEIR NEEDS
74%
67%
52%
64%
43%
36%
25%
35%
45%
55%
65%
75%
Use of customer
feedback to evaluate
service employee
performance (field
technician, CSR)
Proactive capture of
customer feedback
regarding product
and equipment
performance
Annual / frequent
customer user forum
PercentageofRespondents
Best-in-Class All Others
Source: Aberdeen Group, July 2015
n = 219
19. 19
THE EMERGENCE OF THE
EMPOWERED CUSTOMER
32%
37%
46%
53%
63%
0% 20% 40% 60% 80%
Global expansion of product /
service offerings
Increasing product-based
competition
Reduced service margins
Increasing competition in
service
Changing customer dynamics
Percentage of Respondents, n = 182
All Respondents
Source:Aberdeen Group, July 2015
20. 20
THE EMERGENCE OF THE
EMPOWERED CUSTOMER
32%
37%
46%
53%
63%
0% 20% 40% 60% 80%
Global expansion of product /
service offerings
Increasing product-based
competition
Reduced service margins
Increasing competition in
service
Changing customer dynamics
Percentage of Respondents, n = 182
All Respondents
Source:Aberdeen Group, July 2015
24. 24
BUSINESS GAINS FOCUS ON SERVICE
OPTIMIZATION FOR THE BEST-IN-
CLASS
13%
17%
19%
27%
0%
5%
10%
15%
20%
25%
30%
Service
Revenue
Revenue Customer
Satisfaction
Business
Productivity
AnnualImprovementinKPI Best-in-Class
n = 180
Source: Aberdeen Group, July 2015
26. 26
TAKEAWAYS
• Implement / Invest in technology
– Top challenge facing service — insufficient technology infrastructure
– Top strategy for Best-in-Class is to invest in mobile tools to provide techs
service workers with better access to information (44% of Best-in-Class)
• Create a team of service worker partners
– Top 3 goals for service
• Improve customer sat / loyalty
• Drive service resource productivity
• Drive service revenue
– Service workers incented to identify cross- or up-sell opps
• Build value in the customer partnership / relationship
• Become a trusted partner
• Improve visibility into the service chain
– Real-time updates of service resources
– Process to track mobile assets in real- or near-real time
28. 28
THANK YOU
For more information about FieldAware and how they help
customers automate their service chain visit
www.fieldaware.com
29. THANK YOU
For more information on this and other topics,
please visit aberdeen.com
aly.pinder@aberdeen.com
@pinderjr
https://www.linkedin.com/pub/aly-pinder-jr/2/8a9/2a4
