7 Strategies To Build A Powerful Technical Support Team


In this week’s blog post I am sharing an article written by Alice Methew. Alice is a professional writer and has written articles for many different sites. She is committed to the pursuit of excellence through writing and has a passion for technology.

What are the roles and responsibilities of a technical support team? First of all, you need to realize that the technical support team is the flag bearer of a business’ goodwill and reputation. Of course, this team has to play a big role in the process of client retention. Unfortunately, many business owners have not yet realized the true significance of a technical support team, because the benefits that this team offers are not tangible. On the other hand; smart business owners give utmost importance to technical support team and they continuously monitor the performance of this team to maintain the productivity of the business at an optimal level. Here are the 7 strategies to build a powerful technical support team based on lessons learned from Enterprise Systems, a leading IT Support Organization in Houston, TX.

1) Hire technicians who have the potential to maintain a harmonious balance between technology and humans

If you want to build a good technical service team, you have to appoint the right people. It is a well-known fact that there should always be smooth coordination between various departments within your organization to ensure optimal productivity. If you want to minimize the number of issues that the technicians have to tackle, your technical support team should have the potential to coordinate efforts with other company business departments. That is exactly why you need to hire support engineers with adequate technical knowledge and they should also have a proper customer support background. If a technically accomplished professional does not have the patience and ability to listen, he can never be a good member of a technical support team. In such a situation, you may have to deal with a lot of problems.

2) Proper documentation of problems and their solutions

Many tech support teams often get stuck on problems even if they had dealt with similar issues earlier. This situation occurs mainly because of the fact that the technical support team does not have a clear cut list of standard procedures to address frequent problems. Whenever the team gets a call, the members keep on re-inventing the wheel and this situation does not help you build a strong team. You have to make sure that the technicians are preparing notes on how they resolve each problem. These notes must also be handed over to other team members as cheat sheets. Then, a list can be compiled to form a quick reference guide. This approach can reduce the problem resolution period from hours to a few minutes.

3) Show the team members the correct career path

When it comes to highest turnover rates, technical support field stands tall. Many company owners complain that their technical support team members are leaving the company too often. Within the IT Industry, most members of the support team become developers or programmers after a short period. You must understand that there is no point in holding them back. You have to provide continuous training and flexible work hours so that they can learn faster and keep them updated. Business managers must meet them frequently to talk about the career path and goals. You have to give them opportunities to move up in your own organization. In such a situation, they are not going to leave your organization like many people do.

4) Ask the team to focus on satisfying the customer

All dynamic technical support teams strive hard to track measure and analyze the operations. In such a situation, the teams clearly understand what is working and what areas demand improvement. When a support team prepares these critical data points, they can easily improve the existing processes. If you want to build a good technical support team, you have to realize that all metrics should be geared towards achieving satisfied customers. The bottom line is that you must ask the support engineers to focus on one metric; customer satisfaction.

5) Get curious and passionate people

You can hire people who have a natural curiosity to find out how things work and progress. People, who come with this attitude, are excellent options for placing in the technical support team. Human resource managers must identify candidates who are passionate towards assembling things, tinkering with equipment and solving puzzles. These types of people possess the right frame of mind and they also have the patience to address ever emerging complex problems.

6) Do some simple calculations

When you do some simple calculations, you can come to know how your technical support team is performing. First of all, you need to check how many cases your support team is handling every week. Then, you also have to analyze how many cases are being handled by other departments and how many of them are being solved completely. This data can be used to analyze the existing performance of your technical support team in a realistic manner.

7) Set up different types of goals

When you have the existing performance data on hand, you can understand where you are heading and rebuilding process can be done by setting short, medium and long-term goals. The short term goals are for rebuilding your technical support team and they also allow you to choose the right tools that are being used to accomplish this rebuilding process. Short goals also allow you to put them in place to make the rebuilding process highly effective. Medium term goals can be set up to handle all calls within the team before the customers become really annoyed. Long term goals are primarily meant for reducing support costs. These goals can be materialized by lowering costs per product line, customer attribute, and product launch. This systematic three-step method of approach is going to deliver excellent results.

Many companies follow a wrong philosophy of maintaining cold vibes with customers. Quite often, they end up making a lot of mistakes. You cannot build a good technical support team by undermining the importance of customer requirements. You must try to develop a culture within the team that focuses on customer satisfaction and in such a situation, your customers will start noticing and appreciating it with immense satisfaction. The bottom line is that if you follow these 7 strategies, you can build a powerful technical support team in an uncomplicated manner.

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The Fine Art of Selling Services


Managing a Field Service Organization (FSO) as a profit center has become a strategic imperative for many companies.  In order to carry out this mission, field service executives must continually focus on top-line revenue growth.  Yet, research indicates that nearly three-quarters of FSOs are struggling to achieve this objective. My personal observation is that they haven’t mastered the fine art of service sales and marketing.  At issue, field service executives often confuse marketing with selling, and selling with marketing.   While there is some overlap, the two functions are significantly different.

Marketing is Not Selling

Marketing is a set of processes, activities, and/or instructions a company utilizes to create value and customer demand for the products and services it offers.  Basically, this is about turning a need into a want through promotional activities.  According to Jon Janstch, of Duct Tape Marketing fame, marketing is getting someone who has a need to know, like and trust you.

In contrast, selling involves the fine art of persuasion.  It requires that the salesperson utilize a planned, personalized communication to influence a customer’s purchase decision.  Not only must a salesperson uncover a customer’s needs and wants, they must persuade the customer as to the merits of buying their product or service.

Telling is Not Selling

A common sales strategy that FSOs utilize is to involve field service technicians and managers in the sales process. The conventional wisdom is that since these people deal with customers every day, they are perceived as individuals the customer can trust for advice. As a result, they are in the best position to advise the customer on additional products and services they may need to purchase from the company.

This strategy is based on the premise that the field service technician/manager functions as a brand ambassador. Their focus is on building a relationship by solving problems, uncovering new opportunities, and telling the customer how their company can help.  This seems more like marketing than selling.  Indeed, the problem with this approach is that it often results in free consulting. In essence, the customers may not buy but instead rely on information their brand ambassador shared with them and seek competitive bids, or simply choose to do nothing at all.  It also assumes that that service salesperson can spot opportunities and effectively open up a sales dialogue with their customer.

A Structured Sales Process

Field-service leaders can avoid free consulting, increase their prospects, and improve their team’s sales closing rate by implementing a structured sales process and training their service-sales people on this process.  The sales process consists of three basic steps:

  1. Relationship Building: There are two critical aspects here. The first is bonding and rapport. This is how a salesperson gets a customer to know, like, and trust them.   A sale cannot be made without bonding and rapport.   The second aspect is known as an upfront agreement. This requires mutual consent between the salesperson and customer that each is open and willing to participate in a sales conversation. It also requires that when asked about moving to the next stage of the sales process, the prospect can provide a yes or no answer.  Upfront agreements help salespeople know where they are in a sales process with a customer and keep the sales process from stalling or falling apart.
  1. Qualifying: Sales processes may break down if the salesperson hasn’t done a good job of qualifying the prospect.  Qualification is more than just determining if the client has a need and budget.  It’s really about understanding their pain (i.e. problems).  The truth is that people don’t buy just because they like something; they buy to alleviate a pain they are currently experiencing or will experience if they don’t own the product or service. The greater the pain, the more likely they will buy.  It’s the job of the salesperson to uncover this pain.  Once done, the salesperson can discuss the budget that is required to resolve this pain.  In other words, the “pain conversation” puts the budget discussion into context for the customer.  Of course, understanding how decisions are made within customers’ organizations is also part of the qualifying process.
  1. Closing:  The closing step involves two parts, fulfillment and post sell.  Once you understand the customer’s pain, budget, and decision process then you can have a conversation about how your service will solve their pain, what the investment will be, and what it will be like to work with you after they accept your proposal.  That’s basically what fulfillment is about.  Post sell means confirming they are happy with the decision they’ve made.

Iterative Process

It is important to understand that the sale process may involve multiple, iterative conversations. This is because very few products and services can be sold in the first conversation.  The failure of the salesperson to effectively address one step of the process may impact their ability to address the next stage and thus jeopardize the sale.   If this happens, the salesperson must go back and repeat the sales process from where it failed.  This may mean they have to review or revisit previous steps with the customer to get the sale back on track.   It’s also important that understand that “speed kills” when it comes to the sales process. In other words, rush the sales process and you may lose a customer.

Think about your last conversation with a salesperson.  If you purchased from them, chances are they effectively addressed every stage in the sales process.  If not, it was probably because the sales process broke down.  Also, evaluate your own company’s selling process and closing rate.  Does your company follow a structured sales process or are service salespeople simply winging it?   If you follow a process like the one outlined here, do you know which steps are working well and which require improvement? If you’d like to learn more, schedule your free service sales strategy session today.

Field Service Staffing — The Variable Workforce and FMS

Field Service -- FMS

The unemployment rate, outsourcing, part time employees, changes in the workforce; these are all topics that have been in the news for several years. Is it just that there are less jobs or fewer full time positions? Is the economy really in bad shape? Or is there a staffing trend that we need to examine.  Full time employment means a guarantee of wages, benefits, and paying the employee even when there is a lull in the business.  For companies in the Field Service Industry there may be peaks and valleys in workflow and need for field service personnel. And while so many functions can be performed on a remote basis, sometimes someone just has to be there.

Enter the Variable Workforce, offering highly skilled, well trained, specialized Field Service Engineers who are available on an as needed or project basis. These individuals are normally highly motivated as they essentially run their own small business and best of all; they work this way by choice.

Now we have people to hire.  How do we manage that? Freelance Management Systems (FMS) offer online cloud based systems allowing companies looking for qualified workers, including Field Service Engineers, to find them quickly and easily.  FMS provides companies with the opportunity to achieve significant cost savings over time and the ability to accelerate strategic or organic expansion resulting in new clients, new service offerings, and/or new sales territories.

So what is the actual experience of companies using a Variable Workforce and FMS platforms? Have they been able to achieve these benefits or is it just hype?

A survey seemed to me to be the best way to get answers. So we designed an online survey for the Field Service Industry to ask professionals who handle field service staffing or make decisions about field service staffing requirements, for companies with field service functions for technology equipment they sell and/or service.

We wanted to examine the benefits of Variable Workforce models, particularly FMS. In doing so, we could assess concerns regarding using FMS, the motivators for using FMS and the benefits that have been seen by using it.

Over 200 Third Party Maintainers (TPM)/ Independent Service Organizations (ISO), Original Equipment Manufacturers (OEM), Value Added Resellers, Systems Integrators, and Self-Maintainers participated.  The companies range in size from over $500 million in annual revenue to less than $50 million varying in size from those who manage less than 100 field service events per month up to more than 1000. These field service events included emergencies, installations, inspections, and preventative maintenance or calibration. And the types of technology supported included Information Technology, Network Connectivity, Printers, Point of Sale, Telecommunications, and more. The companies also varied on how a Field Service Business is run – as a cost center, profit center, strategic line of business, or revenue contribution center.

Over three-fourths (77%) were currently using some type of Variable Workforce Model.  The survey respondents were two-thirds TPM/ISOs or OEMs.

Most participants (81%) use the Variable Workforce for project based work.

We found that the top three reasons that companies made the move to a Variable Workforce were:

  • The ability to be agile and scale the workforce based on customer demands.
  • Over half agreed that “We didn’t have enough work in selected geographies to justify hiring a fulltime Field Service Engineer.”
  • Almost all said that controlling labor costs was a significant motivator.

One of the most important results was that the Variable Workforce users support more types of technology on average than non-users.  That is, those companies who use Variable Workforce are able to support 4 types of technology versus only 1.8 types of technology for non-users.

Nearly two-thirds of those utilizing the Variable Workforce use a Freelance Management System (FMS) to manage the staffing.  Of these FMS users, almost all have been using it for at least one year and 60% for three years or more — another sign that something must be working.

FMS users tend to support more types of technology as well. On average, companies who use FMS support 4.3 types of technology versus only 2.8 types for non-users.

Ultimately the most compelling reason to make the switch was that the FMS platform is agile, giving companies the ability to scale up quickly to meet seasonal, cyclical and short term demands. In fact, 71% of users found this to be the case.  FMS adopters have been able to gain more business and have been able to increase their field service work. They have experienced such success that 76% of them reported an increased demand for FMS just in this past year, most by at least 15%.

The survey results certainly indicate that usage of Freelance Management Systems for the Variable Workforce in Field Service will continue to increase over the next year as well.

Stay tuned for future posts where I will discuss what our survey revealed about the Key Performance Indicators and how use of Variable Workforce and specifically FMS impacts the Field Service Industry.

Improving First-Time Fix Rates

A Field Service Manager’s Guide


In my last blog, I discussed the importance and impact of high First-Time Fix rates for the field service industry. (If you have not already read it, catch up here.)  Knowing that a high First-Time Fix rate leads to greater customer satisfaction, higher renewal rates, and lower costs for your company encourages management teams to want to improve this Key Performance Indicator (KPI). And making those changes does not have to be difficult or costly. On the contrary, making this KPI a priority will increase profitability and can make your organization flow more smoothly.

Here are 5 keys to increasing your First-Time Fix Rate:

  • Triage
  • Training
  • Dynamic Scheduling
  • Parts Planning
  • Knowledge Tools

Call Triage:  This is where it all starts.  Your customer calls in with a problem. The team on the front line needs to have the right technology and systems in place so that when a call comes in they can screen the call, understand the issue, and understand what skills and which parts may be needed to resolve the issue. Some calls may be able to be resolved over the phone if you have given the Call Triage Center the technology and systems to evaluate the call properly then no dispatch is necessary, saving time and money for you and your customer. If this is not the case, knowing as much as possible up front will help in the decision making process for the next step – dispatching the correct Field Service Engineer (FSE) with the right skills and equipment to have the highest chance of fixing the problem the first time. Is there a FSE in the physical area? Does that technician have the skills and parts to repair the problem? If not how can the FSE get the needed parts? And how do you achieve this in the time frame you have promised to your customer?  Your call center needs to know who is available and what skill set and equipment they have to make the best decisions for both your customer and your field service organization.  By conducting upfront call triage, you can provide the FSEs with the information they need to know in order to resolve the issue right the first time. Having the right systems and technology will help facilitate this process.

Training:  While it may seem like an obvious thing, you must have highly trained and well qualified FSEs available for dispatch.  Make the investment in both hiring and training your existing team of FSEs.  The more skills they each possess, the greater chance that the one closest to your customer at the time needed will be able to make the First-Time Fix happen.   How do you make this happen? First, have consistent and periodic training. Second, training should take place both in the classroom and in the field. Third have continued skill assessment and evaluation, that is evaluate your technicians and see how well they perform, then go back and do more training in the areas needed. In summary train, let them do, evaluate, and train more.

Dynamic scheduling: This means using advanced technology to identify and assign the best technician who has the skills, is available, can get there in time frame promised to customer and has or can get the required parts. Again, it may seem obvious, but if the FSE does not have the right part to fix the problem then a second trip to the customer is a given.

Parts: Parts management must be a part of any profitable Field Service Strategy.  What are the most commonly needed parts for the most common issues your FSEs encounter? What are the parts that have the highest failure rate? How do you make decisions about what each FSE carries with them for every call? And what is the availability for the parts that are not included in those most common service requests?  All of these decisions impact your organization’s First-Time Fix rate.

The fifth aspect of creating a high First-Time Fix rate is enabling your technicians to be more efficient to troubleshoot while in the field. There are several ways to achieve this:

  1. Give FSEs access to mobility solutions to access knowledge bases while in the field.
  2. Provide access to a Telephone Technical Support center they can call while in the field.
  3. Implement collaboration tools that allows FSEs to use their mobile devices to query and collaborate with other technicians who may have faced the problem and know how to solve it.
  4. Rely on augmented reality technology so that your technician can learn in real time while in the field what they need to do to solve the problem.

Investing in people, technology and processes make a high First-Time Fix rate achievable. By utilizing time and resources to have a well-run Triage Center; Train and re-train technicians; use Dynamic Scheduling to make the process efficient; implement effective parts management; and giving your FSEs the tools to be successful while at your customer, your First-Time Fix Rate will enhance the profitability of your Field Service Organization.

Tell us what has worked for you?

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First-Time Fix Rate: The DNA of Field Service


First-Time Fix is one of the most frequently measured key performance indicators (KPI) used by Field Service Organizations (FSOs).   It is a very powerful metric to track.  This KPI measures the percentage of times field service engineers (FSEs) are dispatched to a customer site and have the skills and parts with them to resolve the issue on the first visit.  It is a powerful metric because it provides an indication of the FSO’s financial and operational health.  In this sense, it is like the DNA of field service.

Why is this so?  First, FTF is a measure of service quality and customer satisfaction.  Resolving an issue the first time demonstrates to the customer that they are dealing with a quality organization.  As a result, FSOs that deliver quality service will typically have higher customer satisfaction ratings than those that do not.   Second, FTF impacts revenue because customers are less likely to renew service contracts or purchase additional services if they are unhappy with the quality of service they are already receiving.

Third, FTF provides a measurement of field service productivity.  FSOs that experience high FTF are by definition more productive.  This is because they are able to resolve more service calls per day.   If FSEs are more productive, the FSO essentially can do more with less. In other words, the FSO does not have to hire as many new FSEs to handle additional work if service demand increases.   Assuming the additional work brings with it additional revenue, revenue per FSE also increases.   As this metric improves, so do gross margins and operating income.

Finally, companies with a high FTF experience lower operating costs than those with a low FTF. This is because if a call is not completed on the first visit, a second dispatch is required. Sometimes the call is not completed on the first visit due to lack of a spare part, in which case the FSE must travel to pick up the part or return when the part is delivered to the customer by courier.  In a recent survey conducted by our firm, we found that Best-in-Class companies experience an FTF rate of 98.3% compared to the industry average of 77.8%.   With service calls ranging in cost from $150 to $1,000 per event, the expenses for making repeat visits can be astronomical.  Assume, for example, an average cost per call of $150 and total service visits of 100, 000 per year.  If 22.2% of these calls are due to repeat visits then the FSO is incurring an additional $3.3M in expenses from its FTF of 77.8%.

There are of course a number of strategies and tactics an FSO can pursue to improve FTF.  First, FSOs can improve FSE skill sets through better training.   Second, they can perform better screening and diagnosis at the time of initial request so that when an FSE is dispatched he/she understands both the nature of the problem and the resources (i.e., skills, parts, etc.) needed to resolve the issue. Third, they can utilize intelligent scheduling to ensure the availability of both skilled FSEs and correct parts.   Fourth, they can provide FSEs with access to better knowledge and information in the field through knowledge tools or access to technical support personnel.

We’d love to learn about strategies your company has pursued to improve FTF.  Please share them with us in the comment section of this post.  If you need help building a business case to improve FTF contact us today for a free consultation.

Make Way for a New Marketing Power:

Service Marketing

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In this week’s blog post, I am sharing an article that first appeared in Field Service Digital on July 15, 2016.  The article was written by Derek Korte, editor at Field Service Digital and a senior editor at Original9 Media.  

Thanks to technologies like the IoT, and enticed by the promise of more revenue and a cozier relationship with customers, traditional manufacturers are now getting in on the service game. It’s a shift that not only blurs the lines between manufacturing and service, but also how companies market those products and services.

Sure, tried-and-true product marketing strategies are still relevant, but service marketing is a different beast entirely, says Michael Blumberg, president of the Blumberg Advisory Group. Below, he explains service marketing’s growing importance — and why it’s so hard to do well.

Is service marketing now more important than product marketing?

It’s not that product marketing is less important, it’s that service marketing is becoming more important. There are several reasons why: First, many companies have made it a strategic priority to build and grow their service businesses. Second, they recognize that services can be sold independently from products and, in some cases, in lieu of products. Third, they recognize that service marketing is different from product marketing and a different approach is need. Fourth, they understand they have to step up their marketing game if they are going to generate more service business.

So products might sell themselves, but that’s not necessarily true with services?

That’s true. You can sell a product by showing the customer the great things it can do because it has cool features, such as the IoT and augmented reality. On the other hand, service is intangible.

There is nothing you can show or demonstrate to the customer before they buy it. Just because a product has certain features, doesn’t necessarily mean that they will buy the service and support that comes with it. This is different sale all together.

How do you convince customers to invest in an unfamiliar service — especially if they don’t immediately know why they need it?

You have to focus on the economic value to the customers of having (or not having) the service available when they need. When you understand that, you can start selling services around that value proposition. Companies that struggle with service marketing can’t explain this benefit to the customer. Instead, they talk about service as an insurance contract. That’s a very general term. It doesn’t tell them anything about how the service will be provided, when it will be provided, or what outcomes it will produce.

What are the biggest differences companies should consider when marketing services, rather than products?

In a product sale, you sell the customers on the form, fit, and function of the product:. You basically sell them reality: what it does, how it works, its dimensions, etc. When selling services, you also have to sell customers on perception: the outcome or defined level of service they can expect. Bear in mind, you also have to sell reality, which is also known as the actual capability to serve, by describing or showing all resources that make it possible to deliver that level of service.

Is it fair to say service marketing is a lot harder — and a lot more work — than product marketing?

It’s a lot harder for a couple of reasons. First, service is an afterthought for many companies. They think that because the customer owns the product, they’ll buy the services, too. That’s often not the case.

Secondly, you can’t market a service like you would a product. Marketers talk about the four principles or Ps of marketing — product, place, promotion and price. But those principles are product-oriented. They don’t work with services marketing. Why? Services are intangible, and it’s hard to market something that’s intangible. To market services, companies need a new mix — the Seven Principles.

Are new technologies changing how companies market their services?

Service technologies like IoT, Big Data, and even field service software enable companies to collect and analyze very granular data about service events, product usage, failure rates, etc.

This information enables them to offer very tailored and customized solutions to their customers in terms of service coverage, response time, pricing levels, etc. The technology also helps companies be more precise about who they market to, when they market to them, and what they market.

Any standout companies that are doing this well?

Siemens, GE, and Philips are doing a pretty good job in marketing their service. They’ve made service marketing a priority because they understand services’ strategic value to their bottom line. They have carefully designed their service portfolios and pricing strategies to meet customer needs and requirements.

Their service marketing and sales people are adept at articulating the economic value of their services, and they are properly trained and incentivized to sell those services. They are effectively leveraging technology to find new market opportunities and exploit existing ones.

Are you interested in growing your service business? Check out my online training course where you will learn strategies, tactics, and insights for Successful Service Marketing ™. As a starter, I’ve put together a brief video that describes the course content. You can access it here.

Got a question? Click here to schedule a free consultation

The New Field Service Workforce

Images Outreach article

There has been a dramatic shift over the past 5 to 10 years in the way work is performed in the U.S. and Europe as more and more workers join the gig economy.  By definition, a gig economy is an environment where temporary positions are common and organizations contract with independent workers for short-term engagements.  In other words, people are increasingly taking on freelance work.

According to the US Bureau of Labor Statistics, 53 million Americans are currently working as freelancers.  By 2020, 50% of the American workforce will be engaged in freelance activity. Furthermore, a study published by the Freelancers Union and Elance O-Desk indicates that freelance work contributes $750 billion annually to the US economy.

The gig economy has played a significant role within the Field Service Industry.  It is driven by the trend of many companies to implement variable workforce (VWF) models. This is a business model in which a field service organization (FSO) relies on a contingent workforce to manage peaks and valleys in labor demand.  Earlier this year, Blumberg Advisory conducted an extensive research study to examine the impact of VWF models on the Field Service Industry. The study, sponsored by Field Nation, revealed  that 8 out of 10 FSOs have implemented VWF models to manage over one-half (53%) of their workforces.

One of the ways that FSOs implement the VWF model is through a Freelancer Management System (FMS).  This is an integrated software platform that includes functionality for Vendor Management System (VMS), Human Capital Management System (HCMS), Service Ticketing System, on-line recruitment tools, and reporting & analytics. Approximately two-thirds of survey respondents use this type of solution to manage their contingent labor pool of field technicians.

The single biggest benefit of using an FMS, as reported by 70% of survey respondents, is scalability.  In other words, the ability to scale the workforce up or down based on service demands.   A majority of respondents also perceive access to a vibrant marketplace of freelance technicians (61%), the flexibility that an FMS has in managing W2 and 1099 employees (56%), and lower cost of overhead (54%) that results from using an FMS, among the top benefits.  Just under half of the respondents (46%) viewed lower direct labor cost as a benefit of using an FMS platform.

In addition to these benefits, FMS platforms have a measurable impact on field service financial and operating performance.  Indeed, companies that use FMS platforms report having observed a 6% or more improvement in field service key performance indicators (KPIs) such as field service productivity (i.e., # of visits per day), labor utilization rates, SLA compliance, recurring revenue, and gross margins.

Obviously, the gig economy has had a positive impact on FSOs who rely on the VWF model and FMS platforms.  However, many opponents of the gig economy believe that freelancing models take advantage of workers and therefore are bad for individuals.  The facts point to the contrary. In 2015, Field Nation, a leading FMS platform provider to the field service industry, conducted a survey among freelance workers to understand their attitudes and perceptions of freelance work.  An overwhelming majority indicated that the freelance lifestyle is both a personnel choice (88%) and their primary source of income (73%).  Almost all the respondents were satisfied with the work they do (97%) and the career choice they had made (95%).

These findings suggest that the nature of work within the Field Service Industry has changed for good. The days of individual commitment to a single employer and vice versa are long gone.  Freelancing is not a passing fad within Field Service .  Furthermore, Freelancer Management System (FMS) platforms make it possible for FSOs to achieve positive, measurable results from implementing a Variable Workforce Model. Clearly, the gig economy is here to stay.

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To obtain a copy of our new ground breaking report on benchmarks and best practices in field service staffing click here.

Excellent Advice About Leadership

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In this week’s blog I am sharing an article written by Suzen Leen. She is Head of Marketing at Kap Computer Solutions Pvt. Ltd.,AP, a pioneer in BULK SMS Solutions.If you are interested in writing a guest post for my blog, please check out my Guest Posting Guidelines

Following your instincts when it comes to leadership is a good thing to do, but you also must continue to learn and know what a good leader does. It goes both ways, and this article will help you figure out what it takes for you to be the leader that is required. Not only will you improve as a leader, but you will help other people.

Make sure to engage people as a leader. You must learn how to motivate, involve, and excite others. Inspire them to engage their passions, strengths, skills, and creativity in the tasks at hand. Do what you can to acknowledge and appreciate each person’s contributions and efforts. You should make them all feel like they did something to move the project forward.

Effective leaders are inspiring. You need to develop the ability to inspire those who work under you, motivating them to work toward a common goal. You can use public speaking to achieve this, but there are also videos, blogs, articles and other methods to convey your uplifting message to your audience.

Good leaders know how to nurture growth in other people. Take the time to support other people. You can do this by learning their strengths, work styles, and passions. Try encouraging them to seek new possibilities and challenges. Remember that every person has the ability to expand the potential of the company.

As a leader, you must have confidence. This will, in turn, instill confidence in your team. If your team sees you doubt yourself, they will begin to doubt you too. Always act deliberately and do not waver, but do not be afraid to change your mind. A good leader is flexible.

One of the most important aspects of any leader is the ability to create a sense of trust among their employees. Employees who trust their supervisor are willing to do more to help the company succeed than those who do not trust their supervisors. Always be truthful when dealing with employees.

Be sure to finish everything you start or you risk losing the respect of the people that work under you. Even if something seems particularly difficult, you should give it your all and see it through to the end. No one will look at you the same if you turn into a quitter.

Be a communicator. Communication is a major aspect of what makes great leadership. If you can’t communicate your goals and vision, then what is there for your employees to follow at all? If you have a tendency to “loan wolf” at work, break out of that habit and begin communicating with your teams.

You should also use Bulk SMS Marketing for instant results, so that you can communicate with thousands of people with a single click https://kapsystem.com can provide you the best Bulk SMS Marketing, even you can also use our API to use it anywhere in any software.

Are you interested in growing your service business? Check out my online training course where you will learn strategies, tactics, and insights for Successful Service Marketing ™. As a starter, I’ve put together a brief video that describes the course content. You can access it here.

I’d love to hear your feedback or answer any questions you may have.

What Do Pokémon Go and Service Lifecycle Management Have in Common?


Augmented Reality (AR) became a physical reality earlier this month when Nintendo launched its Pokémon Go application. This is the first example of a consumer based, augmented reality application that can be downloaded free on any Android or iOS device.  According to Vox Examiner, “Pokémon Go is a game that uses your phone’s GPS and clock to detect where and when you are in the game and make Pokémon “appear” around you (on your phone screen) so you can go and catch them. As you move around, different and more types of Pokémon will appear depending on where you are and what time it is. The idea is to encourage you to travel around the real world to catch Pokémon in the game.”

Many analysts believed that consumer applications for AR would not hit the market until 2017.   Nintendo was ahead of schedule.  Pokémon is taking the world by storm and fueling the market for  AR applications, a market that Digi-Capital reports will reach $90 billion by 2020.  Goldman Sachs estimates that 60% of the AR market will be driven by consumer applications, with the remaining 40% of the market attributable to enterprise usage.

In case you have not been paying attending to technology trends, AR provides a live direct or indirect view of a physical, real-world environment and then augments (or supplements) this view with computer-generated sensory input such as sound, video, graphics or GPS data.  The technology functions by enhancing one’s current perception of reality.  AR improves  users’ experience by enabling them to interact and learn from whatever they are observing.

Prior to the launch of Pokémon Go, AR applications where limited to the enterprise market.  I saw an example of a real-world-use case for AR at PTC’s LiveWorx ’16 last month in Boston.  At this conference and exhibition, PTC provided a proof of concept of how AR can be utilized within the context of Service Lifecycle Management.  In conjunction with their customer FlowServe, a leading manufacturer of pump and valves for process industries, PTC demonstrated an integrated solution which provides users with a better experience when it comes to operating, maintaining, and managing centrifugal pumps.  Sensors on the pump identify when an anomaly is detected.  Using AR, a virtual representation of the machine is placed on top of the device to expose the root cause of the problem.  AR is then utilized to identify the exact steps that need to be taken to resolve the problem.

By implementing AR solutions, companies can expect to realize significant improvements in key performance indicators related to Service Lifecycle Management.  For example, AR can help equipment operators anticipate and/or avoid machine failures and thus increase equipment uptime.  AR can also facilitate repair processes, thereby reducing both repair time and downtime while improving first time fix.  In addition, AR can improve the learning curve of novice field technicians, enabling them to become more proficient in diagnosing and resolving problems.  Furthermore, the contextual knowledge that is made available through AR enables equipment owners to make smarter decisions about operating the equipment, which  in turn can help extend the equipment’s life.

These results are only possible if field service technicians embrace AR and actively utilize it.  How likely are technicians to embrace this technology? This of course is the big question on people’s mind.  One scenario is that AR adoption will be very high, so high that technicians will become dependent on it.  The implication is that technicians will lose their domain expertise and be unable to resolve problems without it.  This could pose a challenge if for some reason the AR interface is not working properly and the machine still has a problem that requires resolution.  This outcome can be avoided through ongoing education, training, and skill-assessment drills.

A more likely scenario is that adoption rates will occur gradually.  Although technicians may embrace the use of AR in consumer applications, they may have some resistance to using it in a technical environment.  This is because AR requires technicians to modify their workflow and perceptions of themselves as problem solvers.  Technicians have been conditioned to rely on their own experience, intuition, and “tribal knowledge” to solve problems.  AR changes that basic premise.  Technicians will have to remember to activate AR applications when they are in the field and rely on the information that is presented to them to complete the task at hand. They’ll also need to become proficient at analyzing and acting upon the information they observe.  These activities are not second nature and may take some getting used to for veteran technicians because it represents a different way of working and a challenge to their conventional way of thinking.  Companies that want to leverage the value of AR can overcome these challenges by managing technicians’ performance against key performance indicators (KPIs).  They can observe who on their team is using AR and evaluate the impact on performance. They can in turn incentivize and reward good performance as well as identify who needs more training and coaching on the use of AR.

Got a question? Click to schedule  a consultation.

3D Printing and The Digitization Of Field Service

3D Printing

This blog post has been reprinted with the permission of Field Technologies Online.

3D printing has received a great deal of attention by the media in recent months as this technology is rapidly being adopted in a broad array of market segments. Also known as additive layer manufacturing (ALM), 3D printing creates items using computer-aided design (CAD) and then builds them by adding thin layers of powder, melted plastic, aluminum, or other materials on top of each other. 3D printing requires fewer traditional raw materials and produces up to 90 percent less waste then traditional manufacturing. As a result, 3D printing is less costly. Furthermore, 3D printing enables companies to compress the supply chain and cycle time associated with bringing products to market.

The Role Of 3D Printing In Field Service
Indeed, 3D printing is a hot market. According to Canalys Research, the global market for 3D printers is estimated to reach $20.2 billion by 2019. This represents a sixfold increase from 2014 when the market was only $3.3 billion. Fueling this growth is the fact that 3D printers are becoming more affordable and mainstream. Given this trend, it is no wonder that the field service industry is quickly developing use cases for this technology. One example is Siemens, which uses 3D printing to make replacement parts for gas turbines. Rather than waiting weeks for an ordered spare part to arrive, Siemens can print the part and ship same day. As a result, Siemens has lowered repair time by 90 percent, which means less downtime per customer when it comes to gas turbines.

Another use case that has been proposed involves equipping service vans with 3D printers, permitting field engineers to print replacement parts on demand. This may not be practical or feasible. Many companies are moving toward variable workforce models and cutting back on company-owned vehicles. Even though 3D printing is faster than traditional manufacturing, it still requires a lot of time to print certain types of parts. This means that service calls would be extended, leading to longer customer downtime and lower productivity for the field service organization (FSO). 3D printing is also not a one-size-fits-all solution and can’t print complex parts. 3D printers vary according to the types of additive manufacturing methods employed, the types of materials utilized, and the size of the product manufactured. Unless all replacement parts have the same specifications, an FSO would need to install multiple printers in each van, which would add to the balance sheet and overhead expense structure of FSOs.

Despite these shortcomings, the concept of pushing the 3D printing closer to the customer and shortening the supply chain is very compelling. To capitalize on this idea, UPS has launched a full-scale, on-demand 3D printing manufacturing network. This network will leverage UPS’ existing global logistics network by embedding the On-Demand Production Platform and 3D Printing Factory from Fast Radius in 60 of UPS’ U.S.-based The UPS Store locations. UPS will also partner with SAP to build an end-to-end offering that marries SAP’s supply chain software with UPS’ on-demand manufacturing and global logistics network. This will simplify the production process from parts digitization and certification, order-to-manufacturing, and delivery. Now UPS’ customers can manufacture parts in the quantity they need, when they need them, and where they need them.

One of the most fascinating aspects of this solution is that instead of trying to force innovation (i.e., 3D printing) into our traditional way of thinking about spare parts management (i.e., in-house parts networks), UPS has turned service parts logistics into an on-demand economy business a la Uber. Under this model, the value for the FSO is not in the physical assets it manages (e.g., parts, 3D printers), but in the digital assets (e.g., designs, drawings, etc.) it owns. Eventually, developments in nanotechnology will enable 3D printing of all types of parts, even complex ones like microprocessors and capacitors. This creates the potential for FSOs to transform themselves into asset-light businesses. As a result they can deliver a better return on investment, lower profit volatility, greater flexibility, and higher scalability, things that weren’t possible a few years ago. UPS is of course an early entrant to the on-demand market for 3D printing. Look for more companies to offer similar solutions in the near future.

Have a question? Click to schedule a consultation.

Are you interested in growing your service business? Check out my online training course where you will learn strategies, tactics, and insights for Successful Service Marketing ™. As a starter, I’ve put together a brief video that describes the course content. You can access it here.