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Summary
Field service agents by far bring the most significant voice of end users. A recent study by Aberdeen Research Group (2012) states that 65% of service requests require a field visit or dispatch. Often these field visits are conducted by small service businesses, typically with less than 5 employees, who provide superior service in a niche market. At that size, it is prohibitively complex for SMBs to own technology solutions to manage crucial lead management, opportunity management, order management and fulfillment business processes. With continuing cloud computing innovation, there is an increasing opportunity for Field Service Hubs to assist SMB service providers to manage these processes and enable them to focus on what they do best delivering superior customer service. In fact, Gartner (2012) outlines their belief that cloud computing is one of the key factors that could allow field service organizations to enhance customer intimacy.
Typical Field Service SMB: In order to understand the ideal structure of a Field Service Hub, we need to understand the goals, core business processes and characteristics of field service SMBs they are supporting. The figure to the right captures the high level view of a typical field service SMB its characteristics, business processes, capabilities and goals.
INTRODUCTION
Foundational issues with meeting the sophisticated requirements of managing a world class field service organization include having deep territory understanding, knowledge management and competitive pricing. In order to overcome these challenges while delivering superior customer service on a national scale, the need for technology investments is evident. The question is, would total cost of ownership of end-to-end technology be justifiable for an SMB? If not, what are the alternatives? There seems to be an emerging solution. Let us call it a Field Service Hub. A proven test case for this opportunity to establish a field service hub is Uber. A recent Wired Magazine1 article provided an overview of Uber (www.uber. com) who recognized an opportunity to connect a geographically diverse customer base willing to pay premium prices for private limousine services with limousine owner operators in a growing list of cities around the world. At the time of the article (July 2012), Uber connected people with drivers in 9 cities. In less than one year that number has increased to almost 30 cities in the US, Canada, Europe and Asia. In this case the client receives superior limousine service with the confidence and convenience of purchasing from an internationally recognized brand. At the same time the limousine operator benefits from increased utilization rates without the need to invest in lead generating activities or lead management processes. The following diagram shows the role a Field Service Hub plays in connecting clients with field service organizations.
Tsotsis, Alexia, Calling all Cars. Wired July 2012, page 82
An example of an existing vendor who could leverage a Field Service Hub to add complementary services is U-Haul. A field service hub could potentially enable U-Haul to leverage local moving services SMBs to provide packaging, loading and unpacking to complement its core truck rental business.
Field Service Hubs can be leveraged to create standalone businesses (like Uber), or they can provide an opportunity for existing vendors to expand service offerings or provide complementary services for core businesses.
A hub could provide a single repository of the capabilities of many field service organizations, enabling cross-selling services from complementary local solutions. The ability to leverage field service SMBs enables vendors to flex capacity to meet seasonal demand fluctuations or expand service territories without the heavy fixed cost of creating a local field service organization.
While Uber and U-Haul are not typical field service organizations, their success as a hub depends on overcoming the key challenges of getting the right service agent to the right place at the right time.
Appointment Booking
Creating appointments between field service representatives and the client can become a frustrating game of telephone tag
Managing a field service hub on a national basis can give the appearance of not having deep local knowledge
WebSource CPQ
Product Modeling Product Catalogue Configuration Price & Quote Order Management Order Execution Approvals
CallidusCloud CPQ
Product Catalogue Configuration Price & Quote Order Management Order Documentation Approvals Guided Selling
Chameleon CPQ
Product Modeling Product Catalogue Configuration Price & Quote Order Documentation
Apttus CPQ
Product Catalogue Configuration Price & Quote Order Management Order Documentation Approvals Guided Selling e-Signature
Through structured Frameworks and specific domain knowledge, and with the innovation in mobility, big data and cloud computing, all the challenges mentioned above can be resolved with a pragmatic roadmap and thorough business architecture definition.
One such framework used by the authors to evaluate investment opportunities is the value and constraint index. An organizations key business goals are weighted to show relative value. For example a field service organizations key goals may focus on utilization, customer satisfaction or order errors. At the same time each organization has constraints limiting its ability to implement one or more investment opportunity (cost, expertise, organizational capacity to adopt change). Investment opportunities can be prioritized by value ratio, the weighted values of benefits divided by the weighted value of constraints for leading investment opportunities. A sample value ratio analysis is shown below. In this case the two most valuable investment opportunities available to the field service hub are managing its supply of field service SMBs (fleet / inventory) and providing a centralized repository of customer information.
Infogain has rich and relevant experience enabling businesses to create competitive advantage by offering superior field service processes through cloudbased solutions.
Customer
Leading home design solution
Business Issue
Ability to dispatch design consultants and installation professionals to client homes in more than 300 cities across North America Unacceptably slow order fulfillment
Solution
Salesforce Service Cloud based field service dispatch solution based
Benefits
Enhanced lead processing efficiency / reduced paperwork
Salesforce Service Cloud middleware integration to corporate middleware. Partner Resource Management and lead to fulfillment workflow
Real time access to account, product and field service provider information Enhanced sales and business visibility / predictability and reduced inventory cost
Network access Lack of partner solutions for mobile management limenterprises ited sales visibility
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Solution archiecture and business process expert for enterprise software products and implentations. Client list includes AT&T Wireless, Vodafone, Telstra, HP and Best Buy.
Reference material:
1. 2. 3. 4. Sumair Dutta and Aly Pinder Jr., Field Service 2012, Aberdeen Group, February 2012 William McNeill, Michael Maoz and Gordon Van Huizen, Magic Quadrant for Field Service Management. Gartner, Inc., October 17, 2012 Stephen Mann, Doug Washburn and Miroslaw Lisserman, Market Overview: SaaS IT Service Management Tools. Forrester Research, February 21, 2013 Make Field Service Best Practices Even Better by Leveraging Mobile Technology. FieldWorker, 2011
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