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Field Service

Themes in Automation and Empowerment

April 2 201

Sumair Dutta

~ Underwritten, in Part, by ~

This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research and

represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc.

and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.

April 2012

Field Service: Themes in Automation and

Empowerment

Aberdeen's service management research over the previous three years has

tracked and revealed major trends in the field service market, pertinent to

the back-office functions of scheduling, planning and workforce management,

and to the field- . based completion of service work by service technicians As

organizations look to unlock the puzzle to the perfect field service scenario,

featuring the 'right technician at the right time with the right tools and the

right customer,' they have invested heavily in improving the speed and

efficiency of information flow between the dispatch organization and the

field. More so, and especially particular to - -the Best in Class field service

performers, there has been an increased investment in understanding field

service demand and developing an appropriate response in terms of the

quantity and quality of resources. As a result, these leading service

organizations have seen significant improvements across the board, from

productivity and response times, to customer satisfaction and profitability.

This document will touch upon some of the major trends tracked in field

service over the previous service management three years of Aberdeen's

research and l how leading service organizations are responding to will revea

and incorporating these trends into their business operations.

Field Study

For service organizations, the field continues to be a major proving ground

in the quest for improved customer satisfaction, higher customer retention

and increased profitability. In Aberdeen's State of Service Management:

Forecast for 2012 r 50esearch (January 2012), % of organizations reported

that field service was a major area of investment in 2012. While these

organizations indicated their intentions to increase their field workforce by

approximately 3.1% in 2012, most of the investment is aimed at

improvements in processes and technology in order to empower the field

workforce. The mission of empowerment has been one embraced by the

Best- -in Class over the previous three years (and more) of field service

research, especially as these organizations look to lock in an enhanced

connection between the back-office and the field in order to improve

productivity, customer satisfaction and service revenue.

Analyst Insight

Aberdeen’s Insights provide the

analyst perspective of the

research as drawn from an

aggregated view of the research

surveys, interviews, and

data analysis

Field Service: Themes in Automation and Empowerment

Page 2

www.aberdeen.com Fax: 617 723 7897

Figure 1: Field Service Goals for 2012

32%

49%

54%

59%

0% 20% 40% 60%

Cut cost

Increase revenue

Increase productivity and utilization

Improve customer satisfaction

Percentage of Respondents, n=220

Source: Aberdeen Group, January 2012

Empowerment isn't just tied to the provision of a mobile handheld to field

technicians, but necessitates:

• The provision of the right information (work order, knowledge) to

the service workforce

• The provision of the necessary tools and expertise to act on

available information

• The removal of unnecessary and burdensome administrative

processes that aren't necessary in the delivery of field service

This level of empowerment requires change in the entire field service

enterprise, ranging from service leadership, field service dispatchers and all

the way out to field service technicians. Along the lines of these changes,

Aberdeen's research has tracked the themes highlighted in the sections to

follow.

In the Enterprise

Focus on Forecasting and Planning

To augment the performance advantages offered by excellent day- -to day

execution, leading service organizations are relying on longer term

forecasting and planning to ensure they have appropriate resources to meet

service demand. Eighty percent (80%) of , compared to leading organizations

57% of all others, give senior service leadership the responsibility to

forecast future demand and develop resource plans. With a better view of

future demand, the organization can make strategic decisions around

workforce hiring, workforce allocation, parts stocking locations, and partner

associations, to ensure the highest levels of service are delivered whether in

peak or off-peak demand situations. In 2011 field service research, only 56%

Product specificaties

Merk:	Honeywell
Categorie:	Overige computer accessoire
Model:	Dolphin 7800 Charge Base
Kleur van het product:	Zwart
Materiaal behuizing:	Kunststof
LED-indicatoren:	Power, Status
Connectiviteitstechnologie:	Docking
Ethernet LAN:	Nee
Meegeleverde kabels:	AC
Geïntegreerde geheugenkaartlezer:	Nee
Inclusief AC-adapter:	Ja
Microfoon, line-in ingang:	Nee
Compatibiliteit:	Dolphin 7800, 7800 EDA, 7800hc
Afstandsbediening inbegrepen:	Nee
AC-ingangsspanning:	110 V
AC-ingangsfrequentie:	60 Hz