Resource Type: White Paper
Published by: NetMotion Wireless
Title: Service Mobility: The right technology for the right tech
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Written by Aberdeen’s Aly Pinder, this white paper highlights the key trends in field service driving further interest in and adoption of mobility. This report will also take a look at what capabilities are necessary to successfully deploy mobile tools.
Topics within the white paper include:
1. Mobile still has a strategic place in service
Many firms have identified the field service team as a channel to not only deliver service but also interact with the customer. The importance of the technician to the success of the organization has led to the search for weays to equip them with the right tools. These tools must help these valued resources excel at their jobs while also providing invaluable insight to the rest of the organisation.
2. Mobility must keep service ahead of customer expectations
Will customers ever ask for service to devolve or become slower? Customers will always want more for their dollars, sometimes even if they are not actually paying for their service. In regards to field service, the top pressure facing service organisations that is leading them to focus on mobility is the customer demand for faster service.
3. Mobility is more than a device
Much of the buzz around mobility and deploying new technology is around flashy new devices that have ever more processing speed. But inherent to this buzz is the fact that any technology will eventually become obsolete. The true value in mobile tools is the ability for this technology to provide insight and intelligence to workers in real time.
4. From paper to productivity
The goal of improved service for the customer starts with some key leading indicators: worker utilisation and worker happiness. Leaders outperform Followers in many key metrics, not least of which is the proof that exceptional field service aided through mobile devices works (see renewal of service contracts with customers.) Happy and productive employees will go that extra mile to not only do their jobs, but even more importantly, word hard to positively overwhelm the customer.
5. Successfully deploy the value of mobility
Heightened performance in KPI is not a by-product of plugging in mobile technology alone. Top performing organisations implement strategic internal capabilities to ensure that a mobile strategy is maximised by the field to resolve customer issues efficiently.
6. Excel at making mobility key to service excellence
In order for mobility to avoid the buzzword wasteland, organisations need to see a direct impact on what matters to the top and bottom line, profitability. The key link to profitability is delivering the level of service that customers are willing to pay for. This valuable service is not the historical view of service, which was reactive, now service must go above and beyond.
To reach this level of success service firms should follow a few best practices implemented by industry leaders:
- CSOs drive service initiatives in mobile strategy. The chief service officer within an organisation must ensure that a mobile strategy isn’t just a product spend from IT. There must be a clear strategy that understands the ramifications and opportunity of real-time insight into technicians, customers, products, vehicles and equipment. A senior leader also will understand that all things even mobility, must come back to the customer and in turn profitability.
- Build buy in from the front line. A strategy is only as good as the workers that embrace it. Many initiatives have failed as a result of not gaining buy-in from the stakeholders , who ultimately have to use the tools being implemented. Therefore it is integral that service organisations work with front-line employees in regard to the identification, selection and deployment of any mobile technology. If the technician is involved in building the mobile strategy, they are more likely to work to maximize the value of technology for the organisation.
- Make data a source of insight for learning, training, and improvement. Data stored in a knowledge base at headquarters is a waste of time money and effort. Top performing firms empower their organisation to enhance products and service through the data captured in the field. Customers might let you get away with failure once, but they expect the service organisation to continuously improve. In order to improve, the entire team needs to be tied into service excellence.