Field Service 2012 Preliminary Agenda

Service Revenue And Growth Opportunities

1 Panel Session: Maximizing Growth In Service Identifying opportunities for vertical integration into your customers processes Where else can you drive revenue Establishing a separate group out of service to manage activity and opportunities along your customers production supply chain Introducing value added bundles, new contracting, new aftermarket services products to extend the aftermarket business without relying on the core business Incorporating a training/certification programs to differentiate your service organization

2 Growing Service In Emerging And Frontier Markets Effectively attracting and putting leadership in place while scaling businesses How do you get the right controls, the right systems and the right people that will run the systems and processes consistent to the risk of doing business in that region How do you build up a network and invest in an infrastructure to take on your SLA’s and satisfaction scores Understanding your local markets and how you can get to a percentage of localization

3 Driving Profitability In A Challenging Macro-Environment: Moving From A Products To A Services Company Alleviating stakeholder and customer concern that you’ re not just a product company level anymore Developing a targeted brand campaign that ties products and services together Educating internal team members in what the company culture means and how you’re driving that throughout the organization Focusing on local customer needs and upsell opportunities for customers such as Including services tied to the box , application development, matching base offerings from a field services perspective, warranty fulfillment Analyzing each service and product in terms of cost and service levels for customers Providing support on multi-vendor product

4 Panel Session: Shifting From Systems To After Sales Support/Engineering Focus To Drive Incremental Revenue How can you effectively transition from service as a cost center to a profit center in terms of after sales markets? How do you maintain the channel partner model? How would this model work in an after sales situation? As customers are used to doing systems sales and don’t spend as much time on service/support Will you potentially undermine the systems sales network if you are active in after sales support?

5 The New Service Model: Changing The Nature Of How Services Are Delivered, Sold And Deployed Through Intelligent Service Offerings Opening up a new set of offerings that you can continually commission Going beyond simply remote diagnostics Reducing truck rolls Time reverse/repair Optimizing assets Obtaining client insights to add value to your service offerings for the future Facing barriers to success in rolling out an intelligent services platform Gathering analytics and measuring your performance Integrating intelligent dispatch remotely Investing in R&D Changing the cost to deliver services and demonstrating proof of value to your customers year-round Creating opportunities for your customers including budget planning Removing costs and delivering value and margin to your customers

6 Developing Sales Strategies To Nurture Existing Customer Relationships And Generate New Business Determine whether your service sales methodology is based on the “hunter” or the “farmer” Consistently monitor customer perception and engagement with respect to your sales reps to unearth additional opportunities Educate the sales organization on the business value proposition of support Define what constitutes productivity vis-à-vis the sales organization Establish effective compensation models to enhance sales force output

7 The Service Lifecycle: The Importance Of Service In Your Company’s Overall Growth Strategy Exploring growth cycles at they relate to generating a strong support organization for your business Evaluating where you are in the lifecycle of service as it relates to growth Determining the overall long-terms goals of your service organization to sustain overall growth for your company

Leadership Development And Training

8 Improving Your Business Processes And Tools To Optimize Training And Leadership Development Developing and identifying basic leadership characteristics that fit your service model Identifying what incorporates strong leadership Developing a skill analytics model and accelerator for first and second line support functions Developing tools to constructively communicate, motivate and criticize Exploring industry standards for safety and effectively motivating to ensure those standards are met Executing business and service case scenario testing Growing general manager expertise at senior-level responsibilities within support

9 Developing Service Leadership With Your Third-Party Partners Collaborating with your third parties on effective partner management and ensuring that corporate guidelines are met in partnership agreements Ensuring their recruitment, retention, development, performance management and high-potentials meet your service organizations standards Maximizing growth and marketing – how do you ensure they’re focused on creating new market potential, creating optimal performance agreements

10 Setting The Right Vision For Your Organization Through Optimal Leadership Development How do you find and develop the best possible people for your services organization? How do you attract and retain this group of people? What is the long-term thinking around training and leadership development to drive improvements to processes internally?

11 Training For The Future: Developing The Optimal Field Service Workforce What competency building techniques are you investing in, at the lowest costs and obtaining the greatest return? How has your training program changed over the last year? How can you keep employees engaged with your business considering they are out in the field? How can you keep employees connected? What programs are you leveraging (video training, blackberry support, etc.) How can training optimize business results? Are there any out of the box training techniques you’ve used (looking beyond computer based training) or implemented?

12 Panel Session: Addressing HR, Aging Workforce & Recruitment Concerns Discuss the issues associated with an aging workforce to forecast gaps in service delivery Best practices to attract new field service engineers Anticipate the potential knowledge gap as workers retire and align technology to capture current data Shoring up training: Reducing the time it takes for a service engineer to be proficient Define and communicate the necessary attributes of field service reps to improve recruitment strategies

Remote Diagnostics/Proactive Service

13 Reducing The Number Of Onsite Visits Through Remote Problem Resolution Effectively scheduling and balancing your install base and sales forecast for services Balancing these projects with a limited resource pool Helping customers help themselves with self-diagnosis to alleviate troubleshooting Optimizing first-tier and technical assistance center support Ensuring faster fixes and reducing cost per product for your customers Continually monitoring and pushing updates to your devices to be more preventative with maintenance

14 Maximizing The Control And Management Of Your Customers Assets Through Proactive And Performance Based Services Understanding your current product line and how you do the algorithms How do you use these resources to provide better service Identifying what kind of warning signs and triggers you need to be aware of for products out of range Training your technicians on more consultative practices for proactive and performance based services Utilizing self-service and customer portals to allow customers access to services and customer information

15 Panel Session: Introducing The Concept And Value Of Remote And Other Value-Add Services To Your Customers Breaking it down into parts/segments Connection – firewall, issues with customers and what are the work-arounds? What are safe solutions? Diagnostic – getting more machine specific Condition-based monitoring and demonstrating the ability to flag someone to call the customer. Where do you store the data that you’re monitoring? Becoming a trusted advisor to your customers Identifying the services you can provide to help your customers run their businesses more efficiently Examining growth areas such as asset management, fleet management, disaster recovery, optimization services and managed services Ensuring you have the in-house expertise to move into these potential growth areas Focusing on workflow, process flow and systems in terms of new skill set development to commercialize your offerings Building credibility in these areas Testing and piloting commercialization programs

16 Effectively Transitioning To A Proactive And Preventative Service Organization By Improving Your Remote Diagnostics Exploring connectivity to your customers, how can you best reach them Effectively analyzing how the product is behaving Ensuring you have the right person there with the right part at the right time Tackling the challenges of building serviceability to the product design to ensure the health and capabilities of newer product designs Increasing your focus on alignment by using systems and metrics to evaluate the desired performance cascaded throughout your organization Utilizing monitoring tools with very key metrics you can understand and to determine if the desired result is being achieve

Knowledge Management

17 Panel Session: Effective Document And Knowledgebase Management For Enhanced Product Support Defining what knowledge management will feed into (i.e. CRM, ERP, tech support, etc) Dedicating a team to manage and segment both the customer and product information Understanding what you have deployed and installed in the field Increasing and improving the search and filter capabilities throughout the database Analyzing data to get from solution to symptoms on failures and error codes Continually building the knowledge base as products and customer environments become more complex

18 Optimizing Employee Engagement: Creating A Different Experience And Sense Of Identity For Your Employees Training employees on key factors such as the capability of the frontline supervisor Drawing correlations between customer satisfaction with employee engagement How to effectively get your technical support staff to wear a sales hat and mentality Looking at compensation programs and ways to save money to reallocate and reward

19 Panel Session: Creating An Effective Knowledge Library Identifying how knowledge will be fed into your organization (i.e. customer support, technical support) Effectively putting data into your system Developing a team for continual monitoring Incorporating and constructing failure scenarios, solution sets, service bulletins, etc. Incorporating tools and strategies to improve the speed to which you’re helping your field force find solution Improving the accessibility and retrieval of your knowledge base to the entire organization. Utilizing tools to secure the intellectual property and data into back-office systems i.e. service manuala, service bulletins, safety notices, and field engineer chat Continually and effectively escalating problems to your wiki site or knowledgebase to ensure you’re reducing the number of touches from your field force

20 Optimizing Knowledge Management Processes And Skill Development Evaluating past strategies in building consistency of service managers Developing internal training programs and providing a closed-loop for feedback and improvement Developing a knowledge repository to structure familiarities in your talent pool Supporting your organizational vision and strategic objectives pertaining to business process performance and innovation Defining and sustaining a strategic approach to organizing succession planning and knowledge retention practices

Mobility

21 Panel Session: PDA vs. Laptop vs. Tablet – What’s Works Best And Why Which mobile hardware is best suited for your field force? Speed to load, screen size, application support, etc Demonstrating success in having a combination of devices? How did you decide which division gets which product and why Comparing Apple and Microsoft 8 for adoption into your platform Exploring the market for alternative form factors and lower cost devices Understanding that its about getting the right information to the right person at the right time

22 Improving The Customer Service Competency Of Your Technicians Through GPS & Mobile Applications Understanding your current cost structure and focusing which areas of support to begin improving Exploring GPS and mobile tracking application support to further improve cost savings Wrapping continuous improvement and black belt processes around your application development and execution Replace existing automation systems through middleware development to improve retrieval of field data and support with updates in real-time Understanding throughout the process that it is key to develop business applications that are no different from what your consumers are seeing. Integrating the new service improvements and lean processes into other are to track and monitor your success and further developments

23 Streamlining Mobile Resources Management Implementing driver safety programs and GPS integration Obtaining real time behavior change to driving the vehicles Evaluating cloud computing and networking solutions to eliminate paper based processes Gaining access to data that your mobile workforce vitally needs to function i.e. automated time sheets, directions, geo-stamping and inventory Evaluating tools such as HTML 5 to allow for creativity into your mobile platform

24 Optimizing Workflow Management Through GPS Integration And Dynamic Dispatch Calculating your ROI for automation and mobility equipment investments Determining which metrics will improve field savings including productivity, drops per day, customer experience, on-time arrival and the ability to offer same day service calls Enhancing real-time communications for dynamic dispatch providing measurable operational and competitive benefits Integrating business processes into a knowledge base for continued field improvement

25 Panel Session: Navigating The Mobile Technology Landscape To Stay Up-To-Date And Increase The Productivity Of Your Workforce Why is it difficult for companies to stay up-to-date with technology in terms of workforce mobility? Where does the pressure come from to stay up-to-date with mobile technologies? Understanding the volatility of the device market, should you continue to expect investment in software systems to operate on multiple devices? Given the rapid adoption and change in mobile technologies, how are field operations different today versus in the past for both technicians and sales? How can you obtain an ROI and get productivity improvements given the rapid pace of change in terms of mobile app and solution development? Is it easier to get technology at the consumer level than at the business level? Are there things that you can apply to the mobile arena that maybe were learned back in the days of rapid internet adoption?

Service Systems / Technology Integration

26 Integrating CRM And Knowledge Management To Enhance And Unify The Customer Experience Setting primary goals for customization and a more flexible user experience based on your customers’ support preferences (i.e. web assistance, integrated help desks, self-service contracts Effectively integrating and pushing the knowledge base and diagnostics to your front line Developing strategies to get feedback through KPI’s and performance metrics Taking that information and having it drive your innovation and repair stream Setting forth is a tool to ensure the desired outcomes in customer satisfaction and performance and being met

27 Panel Session: Streamlining Your Back Office Integration – Optimizing Time and Labor Management How do you improve things like collecting/tracking time for overtime and what should you be accumulating for additional benefits Standardizing processes for the handling of time sheets, and invoicing of labor tickets Exploring solutions

28 Panel Session: Streamlining Your Back Office Integration – Optimizing Time and Labor Management How do you improve things like collecting/tracking time for overtime and what should you be accumulating for additional benefits Standardizing processes for the handling of time sheets, and invoicing of labor tickets Exploring solutions for time and labor management

29 Best Practices In Implementing A New ERP System Understand the vast amount of enterprise resource technology that’s out there Determine your resource capabilities with respect to rolling out a new service ERP system Evaluate changing objectives with existing platforms and tools Review business outcomes based on ERP implementation to gain new efficiencies

Optimized Customer Satisfaction & Service Delivery

30 Optimizing Self-Service: Making It Easier For Your Customers To Do Business With You Understanding how to simplify and prioritize the process to avoid setback and overburdening your team Utilizing customer facing portals to track and log on work status Exploring mobility applications that give your customers access to a variety of tools sets (i.e. dispatch parts, access to knowledge base) Creating the ability to self diagnose and self dispatch parts to your customers and channel partners Enhancing your self service portals on a global level Maximizing online diagnosis capabilities to cut cost and free up field resources and personnel

31 Panel Session: Exploring Social Media And The Cloud In Service What is your organization doing to support social media and networking tools for support? How are you addressing customers/technicians with introducing this into offerings or standard daily labor Organizing a team and a set of tools that allows your organization to capture things bubbling up Monitoring the services of third-party providers and the explanations for issues with work completed Effectively managing all the non-structured data that’s collected over a period of time Exploring the benefits to you and your customer of cloud computing, fixing problems such as deepening customer engagement, collaborating with suppliers and partners to help solve problems quickly

32 Social Media Within The Service Environment: Complimentary Or Risky? Can social media be used in a service environment successfully? Is it applicable in this environment? How can you utilize social media technologies assist to enhance communication internally? How can social media programs assist in motivating your employees? How can social media help to keep employees informed about company goals and initiatives? Is it too risky a tactic in terms of privacy and security?

33 Realizing Outsourcing Benefits By Building An Integrated Network Of Collaborative Third Party Service Providers Operational cost savings, insights and expertise third party service providers can add to your service and support operation Balancing service, cost, capacity and risk factors against your service needs to select the right third party service provider at all times Developing shared performance metrics and incentive alignment reflecting your joint business goals

34 Panel Session: Measuring Your Effectiveness With Your Customers With Sophisticated Measurement Tools What tools do you use to measure customer satisfaction? How can you avoid obtaining misleading results? What metrics do you use for different areas of your service business? What sustaining system do you have in place to monitor customer satisfaction? How do you trust the data? Do you have concerns about the integrity of that information, and if so, why? Do you have any regional or cultural issues that could impact the integrity of the data?

35 Continually Improving Your Business Processes Post-Implementation Of Lean Six Sigma Taking advantage of the opportunity to achieve excellence in service operations Removing the waste within your service organizations Evaluating leaders in service from sales or manufacturing Generating advantages in terms of customer satisfaction, cost and speed Understanding the enormity of the impact to service organizations through adoption of lean six sigma principles

36 Evaluating The Differences Between Consumer Based Businesses And Industrial Service: Key Learnings To Maximize Customer Value Removing the competitive nature of service provider and service customers to increase profit Evaluating the value provided by the industrial and consumer industries to move beyond complimentary service into becoming a revenue generator Distinguishing between separate challenges in both industries and identifying resolutions

Workforce Management & Productivity

37 Streamlining Your Field Parts Management Experience Understanding how close your depots and stocking locations are to your customer segments Continually monitoring availability, tracking and quoting Developing a parts catalog online that includes visuals and basic services online Enabling your field engineers and service managers with more knowledge including real-time parts availability

38 Planning Services Capacity Effectively: Taking Uncertainty Out Of Your Technicians Schedule Determining how far in advance you’ll be planning for services based on the current needs of your service organization Identifying when to source labor, set pricing, vacations (local level) Tackling the challenges of today planning Who should take what jobs Where do they need to be and what skills are needed Right-sizing the compensation and cost of your future service personnel Migrating your customers from a break/fix mindset to a preventative one

39 Panel Session: Managing The Challenges Of Supporting Alternate Materials Vs. OEM Materials Utilizing mentorship opportunities to bring technicians up to speed and overcome scheduling conflicts with limited time Adjusting to the learning curve involved with new product guidelines Providing advanced troubleshooting training for field supervisor and management Exploring best-in-class reporting strategies for efficient and easily accessible data warehousing and failure reporting Creating fluency with product developments, upgrade kits, and customer care packages Building milestones to benchmark success in your development strategy Outlining your service culture to reflect current customer and business need Empowering your frontline with the appropriate tools to guide customer decisions

40 Aligning The Size Of Your Workforce To Meet Current And Future Demand Determine what the market will bear with respect to your workforce Examine how you are currently measuring the productivity of your workforce to make appropriate workforce adjustments Forecast service requirements throughout recovery to proactively manage the number of service reps needed Discuss how to protect your human capital and position yourself for growth without sacrificing profitability

Continuous Improvement/ Change Management

41) Seamlessly Integrating Service During Mergers And Acquisitions Evaluating past strategies in building consistency with each organizations service managers Developing internal training programs to standardize processes for the merged organization Integrating the systems to effectively manage the business and reworking the metrics Assessing skill levels of the combined workforce and ensuring that each person is assigned to a position that works for him/her as well as the organization Identifying leaders in each organization and ensuring that they are in growth positions in the merged organization Ensuring that knowledge management systems are in place to support the newly structured workforce as well as provide value to the organization

42 Panel Session: Developing Accurate And Actionable KPIs As Your Business Becomes Commercialized What are you currently using as KPIs for your business (lead time between failures, attach rates, renewal rates, length of time to fix problems on an on-site call)? What new metrics are you examining as you have more service offerings (utilization and realization in terms of billable time, conversion rates, etc.) What are the standard KPIs for other types of service offerings (i.e. asset management, etc)

43 Business Critical Change Management: Continuous Improvement To Increase The Efficiency Of Your Service Organization Embracing a culture shift to become more automated within the service organization Using change management as a tool to drive productivity and profitability Running service as a business as opposed to a cost center Dedicating resources to change management implementation for communication and understanding across your businesses and regions Sustaining continuous improvement throughout your organization Determining the appropriate processes to handle the complexity of the businesses that are supported by your company

44 Creating A Change Management Plan To Effectively Execute New Processes Within Your Organization Selecting a solution that is tried and proven Considering the execution of that solution within your company Putting together a realistic project plan and including the appropriate stakeholders within the plan Rolling projects out to your field reps and making sure you have resources in place to support that solution or project

45 Increasing Flexibility And Customer Value Through Maintaining A “Continuous Improvement Culture” Within Your Organization Driving continuous improvement via reviewing and improving processes Managing difficult customer situations Adjusting and driving improvements to handle new and existing competitors Encouraging a culture that drives continuous improvement rather than being bound by certain processes Driving improvement from governance, structure and having the appropriate follow-through Sharing it broadly across the organization Becoming a more nimble organization through the elimination of systemic internal problems

Call Center/Technical Assistance Center Support

46 International Call Center Solutions To Expand Your Back Office Capacity And Increase Value To Your Customers Having multiple call centers that share a platform that allows routing from one location to another Driving value through your service organization via 24/7 coverage in contact centers Supporting your field engineer staff Examining technology solutions to assist expanding these capabilities and provide flexibility for your organization Prioritizing these projects internally to get buy-in from leaders within your organization

47 Panel Session: Streamlining Your Global Support & Call Centers Evaluate current technology utilization in light of broader business objectives Examine new opportunities for systems integration based on shifting corporate priorities and expectations of the service business Determine the impact of new technology on how data is shared and how service is provided Leverage new data to uncover new service initiatives and efficiencies

Data Management

48 The Next Frontier In Data Management: Using Business Analytics To Increase Business Intelligence And To Gain A Powerful Competitive Advantage Appropriately actioning the data you receive in terms of customer satisfaction Identifying opportunities, becoming proactive Using transactional data from your customers effectively Developing business insights based on an analysis of the data Putting data into a platform where leadership can take action upon it across the organization Keeping the quality of your products high through enhanced business intelligence Creating business development opportunities for service Gaining customer insights for obsolete products to develop a more competitive service offering Helping your customers gain efficiencies with visibility into their problem set Showing your customers value from your offerings that may not be initially visible

49 Optimal Data Management: Gathering The Tools To Support Your Service Organization Examining your communication platforms for your service engineers to learn about products Ensuring you have knowledge-sharing platforms in place for your service organization Gaining the tools to capture field knowledge and share it with corporate teams with the service organization Capturing reports and communicating data back across departments Obtaining an access database to stay up-to-date with data management Streamlining the problem/resolution process

50 Panel Session: Cleaning Up Your Data Analytics And Management To Improve Trending And Repair Operations Understanding that you need to fix the process before you can automate Adding a diagnostic tool to create enhanced visibility Developing a strategy for analysis and leveraging key metrics from your support activities Ensuring that your knowledge sharing is standardized and consistent in all geographies

51 Panel Session: Taking The Complexity Out Of Data Management - Translating Effective Decision Making Appropriately actioning the data you receive in terms of customer satisfaction Identifying opportunities, becoming proactive Using transactional data from your customers effectively Developing business insights based on an analysis of the data Putting data into a platform where leadership can take action upon it across the organization Keeping the quality of your products high through enhanced business intelligence Creating business development opportunities for service Gaining customer insights for obsolete products to develop a more competitive service offering Helping your customers gain efficiencies with visibility into their problem set

About Worldwide Business Research (WBR)

About Worldwide Business Research (WBR) Field Service Interactive is organized by WBR. Worldwide Business Research is the world's biggest large-scale conference company and part of the PLS group, one of the world's leading providers of strategic business intelligence with 16 offices worldwide. Our conference divisions consistently out-perform their industry sector competitors on the quality of the events we produce and the relationships we nurture with both delegates and sponsors.