Field service automation systems can provide a big payback--improved efficiency for field technicians, less overtime, elimination of paperwork and error-prone manual data entry, faster response times, a shortened billing cycle, and in the end, happier customers.
But finding the right software provider in the fragmented field service market can be a challenge. Few software vendors are more than five years old, and most cater to distinct vertical markets (e.g., HVAC, public utilities, building maintenance, high-tech), making evaluations more difficult.
"The vendors really sell their vertical expertise--their understanding of the business, and their track record in it," says Brian Jones at Yankee Group, Boston. "It's a very fragmented market, and there is no clear, dominant vendor."
Field service stands apart from its customer relationship management (CRM) brethren like sales automation and call center management in other ways. Typically field automation systems have a mobile computing component, and require real-time communication. Service level agreements (SLAs) may dictate variable response times, anywhere from 24 hours to four hours depending on the industry and the customer in question. Almost any field service automation system, therefore, needs robust workforce management and route/schedule optimization tools.
SLAs and quick scheduling were important factors in software selection for the Detection Systems division of PerkinElmer Instruments. The Woburn, Mass.-based company is the leading provider of X-ray security equipment for airports, schools and public buildings worldwide. When equipment goes down, field technicians must respond promptly, and with complete customer information and the right tools.
The company needed to communicate with its field technicians in real time, and provide concrete arrival times to its customers. But PerkinElmer looked at other factors when shopping for software. "Our highest criteria was to find an organization that would be in sync with what we're looking for as a team, and that could deliver customer service in a way we want it delivered," says Ted Alston, vice president of worldwide customer support and service at PerkinElmer. "We wanted a vendor that would work with us in looking at our processes to determine what would work best for us."
Covad Communications, a telecommunications provider based in Santa Clara, Calif., had slightly different needs. The company provides high-speed Internet connections to both businesses and consumers, and considers service a fundamental part of its strategy as it competes against larger telecommunications companies. Its business customers can't withstand much downtime, so the company promises fast service when problems arise. "The only way we can survive against our competition is to be customer focused," says Nagaraju Bandaru, director of software engineering for Covad.
Covad wanted to replace its existing field service management system, and was working on a short timetable. Time to implement was a primary consideration, as were the software's functionality, cost and the profile of the provider--the software supplier had to be flexible enough to accommodate Covad's requirements.
Match software to your needs
While the field service software market has grown at a slower pace than the customer relationship management (CRM) market in general, it is on track to reach $752 million by 2005, says Aberdeen Group Inc., Boston.
The primary driver: increased competition at the service level. If you can't keep your customers happy, you may not be able to keep your customers.
That's why it's important to have a firm grasp of your strategy and tactics for delivering service, says long-time industry consultant Joe Patton, CEO of Patton Consultants Inc., Hilton Head, S.C. Different industries have different requirements--certain contracts may require that repair parts be kept in stock for years after manufacture, for instance, or mission-critical equipment (e.g., medical equipment) might require restore times as brief as a few hours.
"You need to make sure the software system will handle the management philosophy," Patton says. "And the software will discipline and control management's processes and objectives very effectively, if you let it." But it's a two-way street; companies should also be willing to tweak their own processes/philosophies. Automating a bad process simply produces bad results faster.
PerkinElmer's selection team worked closely with each potential software provider at hammering out the details of the system. Alston gave his team carte blanche to eliminate candidates if they felt they were being misled at any point.
Alston's team chose Antenna Software, New York, because of the company's understanding of the high-tech service market, and the product's integration with the Clarify CRM suite. Long-term strategy was also important; the two companies will work closely together so that the system's functionality will grow along with PerkinElmer's needs.
Technicians now use hand-held devices to receive service calls, review customer history, check parts inventory availability and produce invoices from the field. Customers know exactly when technicians will arrive.
Covad, on the other hand, split its project team into three groups--vendor evaluation, technology, and business requirements--and over the course of two months evaluated a number of software companies. Team members rated each one independently based on requirements outlined early in the process.
Covad ultimately selected scheduling software from ServicePower, Annapolis, Md., to manage its 300 field technicians because of the company's flexibility and installed customer base.
Know your goals
"Field service is a balance between quality of service and the cost of providing that service," says Paul Oliver, vice president of operations for ServicePower. "Do you want to provide fast service, or is it more important to provide lower-cost service?" The answer will have a direct impact on system design.
Both PerkinElmer and Covad established quantifiable goals. Covad expects to increase the number of calls field techs can complete per day, and reduce overall travel time. Alston will measure PerkinElmer's success using a number of metrics--days to invoice, days to service call outstanding, and other areas where efficiency improvements are expected. "I think the investment is miniscule compared to the benefit we hope to get out of the system," Alston says.
Technical functionality also plays a role. With business requirements and clear goals established, the specific functions of the software should be readily apparent. Some important elements to consider:
* Does the software support multiple mobile devices and networks? For systems with a mobile component, the software should be flexible enough to support a variety of hardware and wireless network platforms in this rapidly evolving space.
* Look for a robust schedule optimization/workforce management tool. The system should factor real drive time in the schedule, be able to handle both planned and reactive appointments, and handle changes on the fly. Some systems can also schedule by technician skill set.
* If you are planning an international implementation, make sure the product can support multiple languages and currencies. Bill Hou, director of field service product marketing at Siebel Systems Inc., San Mateo, Calif., says there are cultural differences in service delivery around the world, which could also be a factor.
Big or small, check references
Although the field service software market is fragmented, large companies like Siebel, PeopleSoft Inc. and Oracle Inc. offer field service modules with their CRM software suites. Vertically focused companies may offer users more functionality, but the larger vendors do offer tight integration with their other software.
"Their selling point is that if a customer is already using Oracle Financials or Siebel CRM, it's that much easier to integrate," says Yankee Group's Jones.
The larger companies have been steadily increasing their functionality. Siebel's Hou points out that his company has released industry-specific products for the utilities, automotive, medical and other markets, as well as including functions like schedule optimization.
Both Siebel and PeopleSoft have added more robust mobile and wireless support in their products. These larger providers also partner with other companies to fill in the functionality gaps.
ServicePower's Paul Oliver, however, thinks the market is moving away from what he calls the "boiling the ocean" approach to CRM. Bandaru at Covad agrees, adding that smaller software companies are more agile, flexible, and provide more personalized service when problems come up.
With smaller providers, though, solvency can be an issue. Find out who the investors are, and find out as much as possible about the software provider's business structure.
In any case, make sure the software company has credibility in your market. Ask for customer contacts (preferably both happy and unhappy ones), and make sure the company understands your industry and can talk the lingo of your customers and technicians.
"Make sure you have a company that's got a great product, that will last for a long time," says Bandaru. "That way you won't have to go out looking for a vendor every six weeks."
An automated field service operation will save time, save money and most importantly save valuable customer relationships. Well-defined goals and a careful software evaluation will result in faster, smoother systems implementations. That way, technicians can spend less time worrying about the solution, and more time servicing your customers.
RELATED ARTICLE: Six steps to software selection
Selecting field service automation software, or at least narrowing down a short-list of possible solution providers, is easier if you know what you want ahead of time. Joe Patton, CEO of Patton Consultants Inc., Hilton Head, S.C., suggests following these steps to select new software.
1. Develop a draft requirements document--literally, a bulleted list of the major system requirements.
2. After you get these basics down, do the research. Go online, and talk to some consultants and industry analysts (see sidebar). This can help you match a vendor to your requirements list, and you'll find out about competitive products and the software provider's status in the market.
3. Send out a request for information (RFI). "This can be as simple as picking up the phone and talking to a salesman," says Patton. Check out the company's Web site. Online software demonstrations may also be possible.
4. The RFI will help narrow your list of candidates. Once that's done, supply each with some sample data, and have the company come to your location. Demonstrate the software for as many people as possible who will be affected by the system. Keep your requirements checklist handy during the demo.
5. Check the software company's references, try to see the system in action at a customer location, and meet the direct support personnel who would be working with your company if you buy the package. Get a complete list of everyone using the product--even the disappointed customers.
6. If an obvious choice hasn't presented itself at this point, start over again. You may, in fact, go through this cycle more than once. "Your early requirements document may not be complete," says Patton, adding that ranking these requirements will also aid software selection.
RELATED ARTICLE: Resources
Association for Service Management International (AFSMI)
Ft. Myers Fla.
www.afsmi.org
Research firms
Aberdeen Group Inc.
Boston
www.aberdeen.com
AMR Research Inc.
Boston
www.amrresearch.com
Gartner, Inc.
Stamford, Conn.
www.gartner.com
The Yankee Group
Boston
www.yankeegroup.com
Consultants
D.F. Blumberg Associates Inc.
Ft. Washington, Pa.
www.dfba.com
Crescent Project Management
Mountain View, Calif.
www.crescentproject.com
Gasparovic Group Inc.
Palantine, Ill.
www.gasparovic.com
Patton Consultants Inc.
Hilton Head, S.C.
www.supportparts.com