Operations have traditionally been evaluated based on very tactical and operational metrics such as workforce utilization, productivity, and overtime costs. This model was adequate when field service adhered to a break - fix service strategy. This is no longer the path to service differentiation and success. The customer and the experience provided must now be at the center of the entire service operation. As key ambassadors for the overall organization, the field service team has the ability to directly impact key drivers tied to revenue growth, customer satisfaction, and customer retention. In order to reach a link between field service and the customer experience consider the following:
Field Service is more than just scheduling the right tech
The scheduling of the technician has high stakes when it comes to field service, but in order to drive the customer experience and optimize business organizations must ensure resolution. Customers look to the service organization to not only route a technician but to get assets back up and running the first time. Solid Field Service Software will manage this for you.
Customer satisfaction is a leading indicator to field service success
Competitive factors continue to elevate the importance of providing value-added services for customers. Top performing organizations exceed customer expectations and SLA's in order to retain valuable customers. All service functions need to keep the customer and their needs at the forefront of each decision
Compliance is good first step, the next is service excellence
Top performing service organizations use software automation and have been able to achieve measurable performance improvements in retention, satisfaction, and revenue generated from customers through going beyond just meeting customer needs. SLA's should be a baseline of performance, the goal of service must be to continuously improve the value being provided to the customer rand ensure that the entire service organization has them in mind during each interaction