Noventum Service Management et Oracle vous invitent à un petit déjeuner qu’ils organisent le 17 novembre matin à Paris.

Le service constitue aujourd'hui un moteur incontestable de croissance et de profit, par sa propre activité. Il améliore la relation commerciale et la rend durable pour l’ensemble des activités de l’entreprise. Certaines entreprises développent maintenant leurs activités de service notamment en cherchant à proposer de nouvelles offres afin de résister à la forte compétitivité sur leur offre produit traditionnelle.

Nous savons aujourd’hui que nous pouvons aller encore plus loin. Une étude que nous avons menée auprès d’entreprises leaders nous l’a démontré. Elle a aussi souligné le nouveau rôle que doit jouer le ‘Field Service’ dans la capture des besoins du client et la gestion de sa perception. Ce rôle est essentiel. Il doit être soutenu par les différents ‘back offices’ de ‘service delivery’ et le développement de proposition de service à haute valeur ajoutée. C’est de cette stratégie et de ces actions dont nous souhaitons vous parler.

Au cours de ce petit déjeuner, Noventum et Oracle vous présenteront toute une série de réflexions autour de cette stratégie, illustrée par le témoignage de FagorBrandt. D’autres cas concrets et exemples de mises en œuvre viendront compléter cet échange qui, nous l’espérons, vous permettra de nourrir votre réflexion sur l’évolution du service client dans votre entreprise.

Le petit-déjeuner se terminera par une session de Questions/Réponses afin que vous puissiez échanger sur le sujet avec vos pairs.
Le nombre de places de ce petit déjeuner étant limité, nous vous invitons à rapidement vous inscrire.

 It is seen as one of the major challenges to move more intelligence and knowledge from the field to support centres or remote centres, becoming stronger and stornger in remote monitoring, predictive maintenance, remote maintenance, remote diagnosis, improved work preparation dispatching, remote resolution of issues and also remote application support.

Besides benefits in productivity and efficiency, it is a means of developing new (value added) services, hence helping service proiders to face commoditisation of products and basid product related services.

Rolf Beck will share how Abbott managed to change the acceptance of Remote Diagnostics within the organisation and with their customers. The Role of the countries involved, training of the service force and setting of the metrics and follow up.

You will gain insight into the benefit of remote trouble shooting, the impact on customer satisfaction and on the daily activities and how it helps to move from a reactive to a very proactive Service Experience.

As we move into 2011, with the recession still having an effect on many businesses, it is perhaps helpful to identify aspects of change and consider opportunities to build upon the new service environment, that has evolved in recent times.

Service has been the saving grace for many businesses during the recession, providing an effective source of revenue and changing focus away from service as a stand-alone offering into one with a more strategic perspective. The recovery rate after past recessions proved to be faster with product sales quickly returning to pre-recession levels, but this recession has produced an erratic, stuttering growth evident in only the last few months of 2010, resulting in a very different attitude within businesses and from customers. As a result, there has been a strong emphasis on service as a support to the whole business, even to the extent of regarding service as a product.

The service industry has experienced a shift of emphasis, with efficiency considered as an absolute, and with much more attention paid to the effectiveness of the operation. Support staff are beginning to accept tighter management techniques, and convincing them that such changes improve their effectiveness is instrumental in aiding the business, accompanied with a move from “Time and Materials” to more “Contractual” work, which in turn has introduced the need for Service Level Agreements (SLAs) to provide a structure for performance, and expectation of delivery in the contract.

Performance measurement is generally used to control and increase the performance of employees. Unfortunately, performance measurement does not always work out as planned. Therefore, Noventum Service Management in collaboration with the University of Twente, will investigate how performance measurement leads to better results of service employees. We are specifically focusing our research on the importance of employee involvement in designing the performance indicators for measurement of their performance.

Does your company use individual or group performance indicators to measure the performance of service employees? Would you like to learn how performance measurement can be done more effectively? Then we invite you to participate in this interesting research. We really value your contribution to our research and we will be delighted to send you a copy of the research results in return. These results may give you new insights on how performance measurement of employees can be improved to maximize the output of your employees and enhance service excellence and profits within your organisation.

 Service has struggled for a long time, to justify its role in business; regarded as a necessary evil and not considered as a source of excellent performance and profitability. It is necessary for this perception to change significantly as the economy and companies begin to grow after what has proved to be the most traumatic business climate for a generation. The service aspect of businesses is now proving to be an exciting area of opportunity for revenue and profitability growth.

Research undertaken earlier this year into service operations within businesses, demonstrates the profitability very clearly, with:

• Annual growth rates of 20-40%
• Gross margins of 50% or more
• Net margins of 25% or more
• Annual increases in profitability through productivity improvements of 10% or more
• Sales increases of 20% or more of total company revenue through development of staff as trusted advisors

 This article considers successful companies and their emphasis on combining effective service management and operational excellence to transform their operation.

Increasing the focus on, and improving the delivery of, service is a major reason why leading businesses are achieving growth and profit improvement in an environment where some are experiencing little or no growth, and unpredictable revenues and shrinking margins. Leading edge businesses have recognised and responded to the benefits of emphasising the strategic role of their service, and understood the need to think in terms of linking product and customer, to achieve significant revenue and profit growth.

Service Management has become an extremely complex function that is recognised as more than just an extension of logistics or scheduling, because it has to create order within the various complex supply chains that have been woven together to form intricate networks. There is a recognisable challenge for the business to balance the demands of such a network while generating revenue, reducing costs and ensuring effective consistent fulfilment, in an ever-demanding environment where the customer has assumed sovereignty.

Strategies followed by successful service companies demonstrate that there may be a cyclical nature to business focus, emphasised during periods of growth and recession. Service is now firmly recognised as a mechanism that can and will deliver growth, and has proven to be a resilient revenue creator and margin builder. That does not mean product development or technological development will give way to service, quite the contrary; closer alignment means that they become integral. Cloud computing is an example – highly reliant on technology development, but fundamentally demonstrating value to the business through provision of a service offering.