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.

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.

 Many service businesses are changing by developing their people, improving processes, introducing technology and focusing on service excellence.

CRM solutions are beginning to provide companies with the ability to take control of the environment they are working in, rather than leaving it to chance. Most companies are only too well aware of the way the business survives in its market place, and of the fragility of their customer loyalty, and need the visibility that an effective CRM solution can provide. Potential problems to be wary of when introducing a CRM solution are: outdated processes held together by engineer support; existing systems that evolve to fit various changes in management in idiosyncratic ways that have to be worked around; customs and practices that have evolved to accommodate such things as pay scales, perks, overtime, late starts, early finishes; customer satisfaction achieved because (curiously) many customers seem forgiving of the way of doing business because they like the people they work with.

This catalogue is not a recipe for long-term success and probably not best management practice...

Utilising proprietary service management systems to their full potential is a contentious topic for management teams. Adding to the debate is the relatively small number of companies (less than 40%) with proprietary service solutions in place. Partnering and consolidation is occurring within the vendor community across all parts of the service offering, with scheduling and mobile solutions as just two examples. Many more companies are considering the value that integrated service solutions offer to their businesses, despite the lack of capital available. Vendors offering Software as a Service solution, combined with significant reductions in the cost of the software are encouraging companies to the advantage of service within the whole business. Given this backdrop, the purpose of the survey was to determine trends and the options companies are considering for the future.

Participating companies come from a breadth of industries, with a predominance from manufacturing, medical and information technology. Most of the company representatives performed service operation and marketing roles and represented extensive service experience, with an average of between 10 and 20 years, reflecting strong awareness of the changes that service operations have gone through, and will need to accept in time to come. One telling finding was the need to gain consistency of service across large and small countries and across the large geography of Europe, when the largest percentage of staff were field operatives. Having set out the composition of the participant companies, the survey then examined the benefits and issues that participants believed were relevant when examining service management systems and their application.

Existing customers are the most important asset of a business and retaining and extending your share of their wallet is the most valuable action that can be taken by a business.

In this article Steve Downton discusses changing attitudes towards Customer Relationship Management - away from the traditional but outdated capture and utilisation of information about a customer, and moves towards guiding and directing a customer towards a trusting relationship to the benefit of both parties.

Fully supported service, through the right systems, is no longer an afterthought; instead it provides the cornerstone of the business strategy, providing long-lasting differentiation in the currently extremely competitive environment. This environment now and for the foreseeable future has the consumer holding sway, or to use a colloquialism - it is a buyers' market! This has come about through customers being much more aware of what they can expect and demand from their supplier, and the willingness of suppliers to accept and deliver to those demands in order to win business.

Excellence of operation is at the heart of much of today’s service business thinking, but has little to do with what it takes to deliver a truly successful customer service. Leading-edge businesses have recognised the value and emphasised the strategic brand role of the service they offer, and the need to provide a clear brand differentiation through service to the customer, to achieve significant revenue and profit growth.

Successful service transformation is only achieved if senior business management consider service management, and its major support operations, as strategic weapons (in many organisations these are currently grossly under-utilised). This under-utilisation is exacerbated when systems and controls are driven by productivity measures and not directed towards profit or customer centric measures.

Utilising proprietary service management systems to their full potential is a contentious topic for management teams. Adding to the debate is the relatively small number of companies (less than 40%) with proprietary service solutions in place. Partnering and consolidation is occurring within the vendor community across all parts of the service offering, with scheduling and mobile solutions as just two examples. Many more companies are considering the value that integrated service solutions offer to their businesses, despite the lack of capital available. Vendors offering Software as a Service solution, combined with significant reductions in the cost of the software are encouraging companies to the advantage of service within the whole business. Given this backdrop, the purpose of the survey was to determine trends and the options companies are considering for the future.

Participating companies come from a breadth of industries, with a predominance from manufacturing, medical and information technology. Most of the company representatives performed service operation and marketing roles and represented extensive service experience, with an average of between 10 and 20 years, reflecting strong awareness of the changes that service operations have gone through, and will need to accept in time to come. One telling finding was the need to gain consistency of service across large and small countries and across the large geography of Europe, when the largest percentage of staff were field operatives. Having set out the composition of the participant companies, the survey then examined the benefits and issues that participants believed were relevant when examining service management systems and their application.

 The customer interface is no longer able to be simply defined as “all customer facing activities across the business” instead it is best represented by figure 1 which highlights the reality of business relationships: the customer should be able to, and could speak to anyone they believe will help with their problem. 

How can CRM and service IT be geïntegrated to provide a 360 degree view of customers and create a seemless collaboration between service and sales? Employees need different information and functionality depending on the context and the situation in which they are having to optimize the customer's experience.