STRATEGIES FOR GROWTH SM

Size: px
Start display at page:

Download "STRATEGIES FOR GROWTH SM"

Transcription

1 STRATEGIES FOR GROWTH SM "CONSULTANTS TO THE SERVICES INDUSTRY" Services Organisations Are Investing in Mobile Tools and New Technologies - Executive-level Results from SFG s 2013 Field Service Management Benchmark Survey - Written by: Bill Pollock President & Principal Consulting Analyst Strategies For Growth SM Westtown, Pennsylvania 5 December, Strategies For Growth SM P.O. Box 1024 / Westtown, PA / (610) / /

2 Strategies For Growth SM Page 2 of 14 A. Introduction and Survey Respondent Disposition Each year, Strategies For Growth SM (SFG SM ) conducts a series of Benchmark Surveys among its outreach community of more than 45,000 global services professionals. Total responses for the 2013 Field Service Management Benchmark Survey, conducted in Q2 of 2013, are 1,104, of which 923 represent organisations that are currently deploying field technicians (i.e., Field Service organisations, or FSOs). An overview of the survey respondent disposition reflects a microcosmic representation of the global services community, as follows: 59% Manufacturer/OEMs or Third Party Maintenance (TPM) providers; 17% Dealer/ Distributors; 15% Professional Services; and 9% In-house/Self-Maintenance 74% North America; 18% EMEA and 7% Asia-Pacific 63% Services Operations Director/Manager; 25% C-Level/VP/GM; 12% Services Technician and Other 37% Small Enterprises (i.e., less than US$100 million); 30% Medium Enterprises (i.e., between US$100 and US$999 million); and 33% Large Enterprises (i.e., US$1 billion or larger) 30% High-Tech/IT Services; 19% Industrial/Manufacturing; 19% Medical/Healthcare; and 32% Other (including Home Services, Automotive, Retail, Construction, etc.) As such, we believe the survey results to represent a realistic reflection of the global services community in which we all serve. B. Putting Things in Perspective Overall, survey respondents identify the following as the top factors, or challenges, that are currently driving their ability to optimise field service performance: 52% Customer demand for improved asset availability 47% Need to improve workforce utilisation and productivity 43% Need to improve service process efficiencies In order to effectively address these challenges and strive to attain best practices respondents then cite the following as the most needed strategic actions to be taken: 52% Develop / improve metrics, or KPIs, used to measure field service performance 44% Invest in mobile tools to provide field technicians with real-time access to required data and information in the field 35% Integrate new technologies into existing field service operations (i.e., ipads, Tablets or other devices, etc.) The remainder of this white paper provides additional insight on each of these and other related areas that may be impacting your organisation s drive to attain best practices.

3 Strategies For Growth SM Page 3 of 14 The survey results reveal that nearly two-thirds (66%) of respondent organisations currently operate service as an independent profit center (or as a pure, third-party service company), compared with only 31% that operate as cost centers (Figure 1). While there has not been a significant change in these percentages over the past two years or so, this two-thirds ratio validates the fact that profit centers now represent the dominant business model for the services community. It is noted, however, that the percentage of organisations running service as an independent profit center varies sometimes significantly from one industry segment to another. For example, the medical/healthcare segment reflects only 57% running as profit centers, compared to 65% for the Computer/IT Services segment and 77% for industrial/manufacturing a 20% spread. US$1 billion-plus organisations come in at 74%, while SMBs (i.e., Small and Mediumsized Businesses) report only 55%. Not surprisingly, organisations reporting total annual services profits of greater than 30% come in at 76% one of the highest levels among all of the segments covered in the survey. As such, they are not only operating service as a profit center they re actually making a significant profit by doing so!

4 Strategies For Growth SM Page 4 of 14 More importantly, the respondent base clearly reflects the predominant mode of Field Service Management (FSM) solutions currently being deployed that is, typically offthe-shelf, either with some customisation (37%), or basically right out-of-the-box (4%), comprising 41% of the respondent base in total. More than a third of respondents (35%) are either using home-grown, or internallydeveloped automated systems (23%), or custom solutions developed by a systems integrator (12%). However, the most perplexing statistic may be the fact that nearly onein-five respondents (18%) are still running their field service organisations basically via a series of manual processes (and spreadsheets) (Figure 2). Despite the means by which field service operations are being managed today, one of the more compelling reasons for why so many organisations are looking for ways to improve or enhance their service delivery performance and, ultimately, their corresponding levels of customer satisfaction and service profitability, is the fact that less than half (43%) are currently attaining as high as a 90% customer satisfaction rating. While more than a quarter (28%) currently find themselves performing in the 70% to 89% satisfaction range (i.e., probably where your organisation stands), the best practices organisations typically find themselves at the 95%-plus level and this is, ultimately, where you want to be!

5 Strategies For Growth SM Page 5 of 14 However, making the improvement from a level of 70% - 80% customer satisfaction to 90% or higher is not simply accomplished through the implementation of new field service software automation technologies; or the deployment of mobile tools, devices and solutions and simply waiting for customers to become more satisfied there are many additional aspects of service performance that will still need to be improved and/or enhanced in order to have a positive impact on customer satisfaction. The respondents to the survey have clearly identified the specific drivers that are pushing them to aspire to the attainment of higher levels of performance. For example, customer demand for quicker response time is cited by just over half of the respondent base (i.e., 52%) as the top driver their organisation currently focuses on with respect to optimising field service performance. The need to improve workforce utilisation and productivity is next most highly cited by 47% of respondents (Figure 3). It is noted, however, that these two market drivers have essentially flip-flopped over the past two years in terms of characterising the most important market drivers currently impacting the market s path toward service delivery optimization. As such, once again, the top market driver is focused on satisfying the customer, rather than strictly on improving internal processes and/or productivity a reflection back to the more historical perspective of the field service community.

6 Strategies For Growth SM Page 6 of 14 However, there are several other key drivers that also impact between one-third and one-half of the market, including the need to improve workforce utilisation and productivity (47%), the need to improve service process efficiencies (43%), customer demand for improved asset availability (35%), and an internal mandate to drive increased service revenues (33%). As such, the common threads that tie all of these drivers together may be best categorised into three groupings essentially comprising: Customer demand for quicker response and improved asset availability; Field technician utilisation, productivity and efficiency improvement; and An internal mandate to drive service revenues and profits. The results of the survey reaffirm the relationships between and among these three groupings by linking internal process and productivity improvements directly to improved customer support, ultimately leading to reduced costs, increased revenues, more satisfied customers, and a healthier bottom line. Another key influencing factor revealed through the analysis of the survey findings is that only two-thirds (67%) of the services organisations surveyed have experienced any improvement in year-to-year field technician productivity in the most recent period. In fact, one-in-12 have actually experienced declines in productivity over this 12-month period some of which were up to 50%! These levels of year-to-year declines in performance are largely unacceptable in an environment where a majority of FSOs remain on a path toward improved service delivery performance. We also believe that it is a mistake to dwell only on the top factors that are driving the market and the organisation. In fact, there are several other factors that respondents cite as just bubbling under the surface with respect to their potential impact on the overall well-being of the organisation. These include: 32% Competitive pressures / need for market differentiation 18% Escalating field service operations cots 15% Customer demand for more accurate service call scheduling 6% Need to reduce dispatch-related errors 5% Need to reduce / eliminate incidence of night / weekend work Again, while not necessarily representing the top market drivers overall, these factors still resonate with many field services organisations in terms of their impact on the way day-to-day business will need to be transformed in order to meet customer and market expectations for meeting service performance and customer satisfaction expectations. Best practices field service organisations typically take all of these factors into consideration when evaluating their service performance and identifying more effective ways by which to satisfy their customers.

7 Strategies For Growth SM Page 7 of 14 Based both on the survey findings and SFG SM s ongoing research, it is not surprising that the field services community recognises it will need to increase its investments in new technologies and mobile tools in order to compete in an expanding global marketplace. In addition, it also recognises that it will need to develop and/or improve the Key Performance Indicators (KPIs), or metrics, it uses to measure the impact that these implementations, deployments and technology advances will actually have on the organisation s performance (Figure 4). The new global economy also demands that these investments be made in a certain balance that allows the newer technologies to support a back to the basics approach with respect to running a successful and profitable field services organisation. In other words, services organisations need to embrace new technologies, but without forgetting that it is still all about the customer. Some of the basic strategic actions that between one-quarter and one-half of respondents also cite include training, planning and forecasting, service delivery automation and enterprise-wide access to important field-collected data.

8 Strategies For Growth SM Page 8 of 14 Planned strategic actions over the next 12-month period reflect a more dynamic, rather than static, approach to the field service marketplace. For example, an additional 41% of respondents plan to develop and/or improve their use of field service KPIs, or metrics, in the next 12 months, and nearly as many plan to integrate new technologies (36%) and invest in the next generation of mobile tools (33%) to support their technicians in the field. Other key planned actions will be taken in areas relating to the automation of existing manual field service processes or activities (33%), improving planning and forecasting activities (32%), and providing additional training for field technicians and dispatchers (30%). What these data primarily show is that the field service community recognises the need to take specific strategic actions to enhance and improve existing service operations, and that these actions begin first and foremost with the need to develop and/or improve the use of service metrics and KPIs in measuring and monitoring their service delivery performance. In addition, it shows that FSOs also recognise the need to invest in the right technologies and mobile tools to empower their resources both in the field, and in the back office, to improve existing processes, meet the growing needs of customers, and make greater contributions to the bottom line. The survey findings reveal that there are basically five service performance metrics, or KPIs, presently being used by a majority (i.e., 50% or more) of the FSOs that participated in the 2013 Field Service Management Benchmark Survey. They include: 80% Customer Satisfaction (up from 70% in the 2011 Survey) 72% Total Service Revenue (up from 66%) 69% Total Service Cost (up from 51%) 59% Field Technician Utilisation (up slightly from 56%) 52% Service Revenue, as a Percent of Total Revenue (not asked in 2011) However, there are also an additional seven KPIs that are used by just under one-half of FSOs to help them measure their performance. These include: 49% On-site Response Time (down from 51% in the 2011 Survey) 48% Field Technician Productivity (down from 66%) 47% First Time Fix Rate (down from 45%) 46% Mean-Time-to-Repair (MTTR) (down from 49%) 45% Percent of Total Revenue Under SLA/Contract (not asked in 2011) 45% Service Level Agreement (SLA) Compliance (down from 48%) 43% Service Parts Revenue, as a Percent of Total Service Revenue (not asked) Thus, presented in this manner, it appears that the most commonly used service performance KPIs from two years back are even more commonly used by FSOs today.

9 Strategies For Growth SM Page 9 of 14 The survey findings also show that FSOs aspiring to attain Best Practices do not merely look at outcomes, like improving the bottom line, or increasing customer satisfaction; they also look at ways in which to identify the root causes of major problems and leverage process improvement opportunities through the implementation of effective technologies and tools to support their resources both in the field and in the front and back offices that support them. For example, a majority of FSOs currently support their field technicians with a variety of online capabilities, including the ability to initiate service orders (80%), ability to track and update the current status of work orders (80%), access to product schematics/ documentation (68%), access to customer/asset service history (66%) and ability to provide customers with an Estimated Time for Arrival (ETA) (59%) (Figure 5). Each of these capabilities also reflects between 21% and 30% of the respondent base citing them as planned actions for the next 12 months as well, suggesting a strong and growing importance within the overall services community. Whether it is access to data and information that represents the past (i.e., customer/asset history), the present (i.e., current status of work orders), or the future (i.e., providing customers with an ETA), the leading FSOs already recognise the importance of real-time data and information access.

10 Strategies For Growth SM Page 10 of 14 The key to success for many best practices FSOs is that they are also providing their customers with a comparable set of online tools to make both their and their field service provider s lives easier. By providing customers with the right mix of Webenabled self-help capabilities, the leading FSOs have essentially been able to run their respective services operations more effectively, while also increasing existing levels of satisfaction by allowing customers to become part of their own support team. Figure 6 identifies the top online capabilities currently being made available by FSOs to their customers. Self-help support capabilities, such as the ability to order parts or view current work order status, saves customers and FSOs significant time in that an entire series of potential two-way vendor-customer status update calls can be avoided; and customers can create their own service tickets online, gain direct access to self-service resolution scenarios, receive real-time status update alerts, and track the shipping status of outstanding service parts orders themselves. Basically, the more the customer can do any of these activities itself, the quicker service orders can be created, the quicker potential time-related problems can be identified and resolved, and the happier the customers will be with the service they are receiving from the provider. Also, by making the customer part of the service delivery team, FSOs can also benefit from reduced time and cost-related factors. Customer access to online service order data and information is clearly a win-win scenario for both parties.

11 Strategies For Growth SM Page 11 of 14 However, the greatest impact on the future of Field Service Management is most likely to come as a result of the growing acceptance of Cloud-based technology, as reflected in one particular series of questions included in the FSM survey questionnaire. Respondents were first divided into three (3) categories i.e., those with existing FSM solutions already in place, those planning to implement in the next 12 months, and those considering an FSM implementation or upgrade in more than one year. The results strongly suggest that we are currently in the midst of a fast-paced sea change in the way FSM solutions are being marketed, sold and deployed. Among the group of respondents with existing FSM solutions (i.e., already in place), 60% report they are using a Premise-based solution, compared with only 26% reporting a Cloud-based, or Software-as-a-Service (SaaS), solution. Accounting for the roughly one-in-seven, or 14%, that are not certain as to the specific type, this represents an approximate 70% of current FSM users operating off of a Premise-based solution a ratio of roughly 2:1, Premise-based over Cloud-based. The ratio completely reverses 180 degrees, however, for FSOs planning to implement (or upgrade) their FSM solution in the next 12 months (i.e., they have either just signed, or about to sign, an agreement to implement). For this category, 54% plan to implement a Cloud-based FSM solution, compared with only 20% planning to go Premise-based (Figure 7). In this case, however, nearly twice as many (26%) are not certain as to which way their organisation plans to go so, by eliminating the don t knows from the equation, the corresponding numbers equate to 73% planning to go Cloud-based a 2.7:1 ratio in favor of Cloud.

12 Strategies For Growth SM Page 12 of 14 For those FSOs considering an FSM implementation or upgrade in the timeframe of one year or longer (i.e., they are presenting exploring their options, and/or just kicking tires ) the numbers are similar to those planning to implement in the next 12 months; however, with nearly half (45%) indicating they are still uncertain as to which path their organisation will ultimately take, these percentages are likely to shift somewhat over time. Still, the numbers reflect 36% favoring Cloud, compared with 19% favoring Premise a roughly 65% preference toward Cloud-based FSM, and a ratio of roughly 1.9:1 in favor of Cloud. Regardless of which type of FSM is preferred, the decision to acquire a specific FSM solution is based on many factors, as illustrated in Figure 8. In fact, a majority of respondents cite three factors as most important in making their selection; namely, a solution that interfaces with CRM (i.e., either their existing solution, or one that they plan to implement), one that is intuitive and easy to use, and one where they can work with a single provider with respect to field service functionality. Other factors cited by just under half of respondents include a preference for a solution that can roll out quickly, and one that fosters collaboration between Sales and Service within the organisation. Both Premise-based and Cloud-based solutions can accommodate this list of top factors, although Cloud would appear to have an edge in factors relating to ease of use, quick rollout and, arguably, fostering collaboration.

13 Strategies For Growth SM Page 13 of 14 Based on the results of SFG s 2013 Field Service Management Benchmark Survey, the key takeaways are: Field Service Organisations (FSOs) are being driven to meet customer demands for quicker response; improve workforce utilisation, productivity and efficiencies; meet customer demand for improved asset availability, and increase service revenues A majority of FSOs are adding, expanding and/or refining the metrics, or KPIs, they use to measure service performance Over the next 12 months, more than three-quarters (77%) of FSOs will have invested in mobile tools to support their field technicians, and more than 70% will have integrated new technologies into existing field service operations Field Technicians are increasingly being provided with enhanced access to real-time data and information to support them in the field Many FSOs are providing customers with expanded Web-enabled self-help capabilities (i.e., to order parts or initiate service calls, track the status of open calls, etc.) More than half of FSOs are not currently attaining their customer satisfaction or SLA compliance goals; and one-in-five are not achieving at least 20% services profitability (although services profitability, as a whole, appears to be improving) Existing FSM platforms are reported as reflecting a more than 2:1 Premise-based over Cloud-based ratio; however, planned FSM implementations are reported as more than 2:1 Cloud-based, or SaaS. While Cloud-based FSM has become the preferred mode of delivery for planned and/or considered implementations, an estimated one-quarter (25%) of the marketplace still cites a preference for a Premise-based FSM solution. Historically, the primary factors cited as driving the services community to improve its operational efficiencies and service delivery performance have essentially been customer-driven; that is, with a focus primarily on meeting and even exceeding customer expectations for response time, first-time fix, mean-time-to-repair and the like. The economic bust of the past decade changed the way field service organisations thought by shifting their focus to ongoing rounds of cost cutting and downsizing (i.e., the denominator of the bottom line). This was quickly followed by a shift to the numerator, best represented by an all-out effort to increase service revenues. In 2013, the focus once again shifted back to the customer in terms of meeting (and exceeding) customer demands and expectations or back to the basics. And how are FSOs planning to accomplish this? Mainly by integrating new technologies into existing field service management or Service Lifecycle Management (SLM) systems, investing in new tools to support both field technicians and customers, and developing and/or improving the KPIs they use to monitor their improved performance over time. New technology initiatives, such as Cloud or SaaS, afford FSOs of all types and sizes the opportunity to compete head-to-head against their competitors, while Premisebased is still preferred by many. However, one thing is for certain more changes will be coming as the market continues to evolve.

14

A Majority of Organizations Are Embracing Cloud-based Field Service Solutions. Written By: William K. Pollock, President Strategies For Growth

A Majority of Organizations Are Embracing Cloud-based Field Service Solutions. Written By: William K. Pollock, President Strategies For Growth A Majority of Organizations Are Embracing Cloud-based Field Service Solutions Written By: William K. Pollock, President Strategies For Growth April 26, 2011 A Majority of Organizations Are Embracing Cloud-based

More information

SERVICE LIFECYCLE MANAGEMENT: PATHWAY TO PROFITABLE SERVICE

SERVICE LIFECYCLE MANAGEMENT: PATHWAY TO PROFITABLE SERVICE WRITTEN BY: JOHN CARROLL, CHIEF EXECUTIVE OFFICER FEBRUARY 2013 Page 2 of 9 In The Service Council s The Role of Service Culture In Driving Service Revenues research (October 2012), virtually half of organizations

More information

OVERCOMING FIELD SERVICE & REVERSE LOGISTICS CHALLENGES WITH AN INTEGRATED, BEST OF BREED ENTERPRISE SERVICE MANAGEMENT SYSTEM

OVERCOMING FIELD SERVICE & REVERSE LOGISTICS CHALLENGES WITH AN INTEGRATED, BEST OF BREED ENTERPRISE SERVICE MANAGEMENT SYSTEM OVERCOMING FIELD SERVICE & REVERSE LOGISTICS CHALLENGES WITH AN INTEGRATED, BEST OF BREED ENTERPRISE SERVICE MANAGEMENT SYSTEM A WHITE PAPER BY: Michael R. Blumberg, CMC PRESIDENT, Blumberg Advisory Group

More information

The metrics that matter

The metrics that matter WHITE PAPER The metrics that matter How actionable analytics can transform field service management performance. www. Introduction The top strategic action for two-thirds of service organisations is to

More information

Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution

Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution The emergence of machine-to-machine (M2M) enabled equipment is driving a large growth of Field Service-based data

More information

REVIEWING FIELD SERVICE STRATEGY

REVIEWING FIELD SERVICE STRATEGY WRITTEN BY: SUMAIR DUTTA, CHIEF CUSTOMER OFFICER APRIL 2014 Page 2 of 10 SUMMARY The goal of field service organizations has traditionally been focused on cost containment and productivity enhancement.

More information

4 steps to monitoring team performance to accelerate sales and improve customer satisfaction

4 steps to monitoring team performance to accelerate sales and improve customer satisfaction CRM Expert Advisor White Paper 4 steps to monitoring team performance to accelerate sales and improve customer satisfaction As a strategic business initiative, customer relationship management (CRM) software

More information

Connectivity in the Enterprise: The Rise of Cloud and Its Integration Challenges

Connectivity in the Enterprise: The Rise of Cloud and Its Integration Challenges 2015 Industry Report Connectivity in the Enterprise: The Rise of Cloud and Its Integration Challenges By Scribe Software Conducted in conjunction with Spiceworks TABLE OF CONTENTS 3 Introduction 4 Executive

More information

Service 3001: An Odyssey to Smarter Services

Service 3001: An Odyssey to Smarter Services Service 3001: An Odyssey to Smarter Services Tuesday, May 1, 2012 President Bill Pollock Chief Research Officer Smarter Services : What The Research Suggests Field Service Service Delivery Automation Service

More information

Service Suite for Communications Mobile workforce management solutions

Service Suite for Communications Mobile workforce management solutions Service Suite for Communications Mobile workforce management solutions No other mobile workforce management provider knows the communications industry like ABB. That s why ABB has become one of the leading

More information

CRM for Customer Service and Support

CRM for Customer Service and Support CRM for Customer Service and Support Maximize satisfaction. Drive repeat business Servicing customers effectively is a key component in growing your business through loyal, repeat buyers. Whether it s

More information

Process Reviews Are the First Step to Improved Bottom Line Performance

Process Reviews Are the First Step to Improved Bottom Line Performance Process Reviews Are the First Step to Improved Bottom Line Performance An 8-page field service research paper Dear Field Service Operations / IT leader, Honeywell Scanning & Mobility has teamed up with

More information

ElegantJ BI. White Paper. Key Performance Indicators (KPI) A Critical Component of Enterprise Business Intelligence (BI)

ElegantJ BI. White Paper. Key Performance Indicators (KPI) A Critical Component of Enterprise Business Intelligence (BI) ElegantJ BI White Paper Key Performance Indicators (KPI) A Critical Component of Enterprise Business Intelligence (BI) Integrated Business Intelligence and Reporting for Performance Management, Operational

More information

CRM for Business Intelligence

CRM for Business Intelligence CRM for Business Intelligence Real-time visibility into your business Strategise effectively and make informed business decisions with timely, accurate insight into your organisation. Maximizer CRM 2015

More information

Sage CRM. Communicate, Collaborate, Compete with Sage CRM

Sage CRM. Communicate, Collaborate, Compete with Sage CRM Sage CRM Communicate, Collaborate, Compete with Sage CRM FEATURES AT-A-GLANCE FOR ALL USERS Easy to use with fresh look and feel Fully customisable interactive dashboard End-user personalisation of interface

More information

EMA/CXP Research Report: The Changing Role of the Service Desk in the Age of Cloud and Agile

EMA/CXP Research Report: The Changing Role of the Service Desk in the Age of Cloud and Agile EMA/CXP Research Report: The Changing Role of the Service Desk in the Age of Cloud and Agile By Dennis Drogseth, Dominique Dupuis, Pascal Paysant An ENTERPRISE MANAGEMENT ASSOCIATES (EMA ) and CXP Research

More information

CA Service Desk Manager

CA Service Desk Manager PRODUCT BRIEF: CA SERVICE DESK MANAGER CA Service Desk Manager CA SERVICE DESK MANAGER IS A VERSATILE, COMPREHENSIVE IT SUPPORT SOLUTION THAT HELPS YOU BUILD SUPERIOR INCIDENT AND PROBLEM MANAGEMENT PROCESSES

More information

Mitel Professional Services Catalog for Contact Center JULY 2015 SWEDEN, DENMARK, FINLAND AND BALTICS RELEASE 1.0

Mitel Professional Services Catalog for Contact Center JULY 2015 SWEDEN, DENMARK, FINLAND AND BALTICS RELEASE 1.0 Mitel Professional Services Catalog for Contact Center JULY 2015 SWEDEN, DENMARK, FINLAND AND BALTICS RELEASE 1.0 Contents MITEL PROFESSIONAL SERVICES DELIVERY METHODOLOGY... 2 CUSTOMER NEEDS... 2 ENGAGING

More information

Making Field Service Management More Predictive, Proactive, and Preventive

Making Field Service Management More Predictive, Proactive, and Preventive Making Field Service Management More Predictive, Proactive, and Preventive Leveraging Remote Monitoring and Mobility to Create a Smarter Service Presence 9838-65 August 2014 Contents Section Slide Number

More information

Sage CRM. Sage CRM v7.1 Cloud. sagecrm.com/trial

Sage CRM. Sage CRM v7.1 Cloud. sagecrm.com/trial Sage CRM Sage CRM v7.1 Cloud sagecrm.com/trial Sage CRM provides your business with a complete view of prospect and customer interactions, enabling effective communication throughout the organisation.

More information

Moving from reactive Field Service Management to proactive

Moving from reactive Field Service Management to proactive WHITEPAPER Moving from reactive Field Service Management to proactive Introduction Traditionally, reactive Field Service Management (FSM) has been the default service organization approach to delivering

More information

Table of Contents. Introduction... 3 Post-Call Analytics vs. Real-Time Monitoring... 3. How Real-Time Monitoring Works... 4

Table of Contents. Introduction... 3 Post-Call Analytics vs. Real-Time Monitoring... 3. How Real-Time Monitoring Works... 4 Table of Contents Introduction... 3 Post-Call Analytics vs. Real-Time Monitoring... 3 How Real-Time Monitoring Works... 4 Putting Real-Time Monitoring Into Action... 5 The Impact of Real-Time Monitoring...

More information

CA Service Desk On-Demand

CA Service Desk On-Demand PRODUCT BRIEF: CA SERVICE DESK ON DEMAND -Demand Demand is a versatile, ready-to-use IT support solution delivered On Demand to help you build a superior Request, Incident, Change and Problem solving system.

More information

7 Steps to Guide Your Field Service Technology Purchase

7 Steps to Guide Your Field Service Technology Purchase BUY ER S G UID E 7 Steps to Guide Your Field Service Technology Purchase Field service leaders across industries are looking for ways to modernize and streamline their service organizations. With increasingly

More information

CRM. Know your business. Grow your business.

CRM. Know your business. Grow your business. CRM Know your business. Grow your business. Welcome to Sage CRM Sage CRM is an affordable, adaptable and easy to use CRM solution designed with the needs of small and medium sized companies at its core.

More information

Vehicle Sales Management

Vehicle Sales Management Solution in Detail Automotive Executive Summary Contact Us Vehicle Sales Optimizing Your Wholesale Business Efficient Sales Collaborative Operation Faced with declining margins, automotive sales organizations

More information

Seize The Mobile Moment: Field Service Mobility Solutions Improve Customer Experience

Seize The Mobile Moment: Field Service Mobility Solutions Improve Customer Experience A Custom Technology Adoption Profile Commissioned By HP January 2015 Seize The Mobile Moment: Field Service Solutions Improve Customer Experience Introduction Customers expect to get what they want in

More information

ACCELERATING OPERATIONAL EXCELLENCE FOR GLOBAL AND REGIONAL MANUFACTURERS

ACCELERATING OPERATIONAL EXCELLENCE FOR GLOBAL AND REGIONAL MANUFACTURERS FOR GLOBAL AND REGIONAL MANUFACTURERS lnsresearch.com FOR GLOBAL AND REGIONAL MANUFACTURERS Section 1: Introduction, Industry Drivers, and Challenges... 3 Section 2: Accelerating Success - People... 9

More information

OPTIMISING THE MULTI-CHANNEL AGENT DESKTOP: EMPOWER YOUR CUSTOMERS AND FRONTLINE EMPLOYEES

OPTIMISING THE MULTI-CHANNEL AGENT DESKTOP: EMPOWER YOUR CUSTOMERS AND FRONTLINE EMPLOYEES OPTIMISING THE MULTI-CHANNEL AGENT DESKTOP: EMPOWER YOUR CUSTOMERS AND FRONTLINE EMPLOYEES 2010 RightNow Technologies. All rights reserved. RightNow and RightNow logo are trademarks of RightNow Technologies

More information

Lehman Reports Annual Industry Study: Association Management Software Use and Satisfaction

Lehman Reports Annual Industry Study: Association Management Software Use and Satisfaction 2012 Lehman Reports Annual Industry Study: Association Management Software Use and Satisfaction Lehman Associates, LLC Minneapolis Washington, DC 2308 Mt Vernon Ave, Suite 713 Alexandria, VA 22301 703-737-7550

More information

Gaining Visibility of the Contracted Field Service Workforce Integrating the Third-Party Service Workforce SOLUTION

Gaining Visibility of the Contracted Field Service Workforce Integrating the Third-Party Service Workforce SOLUTION SOLUTION FIELD SERVICE MANAGEMENT CONTRACTOR Gaining Visibility of the Contracted Field Service Workforce Integrating the Third-Party Service Workforce Modern field service management solutions can seamlessly

More information

Overview & Highlights- Maximizer CRM Live

Overview & Highlights- Maximizer CRM Live Overview & Highlights- Maximizer CRM Live In today s world, businesses need a tool that helps flourish client relationships. Maximizer CRM Live is that tool for our firm. Maximizer CRM Live saves money,

More information

Solution Overview SPECIALIST WAT SPECIALIST WA ER TER BILLING BILLING & CRM CRM

Solution Overview SPECIALIST WAT SPECIALIST WA ER TER BILLING BILLING & CRM CRM Solution Overview SPECIALIST WATER BILLING & CRM SPECIALIST SOFTWARE FOR SMARTER INVESTMENT DECISIONS Gentrack Velocity: Powerful tools for water utilities Water utilities are under constant pressure from

More information

Future focused cloud solutions from the Access Group

Future focused cloud solutions from the Access Group Brought to you by Access Group Future focused cloud solutions from the Access Group A guide to driving agility for Access Supply Chain customers accessacloud.com Future focused cloud solutions from the

More information

1. Overview 2. Field Service Management Components 3. Joining the dots 4. Filling in the gaps 5. Implementing end-to-end Service Management

1. Overview 2. Field Service Management Components 3. Joining the dots 4. Filling in the gaps 5. Implementing end-to-end Service Management 1. Overview 2. Field Service Management Components 3. Joining the dots 4. Filling in the gaps 5. Implementing end-to-end Service Management End-to-end service management encompasses a wide variety of tasks

More information

RESEARCH NOTE NETSUITE S IMPACT ON SOFTWARE COMPANY PERFORMANCE

RESEARCH NOTE NETSUITE S IMPACT ON SOFTWARE COMPANY PERFORMANCE Document K51 RESEARCH NOTE NETSUITE S IMPACT ON SOFTWARE COMPANY PERFORMANCE THE BOTTOM LINE Many software companies invest in NetSuite to help them grow their business while managing IT and administrative

More information

POS: Technology in Transition

POS: Technology in Transition AN RIS WHITE PAPER POS: Technology in Transition The point of sale is both the most basic and the most complex of retail technologies. It s basic because it s the mechanism for retailers most crucial business

More information

EMA/CXP Research Report: The Changing Role of the Service Desk in the Age of Cloud and Agile

EMA/CXP Research Report: The Changing Role of the Service Desk in the Age of Cloud and Agile EMA/CXP Research Report: The Changing Role of the Service Desk in the Age of Cloud and Agile Report Summary By Dennis Drogseth, Dominique Dupuis, Pascal Paysant An ENTERPRISE MANAGEMENT ASSOCIATES (EMA

More information

Department of Information Technology

Department of Information Technology Lines of Business LOB #132: END USER SERVICES Department of Information Technology Purpose The End User Services LOB in the Department of Information Technology is responsible for providing direct technical

More information

ATTRACT PROSPECTS ENGAGE CUSTOMERS SUCCEED IN YOUR BUSINESS

ATTRACT PROSPECTS ENGAGE CUSTOMERS SUCCEED IN YOUR BUSINESS ATTRACT PROSPECTS ENGAGE CUSTOMERS SUCCEED IN YOUR BUSINESS Maximizer CRM is a completely integrated sales, marketing and customer service and support management solution that enables you to attract prospects,

More information

Choosing a Location-based Application for your Business

Choosing a Location-based Application for your Business Choosing a Location-based Application for your Business A Step-by-Step Guide Executive Summary The following guide provides some simple steps that will help you understand how a location-based application

More information

WHAT DO YOU MEAN END-TO-END FIELD SERVICE MANAGEMENT?

WHAT DO YOU MEAN END-TO-END FIELD SERVICE MANAGEMENT? WHAT DO YOU MEAN END-TO-END FIELD SERVICE MANAGEMENT? TABLE OF CONTENTS WHAT DOES IT MEAN?... 03 HOW DO WE DEFINE END-TO-END FSM?... 04 THE FIELD SERVICE MANAGEMENT DELIVERY PROCESS... 05 AUTOMATING &

More information

6 numero 2011. Six ways to improve the customer s experience. White paper. Findings of independent research commissioned by numero. do the right thing

6 numero 2011. Six ways to improve the customer s experience. White paper. Findings of independent research commissioned by numero. do the right thing do the right thing White paper Findings of independent research commissioned by numero Six ways to improve the customer s experience 6 numero 2011 From the numero white paper series on achieving world-class

More information

The Business Case for Contact Center Performance Management

The Business Case for Contact Center Performance Management The Business Case for Contact Center Performance Management 8 Benefits of Modern Performance Management Systems Sponsored by VPI Introduction Benchmark research conducted by Ventana Research on next-generation

More information

QUICK FACTS. Consolidating Service Desks Post-Merger for a Leading U.S. Energy Supplier TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES

QUICK FACTS. Consolidating Service Desks Post-Merger for a Leading U.S. Energy Supplier TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES [ Energy Services, Managed Services Offering/IT Support Services ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES Client Profile Industry: Energy Revenue: $23.5 billion Employees: Approximately 26,000

More information

The Value of Outsourced Expense Report Management to Organizations with Less Than 5,000 Business Travelers

The Value of Outsourced Expense Report Management to Organizations with Less Than 5,000 Business Travelers The Value of Outsourced Expense Report Management to Organizations with Less Than 5,000 Business Travelers Frederick G Germuth PayService.Com, Inc. In this challenging economy, leading companies understand

More information

Outlook overcast and bright: How the cloud is transforming IT for SMBs

Outlook overcast and bright: How the cloud is transforming IT for SMBs 9 01 Outlook overcast and bright: How the cloud is transforming IT for SMBs Cloud computing ranks near the top of the most floated buzz phrases in the world of IT and telecoms. While the concept has certainly

More information

2012 Global Enterprise Voice and Unified Messaging Customer Value Enhancement Award

2012 Global Enterprise Voice and Unified Messaging Customer Value Enhancement Award 2011 South African Data Centre Green Excellence Award in Technology Innovation Cybernest 2012 2012 Global Enterprise Voice and Unified Messaging Customer Value Enhancement Award 2011 Frost & Sullivan 1

More information

State of Embedded Analytics Report. Logi Analytics Third Annual Executive Review of Embedded Analytics Trends and Tactics

State of Embedded Analytics Report. Logi Analytics Third Annual Executive Review of Embedded Analytics Trends and Tactics 2015 State of Embedded Analytics Report Logi Analytics Third Annual Executive Review of Embedded Analytics Trends and Tactics Table of Contents 3. Introduction 4. What is Embedded Analytics? 5. Top 10

More information

Managing Third-Party. Service Providers. An Astea White Paper WHITEPAPER

Managing Third-Party. Service Providers. An Astea White Paper WHITEPAPER Managing Third-Party WHITEPAPER Service Providers An Astea White Paper Introduction For companies with a rapidly growing customer base, meeting an expanding demand for field service can be daunting. You

More information

BMC Remedy IT Service Management Suite

BMC Remedy IT Service Management Suite BMC Remedy IT Service Management Suite BMC Remedy ITSM enables streamlined service delivery with an amazing user experience on both sides of the service desk. Business Challenge Today s enterprises are

More information

OVERVIEW OPTUS CONTACT CENTRE AS A SERVICE (CCaaS) CUSTOMER SERVICE, DELIVERED. With Optus Contact Centre As a Service (CCaaS)

OVERVIEW OPTUS CONTACT CENTRE AS A SERVICE (CCaaS) CUSTOMER SERVICE, DELIVERED. With Optus Contact Centre As a Service (CCaaS) OVERVIEW OPTUS CONTACT CENTRE AS A SERVICE (CCaaS) CUSTOMER SERVICE, DELIVERED With Optus Contact Centre As a Service (CCaaS) CONTENTS ARE YOU READY FOR YOUR CUSTOMERS? 02 THERE S A BETTER WAY 02 HOW CCaaS

More information

ABSTRACT. 2015-2016 Contact Center Workforce Management Product and Market Report

ABSTRACT. 2015-2016 Contact Center Workforce Management Product and Market Report ABSTRACT 2015-2016 Contact Center Workforce Management Product and Market Report 1 DMG Consulting s eighth annual Contact Center Workforce Management Product and Market Report provides the most accurate,

More information

2014-2015 Cloud-Based Contact Center Infrastructure Market Report

2014-2015 Cloud-Based Contact Center Infrastructure Market Report ABSTRACT 2014-2015 Cloud-Based Contact Center Infrastructure Market Report The seventh edition of DMG Consulting s Cloud-Based Contact Center Infrastructure Market Report provides an in-depth analysis

More information

TALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth

TALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth THE TALENT OPTIMIZATION OBJECTIVE

More information

Parallels Automation. Five Critical Success Factors for Cloud Service Delivery. White Paper. www.parallels.com

Parallels Automation. Five Critical Success Factors for Cloud Service Delivery. White Paper. www.parallels.com Parallels Automation White Paper Five Critical Success Factors for Cloud Service Delivery www.parallels.com Table of Contents Five Critical Success Factors for Cloud Service Delivery... 3 The SMB Challenge...

More information

White Paper: Transforming Field Service: how can new technology combat your field service issues?

White Paper: Transforming Field Service: how can new technology combat your field service issues? White Paper: Transforming Field Service: how can new technology combat your field service issues? Although field service management technology has moved on leaps and bounds over the last 10 years the reality

More information

The SMB IT Decision Maker s Guide: Choosing a SaaS Service Management Solution

The SMB IT Decision Maker s Guide: Choosing a SaaS Service Management Solution BEST PRACTICES WHITE PAPER The SMB IT Decision Maker s Guide: Choosing a SaaS Service Management Solution Nine Things to Look For in Your Next SaaS Service Desk Table of Contents Introduction...................................................

More information

IT Operations Management. Intelligent. Integrated. Innovative.

IT Operations Management. Intelligent. Integrated. Innovative. IT Operations Management Intelligent. Integrated. Innovative. Who We Are We are Symphony SUMMIT. We offer intelligent, integrated, and innovative solutions for managing IT operations. Our mantra is to

More information

Practical Enterprise Mobility

Practical Enterprise Mobility Practical Enterprise Mobility Authored by Sponsored by Introduction In the traditional IT model of a few years ago, when the employees of a company needed to access an enterprise application or business

More information

Communications in the Cloud Why It Makes Sense for Today s Business

Communications in the Cloud Why It Makes Sense for Today s Business Communications in the Cloud Why It Makes Sense for Today s Business Unified communications delivered in the cloud can help businesses of all sizes address many collaboration and communications challenges.

More information

Does Company Size Matter? Sizing up SaaS for your IT Help Desk SOLUTION WHITE PAPER

Does Company Size Matter? Sizing up SaaS for your IT Help Desk SOLUTION WHITE PAPER Does Company Size Matter? Sizing up SaaS for your IT Help Desk SOLUTION WHITE PAPER Table of Contents Organization Size and Sizing up SaaS for the IT Help Desk................... 1 What SaaS can bring

More information

CRM in the World of Buyer 2.0

CRM in the World of Buyer 2.0 CRM in the World of Buyer 2.0 CRM in the World of Buyer 2.0 Professional selling has never been more challenging. A confluence of factors has created a sales environment that is faster paced and more complex

More information

Leveraging Mobility to Drive Productivity and Provide a Superior IT Service Management Experience

Leveraging Mobility to Drive Productivity and Provide a Superior IT Service Management Experience Leveraging Mobility to Drive Productivity and Provide a Superior IT Service Management Experience Emerging Trends Create New Business and Consumer Expectations It s no secret that the enterprise IT landscape

More information

Making Business Intelligence Relevant for Mid-sized Companies. Improving Business Results through Performance Management

Making Business Intelligence Relevant for Mid-sized Companies. Improving Business Results through Performance Management Making Business Intelligence Relevant for Mid-sized Companies Improving Business Results through Performance Management mydials Inc. 2009 www.mydials.com - 1 Contents Contents... 2 Executive Summary...

More information

The Cloud Software Shift: Rethinking Professional Services Economics

The Cloud Software Shift: Rethinking Professional Services Economics The Cloud Software Shift: Rethinking Professional Services Economics Perspective by Waterstone Management Group Mark Hauser, Managing Partner Andrew Loulousis, Senior Associate May 2015 Chicago San Francisco

More information

BUSINESS SCORECARDS. Annual Business Scorecard Survey - 2012

BUSINESS SCORECARDS. Annual Business Scorecard Survey - 2012 BUSINESS SCORECARDS Annual Business Scorecard Survey - 2012 January 2013 Table of Contents Table of Contents... 1 Executive Summary... 2 Introduction... 3 Demographics... 4 Question 1: How big is your

More information

Getting Your Head In The Cloud

Getting Your Head In The Cloud CRM Expert Advisor White Paper Getting Your Head In The Cloud Businesses today hold more data than ever before. As a result, one of the biggest decisions any company small or large has to face is where

More information

Optimizing Payroll Management Making Payroll a Strategic Part of Human Capital Management

Optimizing Payroll Management Making Payroll a Strategic Part of Human Capital Management Optimizing Payroll Management Making Payroll a Strategic Part of Human Capital Management Research Report Copyright Ventana Research 2013 Do Not Redistribute Without Permission Sponsor February 2014 Ventana

More information

The expression better, faster, cheaper THE BUSINESS CASE FOR PROJECT PORTFOLIO MANAGEMENT

The expression better, faster, cheaper THE BUSINESS CASE FOR PROJECT PORTFOLIO MANAGEMENT Cloud Solutions for IT Management WHITE PAPER THE BUSINESS CASE FOR PROJECT PORTFOLIO MANAGEMENT How Progressive IT Organizations Are Using Hosted Solutions To Deliver On Time, On Budget, On Quota and

More information

CUSTOMER RELATIONSHIP MANAGEMENT FOR MANUFACTURING

CUSTOMER RELATIONSHIP MANAGEMENT FOR MANUFACTURING WWW.HSO.COM The rise of CRM and how it s transforming business interactions CUSTOMER RELATIONSHIP MANAGEMENT FOR MANUFACTURING Why customer loyalty pays dividends Delivering a personal experience Unsurprisingly,

More information

The Right Way to Do Contact Center Reporting

The Right Way to Do Contact Center Reporting The Right Way to Do Contact Center Reporting 2012 Sponsored By: - i - DMG Consulting LLC Table of Contents Introduction... 1 Contact Center Reporting Requirements... 2 Top Contact Center Key Performance

More information

ITSM Software: Is SaaS the Model for You?

ITSM Software: Is SaaS the Model for You? ITSM Software: Is SaaS the Model for You? By Kai Holthaus, ITIL v3 Expert and Director for Third Sky, Inc. Software as a Service (SaaS) has gotten a lot of attention recently. Many companies and IT organizations

More information

10 Steps to a Successful Digital Asset Management Implementation by SrIkAnth raghavan, DIrector, ProDuct MAnAgeMent

10 Steps to a Successful Digital Asset Management Implementation by SrIkAnth raghavan, DIrector, ProDuct MAnAgeMent m a y 2 0 1 2 10 Steps to a Successful Digital Asset Management Implementation Strategies and Best Practices Implementing and deploying enterprise solutions across the organization can be complex, involving

More information

Overview and Highlights - Maximizer CRM Live

Overview and Highlights - Maximizer CRM Live Overview and Highlights - Maximizer CRM Live In today s world, businesses need a tool that helps fl ourish client relationships. Maximizer CRM Live is that tool for our fi rm. Maximizer CRM Live saves

More information

Whitepaper. The future of. Expense management. Issued January 2013. 5 remarkable findings. Powered by:

Whitepaper. The future of. Expense management. Issued January 2013. 5 remarkable findings. Powered by: Whitepaper The future of Expense management Issued January 2013 5 remarkable findings Powered by: For almost all classes of businesses in Europe and the United States, expenses form an important part of

More information

Full chain integration with your mobile field engineers

Full chain integration with your mobile field engineers PLANON mobile field services Full chain integration with your mobile field engineers An innovative global leader with over 30 years of IWMS experience Consistently recognised by Gartner as a market leader

More information

Cloud based tools drive high growth companies: the future of Sales Planning & Performance Management

Cloud based tools drive high growth companies: the future of Sales Planning & Performance Management Cloud based tools drive high growth companies: the future of Sales Planning & Performance Management Cloud based sales planning and performance management tools unlock high growth. They are the future

More information

Integrate Optimise Sustain

Integrate Optimise Sustain Prepared by James Horton - james.horton@ - +61 8 9324 8400 August 2012 Overview The intent of this paper is to describe how rail automation can be integrated with logistics scheduling. It provides general

More information

SIEBEL CONTACT CENTER AND SERVICE APPLICATIONS

SIEBEL CONTACT CENTER AND SERVICE APPLICATIONS SIEBEL CONTACT CENTER AND SERVICE APPLICATIONS Deliver a great customer experience that sets you apart, improves efficiency and drives profitability with Oracle s Siebel Contact Center and Service applications.

More information

Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Performance

Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Performance Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Between March and July of 2012, Aberdeen surveyed 478 customer care executives regarding their contact center activities. Findings from

More information

setup and provide drill-down capabilities to view further details on metrics and dynamic updates for a real-time view of your business conditions.

setup and provide drill-down capabilities to view further details on metrics and dynamic updates for a real-time view of your business conditions. Workflow Automation Build a competitive advantage with automated processes and increased business visibility While the competition struggles with manual processes, queries and reports on customer interactions,

More information

The truth about SaaS for recruiters: How to obtain the full benefit of a web timesheet solution Etz Timesheet Solutions Guide

The truth about SaaS for recruiters: How to obtain the full benefit of a web timesheet solution Etz Timesheet Solutions Guide The truth about SaaS for recruiters: How to obtain the full benefit of a web timesheet solution Etz Timesheet Solutions Guide A guide to why Etz is a true SaaS solution and is able to deliver the full

More information

Measuring Success Service Desk Evaluation Guide for the Midsized Business: How to Choose the Right Service Desk Solution and Improve Your ROI

Measuring Success Service Desk Evaluation Guide for the Midsized Business: How to Choose the Right Service Desk Solution and Improve Your ROI BEST PRACTICES WHITE PAPER Measuring Success Service Desk Evaluation Guide for the Midsized Business: How to Choose the Right Service Desk Solution and Improve Your ROI Table of Contents INTRODUCTION...1

More information

Multi-factor Authentication

Multi-factor Authentication Multi-factor Authentication Current Usage and Trends whitepaper Executive Summary In this digital age, validating identities and controlling access is vital, which is why multifactor authentication has

More information

Personalised view of metrics for an instant snapshot of your business. Wizard-Driven Dashboards

Personalised view of metrics for an instant snapshot of your business. Wizard-Driven Dashboards Workflow Automation Build a competitive advantage with automated processes and increased business visibility While the competition struggles with manual processes, queries and reports on customer interactions,

More information

New Needs, New Models: How growth and innovation are changing the way Asia Pacific organisations acquire technology

New Needs, New Models: How growth and innovation are changing the way Asia Pacific organisations acquire technology New Needs, New Models: How growth and innovation are changing the way Asia Pacific organisations acquire technology Industry Insight Paper Content Executive Summary... 3 Competing in Today s Economy....

More information

Managed Services Market in South Africa Mapping Opportunities in the Data Centre and Cloud Markets

Managed Services Market in South Africa Mapping Opportunities in the Data Centre and Cloud Markets Managed Services Market in South Africa Mapping Opportunities in the Data Centre and Cloud Markets January 2012 Contents Section Slide Numbers Executive Summary 4 External Challenges: Drivers and Restraints

More information

Maximizer CRM Group Edition

Maximizer CRM Group Edition Maximizer CRM Group Full featured and affordable CRM for small to medium sized enterprises Maximizer CRM Group is a fullfeatured CRM software solution that enables teams of up to ten users to work together

More information

Streamline EDI Using A Managed Service

Streamline EDI Using A Managed Service Streamline EDI Using A Managed Service Simplifying Electronic Data Interchange Research Perspective Sponsored by Aligning Business and IT To Improve Performance Ventana Research 2603 Camino Ramon, Suite

More information

EXECUTIVE INSIGHT. The Unique Challenges of Professional Services for Small and Medium Sized Businesses

EXECUTIVE INSIGHT. The Unique Challenges of Professional Services for Small and Medium Sized Businesses EXECUTIVE INSIGHT The Unique Challenges of Professional Services for Small and Medium Sized Businesses Effective SMB Automation Requires a New Breed of Professional Services Automation Technology June

More information

Enterprise Social Networking Technology Embracing a New Competitive Advantage Strategy. A White Paper

Enterprise Social Networking Technology Embracing a New Competitive Advantage Strategy. A White Paper Enterprise Social Networking Technology Embracing a New Competitive Advantage Strategy A White Paper Introduction In these dynamic economic times doing more with less has become the norm. Demanding customers

More information

Communications in the Cloud: Why It Makes Sense for Today s Business

Communications in the Cloud: Why It Makes Sense for Today s Business A UBM TECH WHITE PAPER MAY 2013 Communications in the Cloud: Why It Makes Sense for Today s Business Unified communications delivered in the cloud can help businesses of all sizes address many collaboration

More information

Customer Relationship Management - a strategic approach

Customer Relationship Management - a strategic approach Sage CRM Solutions Customer Relationship Management - a strategic approach Managing interactions with prospects and customers effectively and profitably is a fundamental part of business. Success depends

More information

management strategies

management strategies RESEARCH REPORT AUGUST 2014 LABOR management strategies in the warehouse Sponsored by Conducted by On behalf of RESEARCH REPORT LABOR management strategies in the warehouse An in-depth look at how organizations

More information

POS Systems BUYER S GUIDE. 6 tips to help you choose the POS system that best suits your business

POS Systems BUYER S GUIDE. 6 tips to help you choose the POS system that best suits your business POS Systems BUYER S GUIDE 6 tips to help you choose the POS system that best suits your business POS Systems Buyer s Guide The prospect of purchasing a new POS system may seem daunting; however, this need

More information

3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices

3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices CRM Expert Advisor White Paper 3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices Ten years ago, when CRM was nascent in the market, companies believed the technology alone

More information

Building an Excellent Relationship with your Cloud-Based Contact Center Infrastructure Vendor. April 2014

Building an Excellent Relationship with your Cloud-Based Contact Center Infrastructure Vendor. April 2014 Building an Excellent Relationship with your Cloud-Based Contact Center Infrastructure Vendor April 2014 Sponsored by: - 1 - DMG Consulting LLC Table of Contents Introduction... 1 Cloud-Based Contact Center

More information

The Customer Experience:

The Customer Experience: The Customer Experience: The Holy Grail of Competitive Advantage. 1 A great customer experience has emerged as the holy grail of competitive advantage. Providing a great customer experience has emerged

More information

Creating Real Value for Your Customers and Your Organization in the Call Center

Creating Real Value for Your Customers and Your Organization in the Call Center 2011 The Business Value in Balancing Call Center Efficiency with Customer Satisfaction Creating Real Value for Your Customers and Your Organization in the Call Center Sponsored by 1 Striking the Balance

More information