TSIA Modified Research Report Program

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1 TSIA Modified Research Report Program TYPE TSIA Modified Research Report Program: Available Reports The following pages describe the TSIA reports that are currently available for use through the Modified Research Report Program. SERVICES TECHNOLOGY MARKET TRENDS 2015 Technology Heatmap Report: Education Services Report: EMEA Report: Field Services Report: Managed Services Report: Partners Report: Professional Services Report: Service Revenue Generation Report: Support Services Creating the Infrastructure for B4B Extreme Automation The 2015 Technology Heatmap is based on the findings of the 2015 TSIA Global The report shows overall adoption levels in 24 categories of tools and services to allow member companies to compare their rate of technology adoption to their peers. This report documents details for technology used by education services. This report provides adoption and spending trends for EMEA as compared to North America. This report documents details for technology used by field services. This report documents details for technology used for managed services. This report summarizes findings for partners. This report documents details for technology used by professional services. This report documents details for technology used for service revenue generation. This report documents details for technology used by support services. TSIA s most recent book, B4B: How Technology and Big Data Are Reinventing the Customer-Supplier Relationship, provides an overview of what it takes for technology companies to be successful and profitable in a cloud world. The emphasis is on shifting from a pure product focus to outcome-based services and value selling. For cloud companies to be successful, one thing is certain: prices are trending down, and tech suppliers must amp up sales volume to compensate.

2 Five Key Criteria in Making a PSA Decision Maximizing Technology Investments with Integration Measuring the Success of Customer Communities Spending: CSS In order to profitably deliver outcome-based services and drive sales volume, extreme efficiency is required. While overhauls to people and processes are needed, this paper focuses on the technology infrastructure required for extreme automation. Service executives should evaluate current technologies with an eye toward prioritizing investments, particularly in data analytics and automation tools in order to improve margins on every sales and service activity and allow the scale necessary to succeed. Professional Services Automation, or PSA, provides professional services organizations with automation in three major areas: resource management, project management and project accounting. Not only can PSA help companies move off spreadsheets and onto a platform with more visibility for project success, but emerging features such as mobility and real-time dashboards are boosting productivity and providing management insight for improving key metrics such as utilization rates and rate realization. Planned spending on PSA remains high, and inquiries on PSA selection and deployment are rising. This report is intended to help TSIA members select the right PSA platform by focusing on the five key selection criteria which will create a short list of best fit solutions for your company. Companies shopping for PSA technology should pay attention to these selection criteria to avoid unwanted expenses and delays in the installation and go-live for the PSA project. A TSIA webcast survey found that technology firms access as many as 12 separate applications or data repositories on average in order to resolve a customer issue. As companies have grown through mergers and acquisitions, and as service organizations have added on best of breed tools one at a time, most companies store customer and other critical enterprise data in many disparate applications. This complex environment is not only a challenge for new employees, but creates confusion and inconsistencies when different employees leverage different data to complete work tasks. The nirvana for IT organizations is a single vendor environment, where every application comes from a single vendor, and all data and processes are integrated end-to-end. But very few companies have stuck to this strategy, especially as innovative tools are introduced by startup specialists, forcing early adopters to abandon single-vendor strategies. However, today s on premise and cloud technology comes complete with fully documented and multi-threaded API (application program interface) catalogs, so cross-enterprise integration is possible, even using disparate vendors. This report will discuss key integrations between CRM, PSA, ERP, multichannel, knowledge and social applications that companies should consider to reduce employee work time, increase accuracy, and provide better visibility into the quality of work performed and potential revenue. Service management considering new technology purchases must factor integrations into Phase One of the implementation, but even companies relying on legacy systems should identify needed integrations and prioritize them in order of impact. In October 2013, TSIA launched at member study for online customer communities. This survey, open to all TSIA members, was created to gather data to help answer common member inquiries regarding community processes, as well as to establish industry averages so members could gauge the success of their community implementations. This report documents the findings from the survey, including data for community membership, activity levels, staffing, community ownership, service level agreements, attempts at ROI calculations, and various technology components. The 2015 CSS Spending report is based on the findings of the 2015 TSIA Global

3 Spending: ES Spending: Europe Spending: FS Spending: MS Spending: Partner Spending: PS Spending: SRG Ten Best Practices to Increase ERMS Success The Customer Success Technology Stack The Customer Support Technology Stack The 2015 ES Spending report is based on the findings of the 2015 TSIA Global The 2015 EMEA Spending report is based on the findings of the 2015 TSIA Global Technology Survey, which asked members what technology and services they are using, how satisfied they are with them, and in what areas they have plans for The 2015 FS Spending report is based on the findings of the 2015 TSIA Global The 2015 MS Spending report is based on the findings of the 2015 TSIA Global The 2015 TSIA Spending report for partners is based on the findings of the 2015 TSIA Global Technology Survey, which asked members what technology and services they are using, how satisfied they are with them, and in what areas they have plans for The 2015 PS Spedning report is based on the findings of the 2015 TSIA Global The 2015 SRG Spending report is based on the findings of the 2015 TSIA Global TSIA Benchmark data shows that customer volumes continue to increase in technology support operations, while the service levels of incidents have declined. response management systems can improve service levels for customer s by auto-responding to repetitive questions, auto-suggesting replies to agents to streamline processing, and auto-routing inbound s to the correct person or group, eliminating manual reviews and routing. However, TSIA Research has found that even though multichannel management technology, including ERMS, is highly adopted, few companies are taking advantage of the efficiencies possible with automation. In this document, TSIA Research recommends ten best practices to maximize the effectiveness of an ERMS, increasing the ROI for a new or existing ERMS implementation. Technology is incredibly important to customer success organizations. Various platforms and applications are required to understand customer history, account contracts, entitlement, and consumption; to manage the renewals process; and to monitor product consumption. TSIA has identified 10 separate application categories recommended for highly productive, scalable success teams, including core infrastructure technology, productivity tools, and tools to understand and track customer behavior and sentiment. In this report, TSIA Research defines the recommended technology stack for customer success, as well as listing the topinstalled vendors in each technology category. Customer success executives should understand which enabling technology components are already well adopted, as well as emerging tools that may provide a boost to operational and financial metrics. Technology is incredibly important to customer support organizations. Various platforms and applications are required to understand customer history, account entitlement, and service level agreements (SLAs); to interact with customers via multiple channels; and to enable unassisted support. TSIA has identified 16

4 The Education Services Technology Stack The Field Services Technology Stack The Managed Services Technology Stack The Professional Services Technology Stack separate application categories recommended for highly productive, scalable support teams, including core infrastructure technology, productivity tools, and tools to understand and track customer behavior and sentiment. In this report, TSIA Research defines the recommended technology stack for customer support, as well as listing the top-installed vendors in each technology category. Support executives should understand which enabling technology components are already well adopted, as well as emerging tools that may provide a boost to operational and financial metrics. Technology is incredibly important to education services. Various platforms and applications are required to schedule and plan resources for training classes, create and maintain training content, and deliver education content electronically. TSIA has identified 12 separate application categories recommended for highly productive, scalable, and profitable education services organizations, including core infrastructure technology, productivity tools, and tools to deliver customer training and track customer behavior and sentiment. In this report, TSIA Research defines the recommended technology stack for education services and lists the top-installed vendors in each technology category. Education services executives should understand which enabling technology components are already well adopted, as well as emerging tools that may provide a boost to operational and financial metrics. Technology is incredibly important to field services operations. Various platforms and applications are required to understand customer history, account entitlement and consumption, appointment scheduling, and to perform on-site repairs. TSIA has identified 17 separate application categories recommended for highly productive, scalable field service, including core infrastructure technology, productivity tools, and tools to understand and track customer behavior and sentiment. In this report, TSIA Research defines the recommended technology stack for field services, as well as listing the top-installed vendors in each technology category. Field services executives should understand which enabling technology components are already well adopted, as well as emerging tools that may provide a boost to operational and financial metrics. Technology is incredibly important to managed services operations. Various platforms and applications are required to understand customer history, account entitlement and consumption, and to monitor remote customer equipment for errors or outages. TSIA has identified 24 separate application categories recommended for highly productive, scalable managed services, including core infrastructure technology, productivity tools, tools to understand and track customer behavior and satisfaction, and technology for managed services delivery. In this report, TSIA Research defines the recommended technology stack for managed services and lists the top-installed vendors in each technology category. Managed services executives should understand which enabling technology components are already well adopted, as well as emerging tools that may provide a boost to operational and financial metrics. Technology is incredibly important to the success of professional services. Various platforms and applications are required to identify projects to be delivered, track consulting engagements in progress, and to correctly bill for services when projects are complete. TSIA has identified 10 separate applications categories recommended for highly productive, scalable PS teams, including core infrastructure technology, productivity tools, and tools to understand and track customer behavior and sentiment. In this report, TSIA Research defines the recommended technology stack for professional services and lists the topinstalled vendors in each technology category. Professional services executives should understand which enabling technology components are already well adopted, as well as emerging tools that may provide a boost to operational and financial metrics.

5 The Service Revenue Generation Technology Stack Top Installed Products by TSIA Members: 2015 What B4B Means to Technology Buyers Technology is a key lever for optimizing the renewal of annuities. Various platforms and applications are required to understand customer history, account entitlement, and customer consumption patterns. And new capabilities have emerged to improve productivity with the renewal workflow and increase effectiveness with identifying new revenue opportunities. TSIA has identified eight separate technology categories recommended for automating service sales operations, including core infrastructure technology, productivity tools, and tools to understand and track customer behavior and satisfaction. In this report, TSIA Research defines the recommended technology stack for service revenue generation, as well as listing the top-installed vendors in each technology category. Executives responsible for renewing and expanding service revenue should understand which enabling technology components are already well adopted by technology firms, as well as emerging tools that may provide a boost to operational and financial metrics. This report documents the top installed products across the 24 categories covered in the TSIA Technology Heatmap. The top installed products information is gathered from the annual member technology survey. TSIA s latest book, B4B, discusses the evolution of the service industry from a pure product focus to an outcome-based focus, with emphasis on delivering customer value. There are many implications of this shift across the people, processes and technology of service organizations, and this paper will concentrate on key technology investments required to make a shift toward outcome based services. Though technology spending may impact service margins in the short term, they are required to create the infrastructure for rapid revenue growth in the long term. In particular, companies must accelerate investment in the following areas in order to compete in a value-based/outcomebased world: remote delivery, proactive support, consumption analytics and mobility and video. This paper will discuss how spending in each area can reduce costs and/or increase service revenues. In addition, recommendations for simplifying and streamlining service processes in order to take advantage of lower-cost on-demand tools will also be included.

6 STRATEGY AND BEST PRACTICES REPORTS 2015 Remote Support Trends Accelerating Success Global Sourcing Best Practices in Establishing a Field Service Customer Satisfaction Program Building a Business Case for Contract Management Investment Calculating Utilization: 2015 Defining Managed Services Remote support technology, including remote control, desktop sharing, and web collaboration, is one of the most popular platforms used across TSIA service disciplines. Today s remote support solutions offer much more than just remote control for PCs, their functional footprint is expanding to include support for more devices and richer analytics for trend analysis and supervisor dashboards. Remote support solutions are typically well regarded by users, consistently delivering one of the highest average satisfaction scores in TSIA s annual Global Technology Survey. Service executives should acquaint themselves with the new features and capabilities being introduced by leading remote support platforms and find ways to leverage the capabilities beyond technical support. Field services, education services, professional services, and managed services are all increasing adoption of these tools to boost productivity and avoid on-site visits. If you are thinking about globalizing your service delivery model, and have questions on staffing, forecasting, process governance and the business model impact, this TSIA research is a must read. The vast majority of TSIA field services members considers the improvement of customer satisfaction to be an important or a very important organizational objective. And with good reason, delighted customers are more likely to recommend your services and expand their relationship with your company, and less likely to leave. Successful implementation of a field service customer satisfaction program incorporates four best practices: (1) measures satisfaction across key interactions, (2) is relevant, (3) is action-oriented, and (4) is tied to variable compensation. This paper is written for any company considering the implementation of, or rethinking of, their customer satisfaction program. Contract management, entitlement and automated renewal capabilities are critical to the success and profitability of service organizations. Though tech firms traditionally looked to CRM providers for these modules, most companies have multiple customer and contract databases, making entitlement and automation difficult, if not impossible. Additionally, the emerging lighter-weight CRM solutions are not robust enough to manage the complex contract environments of technology services organizations. Based on member interviews and benchmarking activities, legacy contract management systems are not meeting the needs of today s tech firms, preventing increased automation that would cut operating expenses and allow new revenue opportunities. For this reason, TSIA recommends that high tech service organizations invest in best of breed contract management technology. Companies that have made investments in these tools are demonstrating positive ROI, including higher renewal rates, rising revenue, and lower operating margins. Service executives should evaluate how additional contract tools can impact the organization, and build the business case for investment in 2014 and beyond. TSIA will never completely put to rest the debate surrounding utilization calculation. However, this Service Insight provides the TSIA recommendation for the most effective way to calculate utilization across multiple geographies. It also introduces a recommended practice for calculating utilization. Additionally, TSIA does see variances in utilization metrics based on the service strategy profile of the professional services organization. Finally, this paper reviews existing TSIA benchmark data regarding utilization targets and services mix. This document extends the content previously captured in Thomas Lah's "Framing Managed Services". It dives deeper into the operational elements behind most managed services offers utilizing the ITIL framework. The intent is to drive cross industry clarity as to what service elements compose a managed service.

7 Field Service and Depot Repair in Emerging Markets Field Service Workforce Optimization Five Key Practices of a Successful MSP Hot 2014 Trend: Knowledge as a Service Long-Term Talent Management Strategies for Field Services Seven Sourcing Survival Strategies The Impact of B4B on Service Revenue Generation The emerging markets have been driving impressive revenue growth in every industry for several years. In order to support this new customer base, Services Executives are having to expand the traditional boundaries of the Field Service and Depot Repair organizations. This report looks at the idiosyncrasies of running Field Service and Deport Repair centers in the emerging markets and the key challenges that need to be understood to maximize success. TSIA provides a recommended practice to measure the overall productivity and utilization of your field services organization that will help you answer the following questions: Is your utilization in line with industry benchmarks? Relative to peers, are your field service engineers spending more or less time on travel, break/fix, adoption, customer success, customer training, and other productive activities? What actions can be taken at various levels of the organization to improve performance? This document is based on a TSIA conference breakfast discussion. Twenty top services executives from a variety of technology services organizations got together to discuss what they felt were the key attributes of a successful managed service provider. According to multiple TSIA studies, knowledge management is one of the top installed technologies across high tech service organizations, with most companies having first launched KM in the 1990s. However, despite this long history of investment in people, process and technology, knowledge tools are consistently the lowest rated technology for member satisfaction, and the majority of members claim not to be getting the expected value from existing KM tools and processes; enter Knowledge as a Service (KaaS). With a constant eye on cost cutting, companies are always looking for operations that could be managed as well or better by a strategic partner. TSIA believes that in 2014, many tech firms will realize that effective KM may not be in their corporate DNA, and begin to look to specialist partners to launch, manage and provide ongoing maintenance for knowledge management. Companies struggling to launch KM effectively, those finding their knowledge repository needs a major overhaul, or those frustrated with KM metrics and ROI calculations, should consider working with a KaaS specialist who can take ownership of your KM program, establish and train best practices, and provide ongoing mentoring and management to ensure success. The primary long-term, talent management challenge for field organizations is building a flexible, innovative workforce that delivers today s business while preparing for tomorrow. This report looks at the challenge from both the perspective of the service executive that must execute the transformation (the four R s: Reskill, Redesign, Restructure, and Recruit) and the evolving field service workforce that must be nurtured (the three C s: Career, Culture, and Communication). Pacesetter practices that enable the creation of an engaging work environment and a framework for executing the transformation are provided. The wide-ranging business benefits of the accompanying reduction in employee attrition are also shared. This Services Insight is designed to define the sourcing options open to professional services organizations, describe the current state of sourcing models, identify the key trends in sourcing strategies, and itemize seven stepping stones to globalizing the delivery model. Welcome to the flattening world. Hopefully, this Services Insight increases your chances of survival in this hypercompetitive landscape. This paper summarizes the critical capabilities that technology companies need to build or enhance in order to effectively make the transition to a Level 3 or Level 4 Supplier, as stated in the book, B4B.

8 The Return on Services The State of Expand Selling 2015 The State of Field Services: 2015 The State of Healthcare and Healthcare IT: 2015 The State of Knowledge Management: 2014 The State of Professional Services: 2015 The State of Service Revenue Generation 2015 The State of Services for Industrial Equipment and Technology (IE&T) Manufacturers This paper is a collaboration between TSIA and students from the Department of Business at Grove City College, Grove City Pennsylvania. The paper extends TSIA's work on the Service 50, developing a larger data set and performing sophisticated scientific analysis of the relationship between services and financial performance among enterprise technology firms. This publication will articulate the trends TSIA is observing for Expand Selling, and the research scheduled for Our annual report providing an overall snapshot of the Field Services Discipline based upon benchmarking data and the hottest topics/trends This is presented within the context of our updated Service Optimization Framework and provides this year's key Service Business Challenges and the Service Capabilities needed to effectively address them. Our annual report providing an overall snapshot of the Healthcare and Healthcare IT Industry based upon benchmarking data and the hottest topics/trends This is presented within the context of our updated Service Optimization Framework and provides this year's key Service Business Challenges and the Service Capabilities needed to effectively address them. TSIA s second annual knowledge management survey is complete, documenting the people, process, and technology components of technology service knowledge management (KM) programs. This year s survey examined core metrics and practices related to knowledge capture, sharing, and maintenance, as well as forward-looking elements such as video, crowdsourcing, and expertise management. KM is no longer just of interest to technical support and call centers. The survey was open to all TSIA disciplines, and 44% of the 400-plus responses were from groups other than support services, including 21% of responses from professional services organizations. Improving KM is seen as a key way to improve efficiency, and a third of respondents said they could improve productivity by more than 30% or more if they were sharing knowledge effectively. Companies often reboot their KM programs, with 45% of respondents saying they were on their third, fourth, or fifth knowledge platform, yet overall satisfaction with existing technology is not high. When asked to rate their current tools, employeefacing knowledge systems averaged 5.0 on a 10-point scale; customer-facing systems averaged 4.9. With multiple industry forces driving interest in knowledge management, companies need to invest in process as well as technology, including incorporating more performance objects related to the capture and sharing of knowledge into performance reviews. On the technology front, service executives wanting to better meet the needs of both employees and customers should evaluate emerging tools to streamline knowledge sharing, as well as analytics to identify content gaps and automate knowledge maintenance. Fourth in an annual series of papers that documents the major trends in professional services and highlight research plans for the coming year. It also contains the PS 2015 Capabilities Heat Map. This publication articulates the trends TSIA is observing for service revenue generation, and the research scheduled for This Executive Insight provides an overview of the capabilities service organizations in industrial equipment and technology (IE&T) are investing in during 2014.

9 The State of Social Support: 2015 The State of Unassisted Support: 2014 The Third Wave of Knowledge Management: Enterprise Collaboration Top Five Mistakes Made When Starting a Managed Services Business TSIA Member Survey Results: 2014 Services Organization and Structure The results of TSIA s 2015 Social Support Survey are in, documenting the adoption and maturity of supporting customers via social interactions. While adoption of online support communities is very high, with mature communities demonstrating immense value, interacting with customers via social media channels has yet to become a prevailing practice with enterprise technology firms. According to the survey, 40% of high tech support organizations are offering some sort of product support via social media channels, down from 46% last year. Companies taking the plunge into the social world are beefing up programs, with service level agreements becoming more common, response times meeting customer expectations, and supported channels expanding. But companies continue to struggle with a number of obstacles, with a lack of internal resources topping the list of challenges for the third year. This report will highlight the findings of the survey for both online support communities and supporting customers via popular social media channels. At TSIA s Spring 2014 Technology Services World Conference, the concept of Extreme Automation was introduced. Technology firms need to take evolutionary steps forward to increase productivity and lower costs to meet the realities of the cloud economy. Knowledge management is one of the few technology areas shared across all service disciplines. Though support operations have had tools and processes in place to capture and share knowledge since the 1990s, today other service divisions are pursuing initiatives to better capture tacit knowledge learned during customer implementations, training classes and onsite repair visits. However, the knowledge practices of support are often labeled overly complex by outside groups, and both maturing technology and changing demographics are forcing companies to identify new approaches to knowledge and content management. TSIA Research views enterprise collaboration as the next wave of knowledge management. This report will discuss the rise of real-time collaboration processes and tools, along with use cases for leveraging collaboration both internally and externally. Typical obstacles to services collaboration will also be highlighted, as well as strategies for overcoming those obstacles. Service executives should evaluate how they currently capture and share new information and tacit learning, and invest in tools and processes that encourage knowledge sharing as well as capture that content for effective future use. The market for managed services is growing at an ever increasing rate, driven by a rise in technical complexity of today's solutions and the push for internal IT organizations to become more strategic. The growth of managed services is also being driven by technology companies looking to offset stagnant or declining revenues in products and traditional services. As a result, it is only a matter of when not if technology services companies will invest in a managed services practice or organization. This TSIA Services Insight keys in on the top five most common mistakes made when starting up a managed services business along with details on the ramifications of making these mistakes and how to avoid them. Summary results from the TSIA 2014 Organizational Structure Survey. Insights include: Ranking of service lines by profitability. The common practices for which service functions are managed globally vs. being managed within each region or within business units. Where service-line leaders are most likely to report. Who is responsible for selling service? Sales or the service line? Do service lines leverage dedicated or shared sales resources? Organizational structures that maximize service line profitability. Most common services organizational structure.

10 Transforming Your Service Business to the Next Level Leveraging Analytics to Boost KM Success The TSIA Industrial Equipment Technology 30 Index aggregates and analyzes the financial outcomes of 30 industrial manufacturers quarter to quarter, with an emphasis on trends in the performance of their services lines of business. This Dataview looks at Q According to TSIA s most recent knowledge management survey, nearly half of technology companies have had three or more employee-facing knowledge management (KM) systems in recent memory, and with 69% of support organizations planning a KM purchase in the next one to two years, clearly this cycle of rip and replace is not slowing down. But why do so many KM programs fail? The root cause, based on years of research and member conversations, is often lack of ongoing maintenance. Although the program may get off to a great start, by year two interest and resources begin to wane, content grows stale and unreliable, and both employees and customers click elsewhere for information. Analytics can turn this trend around. This report will look at the role of analytics in improving and automating knowledge maintenance, with a focus on three areas: content gap analysis, knowledge usage analysis, and relevancy analysis. Companies launching a new KM product and/or process, or those trying to keep a mature program going, should understand how analytics can improve knowledge management success and create a road map to introduce best-of-breed analytics into the program in 2015.

11 QUARTERLY INDUSTRY INDICES TSIA Cloud 20, Quarterly Report TSIA HHIT 25, Quarterly Report TSIA Industrial Equipment & Technology (IE&T) 30, Quarterly Report TSIA Service 50, Quarterly Report The TSIA Cloud 20 is an index of 20 public cloud computing companies. TSIA reviews the performance of these companies and provides analysis in the areas of: Revenue growth, Profitability, Financial business model The TSIA HHIT 25 Index aggregates and analyzes the financial outcomes of 25 leading healthcare IT companies quarter to quarter, with an emphasis on trends in the performance of their services lines of business. The TSIA Industrial Equipment & Technology 30 Index aggregates and analyzes the financial outcomes of 30 industrial manufacturers quarter to quarter, with an emphasis on trends in the performance of their services lines of business. Summary Analysis from the quarterly Service 50 Snapshot. For more information please contact Todd Santorelli: