Download - Field Service Forum 2014 post event report
2014 #fsf2014
YOUR ESSENTIAL EXECUTIVE TOOLKIT Amsterdam, The Netherlands, June 3rd - 4th 2014
PLUS
a
event
Join us on:Find out more at www.fieldserviceexcellence.com@ Field Service Excellence
Twitter: @Prod_Lifecycle
POST EVENT
REPORT
Presents
Thanks to our Partners in 2014
“Great opportunity to benchmark own companies state-of-
the-art on service against others in the service industry”
- Sr Manager Service-System Engineering, ASML
“It is obvious that all the participants I talked and speakers I
listened to basically have the same fundamental knowledge
of service. The sharing of experiences has been very useful for
myself, as some had some practical experiences of improvements
I have in mind for my own organization, even our business’s is
very different regards to the products to be serviced.”
- Director Service & Aftermarket, Andritz Feed & Biofuel
“Informative, especially regarding new “enabling” technologies,
but also very useful as a peer group benchmark session”
- Mechanical Engineer, MAN Diesel & Turbo
“Great event; nice to share and learn from other industries.”
- Head of Service, Palfinger Dreggen
“A fabulous event from a networking perspective, allowing
the opportunity to engage directly with peers discuss like
challenges and opportunities and forge some hopefully long
lasting relationships.”
- Service Solutions Manager EMEAR, Terex
Field Service Forum 2014 Post Event Report2
By: Thomas Igou
A note from the editor The 1st Annual Field Service Forum took place place on June 3rd - 4th at the Radisson Blu Hotel Amsterdam. The successful launch event gathered over 150 service professionals from across Europe and from across several industry verticals such as aerospace, marine, oil and gas, healthcare and machinery to discuss, share, network, and benchmark around the theme of improving service margins.
Another common ground among delegates is the need to revigorate the field service division, and to create a set up as its own separate business in order to truly change the function from a cost to a profit center and get full support from the organization. The open-ing plenary session from Airbus, for example, quite interestingly described their changed approach to field service in the past few years due to evolving technology (that is transforming the environment) and customers (whose needs are changing). As such, moves have been made towards developing Service Hubs, rede-fining the Field Service Director role, looking at regionalization, single shot expatriation, and other innovative approaches. Some of the
challenges identified, going forward, are how to maintain link to HQ, communications both with customers and internally between hubs, and training of Field Service personnel.
Overall, the event showed that most organiza-tions, regardless of their industry, are facing the same challenges to improve service margins. The testimonials showed that this is the perfect platform to benchmark, brainstorm, and get inspired with new and innovative
concepts.
I look forward to seeing you next year!
Continue the conversation with me on LinkedIn or Twitter.
It is clear that most organizations are facing the same challenges within their field service business. Participants seemed in unison to agree that professional skills development and competence management of field techni-cians is a key element to meet service growth opportunities. There is an evident potential to upsell service products through field techni-cians; however, organizations need to develop their soft skills and create sales incentives through better training programs and KPI’s. There was, as such, a very interesting session from Clicksoftware on gamification, and how it can help to motivate and reward employees for outstanding performances.
Sincerely,
Thomas IgouThe Editor
“ Conference was a perfect opportunity to understand peers dynamics in FS environment- Senior Service Manager – Global Services, GE Oil & Gas
http://www.linkedin.com/in/thomasigou
https://twitter.com/tomigou
“
Field Service Forum 2014 Post Event Report 3
Inside look
“Very interesting proofs from highest level companies, good opportunity to meet tools and solutions suppliers”
- Chief Customer Service Officer, Fabio Perini
“Networking during dinner was great!”
- Head of Customer Support Operations, Outotec
“This forum is excellent to see the trends, challenges and different solutions to the problems. The networking was great part of the forum and I felt everybody was open to share experience.”
- Global Service Director, Marel
“Excellent networking possibilities, very interesting presentations, The conference was a good ocassion to compare yourself with other companies in the service business and get new idea’s or get confirmation about our own strategy.”
- Program Manager Mobility Field Service, Alstom Power
“Well organized, balanced content, opportunity to meet people from other industrie”
- Director Global Field Service Network, Alstom
Firestarter Networking Dinner
Executive Circles
Networking Networking
4
Tom DeVroy, Senior Advisor Field Service Management, IFSTom has been with IFS Field Service Management for 15 years in sales, pre-sales, and consulting roles. In his current capacity he analyzes customer’s requirements and defines how IFS Service solutions meet those needs. Tom has worked as a Service Manage-ment consultant, been a VP-Sales for Metrix, and managed the Professional Services organization there. Prior to IFS Tom worked for Hewlett-Packard for ten years in various roles. Tom has worked on projects for field service and reverse logistics businesses the likes of Ericsson, Xerox, Home Depot, Sysmex, Honeywell, Cisco, and other enterprise service businesses. Tom will be discussing IFS’s new Enter-prise Service Management product platforms throughout the conference.
Aubrey Fox, Solutions Expert, Scheduling and Field Service, Trimble Field Service ManagementAs a Solutions Expert, Aubrey is responsible for managing the cloud-based Work Management solution for Trimble Field Service Management, a position he has held since 2010. Aubrey joined Trimble in 2002 as a solutions engineer and has been specialising in the workforce management, scheduling and optimisation solution suite for over 10 years. Prior to joining Trimble, Aubrey gained considerable industry experience in a number of positions. Beginning his career as a database designer in the Space and Defence group, Aubrey excelled to role of a developer in the relational database products group at Logica. Following this, he held the position of implementation consultant at relational data-base company Ingres, and then Oracle, before transitioning to a systems engineer for various start-ups in the UK: Prism Solutions, MEI CPG and Viryanet. Aubrey holds a first class degree in Computer Science from the University of Aston in Birmingham, UK.
Ferenc Schottner, Head of Service, Palfinger Dreggen A/SFerenc Schottner (transportation / logistics engineer) is a product support professional with two decades of experience in the field of Spare Parts Management and Service Operations. He has vast knowledge on supporting remote areas of heavy machinery operations globally in both B2B and B2C environments. He possesses a significant track record in not just organizing, building and managing parts & service activities, but also in successfully introducing and selling Global Field Service as a Product to Global Customers.
Guido Barbazza, Director, Field Services, Wärtsilä Services DivisionGuido Barbazza sailed as engineer on navy, merchant and passenger vessels and then got a Master’s degree in mechanical engineering. After several years of experience in ship repair and manufacturing activities, in 1991 he started his career in Grandi Motori Trieste - that later became Wärtsilä - as FS Manager and then Sales Manager. From 2003 to 2007, Guido was Vice President, Service, Wärtsilä Italy and then for 2 years Director, Field Service Workshops, Wärtsilä Field Service, member of Field Service Management Team. During that period Guido developed and implemented the Corporate Zero Injury Project, starting Wärtsilä journey to reach top excellence in safety. Since 2010 Guido is Director, Field Services, Delivery Management, Wärtsilä Services, member of Delivery Management Team and Chairman of Field Services Manage-ment Team, accountable for global Field Services function, (4500 employees, 80 workshops) with direct management of Delivery Management Field Services organisation and Wärtsilä Land & Sea Academy (700 employees, 10 sites).
Jos De Boes, GM Customer Service Support, Toyota MotorJoes is the general manager for the customer service support division of toyota motor ince 2012. He has been at Toyota since 1990, when he joined from Volvo Trucks. Over the years, he has held the roles of GM Vehicle Engineering, GM of the Sales & Sports Conversion Department, GM of the Accessory Development, and GM of the Customer Service Technical Division, before moving to his current responsibilities.
Rokus Harder, Director Field Support & Education MRI, Philips HealthcareRokus Harder has over 25 years of experience in all fields of the service organization, both within country, regional management and global business unit organizations. Currently Rokus manages the Field Support & Education department of Philips Healthcare MRI systems, which is responsible for service, application support and the continuous training to the field. Prior to this Rokus hold positions in upstream and downstream lifecycle business, service marketing, service and project management.
Speakers 2014
Anna Pernestål Brenden, Head of Service Support Solutions, R&D, Scania CVAnna Pernestål Brenden is responsible for research, concept development, and user experience for service support solutions that are used in Scanias global workshop network. She has a PhD in Systems Engineering, with focus on probability based diagnostics and troubleshooting, and has worked with diagnostics and maintenance research and development for ten years, both as an engineer, project manager and manager. In 2011 she gained the award “Female Technician of the Year”.
Anders Strömquist, Manager Business Development, ABBAnders started his career at ABB, formerly ASEA in 1983 and has held various positions within the company. Anders also has several years at IBM where he held a global management position at IBM Global Financing. Since a number of years he is back at ABB in the service business responsible for business development at ABB Robotics parts & logistics.
Dave Hart, VP of Global Customer Transformation, ServiceMaxDave Hart is Vice President of Global Customer Transformation at ServiceMax, where he focuses on working with prospects and existing customers to understand and unlock the true value their field service organizations. Having started his career as a field service engineer, Hart has decades of field service management and customer transformation experience, most recently leading Pitney Bowes’ entire European Service division. During his more than a decade at Pitney Bowes, Hart also managed the international DMT service group, UK global mailing solutions group, and national operations of Pitney Bowes Management Services.
Thilo Kerner, Director EMEA LoB Customer, SAPThilo is Director of the EMEA LoB Customer organization within SAP. With 14 years of Service management experience at SAP he worked with over 200 companies in order to streamline their service busi-ness. He started his career as a Consultant and Project Manager implementing global Service Management Solutions. After a stop as Field Service Manager he joined the Business Development team and developed regional and global programs in the area of Service management.
Martin Brolin, System Manager & Solution Architect, FortumMartin Brolin is System Manager and Solution Architect within Fortum O&M IT and handles Fortum’s mobility business. He joined Fortum in 2011, having a background of managing Business Development projects within the O&M side before taking up his present role.
Wojtek Bulatowicz, Senior Manager, Services & Solutions, Welch AllynFor over 15 years Wojtek Bulatowicz has been managing global services through all stages of the lifecycle – strategic planning, design, implementation, delivery, and sales. When with Hewlett Packard he has been WW Product Manager for eSupport and Case Exchange, and managing Global Business Process Architecture team. Currently, he is with Welch Allyn managing its Services and Solutions organization in Europe, Middle East, and Indian Subcontinent. He is Polish national, after spending 20 year in the United States, he just moved to the Netherlands and is based in Leiden – Welch Allyn’s European and Middle East Headquarters.
Field Service Forum 2014 Post Event Report
5
Speakers 2014Garo Derderian, VP, Head of Service Excellence, Heidelberger Druckmaschinen AGHe is responsible for designing, developing, implementing and managing of company’s worldwide excellence and efficiency improvement programs for the Business Area Systemservice. Garo Derderian leads most of the initiatives improving service operation and performance across the world with top level management of Business Area P&L. His focus and continuous work include also future intelligent integration of operational, financial and information technology best practices using business analytics methods. He is a recognized global leader with experience from the most industrial countries and emerging markets in the world with 20+ years of excellence in project and program management and 7+ years in service management. Garo Derderian studied Systems Engineering, graduated in Medical Informatics and holds various professional certifications in IT and Lean Business Management.
Håkan Gill, Partner, byBrick Interface ABHåkan Gill has 18 years of experience from creating digital solutions for B2B businesses. With a broad understanding of technology as well as business dynamics, his abilities covers all aspects from conceptual idea to development of technical solutions with a strong foundation in the commercial reality most of our industrial customers face. With a background in e-learning, his pas-sion for system usability doesn’t stop with technical functionality, but also covers user ability from start to end. Håkan has been a partner at byBrick for 7 years and have dedicated the last 4 years to develop the Care Service Sales concept for industrial customers and is now Managing the Service Sales Tools Unit within byBrick. Finding the ideas that help our customers reach their sales goals is what makes him go to work every morning. byBrick is a group of companies with 75 employees in Stockholm, Gothenburg and Västerås, Sweden, with representation in Copenhagen, Helsinki and London.
Ivo Ruckstuhl, Head of Mobile Solutions, CoresystemsIvo Ruckstuhl is a member of the Executive Board of coresystems and Head of Mobile Solutions. In this role he is responsible for coresystems’ Service Cloud products and the successful project delivery and integration at customers. Prior to joining coresystems, Ivo Ruckstuhl held various management positions at Zühlke Engineering, including Executive Director of Enterprise Solutions and group Chief Information Security Officer. He was most recently Head of Strategic Initiatives & Innovation at Zühlke, where he led the cloud computing, near-shoring, and data analytics initiatives.
Jeffrey Wartgow, Vice President of Product Marketing, TOA TechnologiesJeffrey Wartgow is responsible for TOA’s Product Marketing team. Prior to this role, Jeffrey led TOA’s Channels and Alliances or-ganization. Before coming to TOA, Jeffrey spent two and a half years as a Director at FTI Consulting in San Francisco, where he was charged with developing the company’s first formal partner program. Prior to FTI, Jeffrey served seven years with Dell Inc. During this time he managed Dell’s Strategic Alliances for Europe, the Middle East and Africa as well as Dell’s New Partner Evaluation program. Jeffre also led Dell’s Competitive Intelligence team focusing on enterprise products. Jeffrey holds a BBA from the University of Notre Dame, an MBA from the University of Colorado, and a Masters of International Management from Thunderbird, The American Graduate School of International Management.
Christian Duer, Region Head for Network Rollout and Field Services N. Europe & Central Asia, Ericsson ABChristian has 25 years of management experience, both in periods of rapid growth and downsizing from Europe, the Middle East, Central Asia and the USA, within the construction and telecommunication service sectors.
Paul-John Oliver, Head of Field Service Worldwide Customer Services, Airbus Customer SupportPaul has been with Airbus for the past 10 years, and is currently responsible for deployment of 330+ field service representatives worldwide. This is Airbus’ front line technical support team based with their aircraft operators. Previously, he was Head of Customer Support for Middle East/Africa/South Asia region which included introducing the A380 into Emirates. Prior to Airbus Paul held various roles in BAE Systems in marketing, commercial contracts and sales. He holds a Batchelor of Science Degree from Nottingham University and a Masters Degree from Cranfield University.
Timo Hellgren, Vice President After Sales, BentecTimo Hellgren holds degrees in electronic engineering and MBA. Timo started his career in pulp & paper industry late 80’s and then moved to mining and metallurgical industry in early 90’s by working long career in Outotec until 2012. He has large experience as technology supplier in aftermarket support services including technical support, spare parts, up-grades and management. He has had various responsibilities including managing and develop global support and service organizations, productization of service offering, establish local services operations in differ-ent countries, services sales and business development as well as spare parts business. Currently he is Vice President Services and after sales operations in Bentec GmbH and strengthen their competitive position through aftermarket business. Bentec develops, manufactures and delivers high quality, cost effective and durable drilling and oilfield systems for harsh and hostile environments that will fulfill the demanding requirements of the international oil and gas drilling industry.
Paul Vissers, Associate Director Field Technical Services BNL, Coca-Cola EnterprisesPaul has been at Coca-Cola Enterprises since 2007. Before that, he has experiences in organizations like Rucanor, Fedex, and Capespan International. He also spent 13 years in the Dutch Army within the transport and distribution division.
Pat Noble, Service Management Centre of Excellence, Operations Manager Worldwide, IFSForty years in service management initially as field service engineer then as a director of a medium sized IT field service provider and subsequently director of three different software houses designing and marketing service management software. Now has particular focus on optimised resource scheduling for field service organisations.
Silvio Douven, Account Executive Western Region EMEA, ClicksoftwareSilvio Douven has 13 years’ international experience in the Field Service Management software industry working with Mobile Workforce Management Solutions, ERP and Resource Management. Silvio has worked closely to several leading companies and has gained a great understanding of typical business chal-lenges and expected results, and well as played the crucial role of educating companies on best practices and change management to achieve success-ful results.
Steve Harding, Sales Director, EMEA, PegaSteve Harding is the Sales Director for the Mobile Business Group at Pegasystems, Inc. where he manages sales, pre-sales, and business development across the region. With 20 years of experience in mobile, he has held positions at PHH Europe, BT, O2 and Orange, and is passionate about how transformative mobile can be for businesses.
Vibhor Singh, Associate Director - Projects, Cognizant Technology SolutionsVibhor Singh is Associate Director - Projects at Cognizant, Europe where he manages business and technology consulting business, directly working with clients in EMEA region. With 15 years industry experience his focus areas have been driving implementation of Enterprise Wide Solutions including mobility in Sales, Service and Marketing space – enabling commercial excellence.
Field Service Forum 2014 Post Event Report
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Thanks to our Field Service Forum participants
Field Service Forum 2014 Post Event Report
AB Volvo Penta Director Business Development
AB Volvo Penta Director, Field Service Support
ABB Manager Business Development
ABB Head Field Service
ABB Motors & Generators, Service Global Product Manager, Field Service
ABB Schweiz AG Team Leader Site Management
ABB Switzerland Ltd. Global Service Manager Minerals Plants
AgustaWestland Spa Customer Support & Service Manager
Airbus Head of Field Service Worldwide
Alcatel-Lucent Field Force Leader North Europe
Alfa Laval Global Field Service Manager
Alfa Laval Aalborg Nijmegen B.V. Global Market Unit Manager Service, Marine & Diesel Systems – Parts & Service.
ALSTOM (Switzerland) Ltd. Program Manager Mobility Field Service
Alstom Power AG Director Global Field Service Network
Andritz Feed & Biofuel A/S Director Service & Aftermarket
Andritz Feed & Biofuel A/S Service R&D Engineer
Antenna (Pega) Sales Director EMEA
Antenna (Pega) Sales Consultamt
Antenna (Pega) Account Executive
ASML Customer Support Manager Global Support Center
ASML Netherlands B.V Sr Manager Service-System Engineering
Atlas Copco Industrial Technique Head of Business Unit, Service
AVL List GmbH Global Business Segment Manager
Bentec VP After Sales
byBrick CEO
byBrick Manager Service Sales Tools
byBrick Digital Business Evangelist
Case New Holland Product Support EMEA
Case New Holland Methods and Processes, Product Support, EMEA
Caterpillar Inc. EAME Customer Service Operations
ClickSoftware Account Executive
ClickSoftware Inside Sales Specialist
ClickSoftware Account Executive
Coca Cola Enterprises Associate Director Field Technical Services
Coca Cola Enterprises Area Managers Field Technical Services NL
Coca Cola Enterprises Area Managers Field Technical Services NL
Cognizant Associate Director CRM
Cognizant Mobility & Social Business Partner - Cognizant
Coherent Kaiserslautern GmbH Field Service Manager
Coresystems AG Coresuite Mobile Sales - EMEA
Coresystems AG Head of Mobile Solutions - Executive Board
Coresystems AG Coresuite Mobile Sales - Switzerland & Austria
DeLaval International Product Manager Service
DeLaval Manufacturing Service Coach
Delphi Diesel Systems (Aftermarket) Global Service Operations Director
Embraer Customer Support Manager
Ericsson AB Region Head for Network Rollout and Field Services Northern Europe & Central Asia
ESAB After Sales Manager, Russia and CIS
ESAB AB Global Service Network Manager
Fabio Perini Customer Service Sales & Marketing Director
Fabio Perini Chief Customer Service Officer
Flowserve Hamburg GmbH Manager Field Servive / Team Leader Special Products FLSmidth Global Product Manager
FLSmidth Commissioning & Technical Support Manager BSc E.E
FLSmidth A/S Product Manager – Vibration technique
FLSmidth A/S Business Developer
Fortum System Manager & Solution Architect
GD SpA Field Planning Manager
GE Oil & Gas Senior Service Manager – Global Services
GE Oil&Gas FS Product Leader
Hartridge Ltd. Customer Support Manager
Heidelberger Druckmaschinen AG VP, Head of Service Excellence
Hiab Dealer Development Manager
Honeywell Scanning & Mobility Manager Regional Sales Nordic & Baltic
Honeywell Scanning & Mobility Manager EMEIA Industry Marketing
Howden Marketing Intern
IFS Marketing Manager
IFS Sales Manager
IFS Senior Advisor
IFS Senior Consultant
THANKS TO THE SPEAKERS AND MODERATORS (list all speakers and moderators, with pictures, titles and logos) THANKS TO OUR FIELD SERVICE FORUM PARTICIPANTS
AB Volvo Penta Director Business Development
AB Volvo Penta Director, Field Service Support
ABB Manager Business Development
ABB Head Field Service
ABB Motors & Generators, Service
Global Product Manager, Field Service
ABB Schweiz AG Team Leader Site Management
ABB Switzerland Ltd Global Service Manager Minerals Plants
AgustaWestland Spa Customer Support & Service Manager
Airbus Head of Field Service Worldwide
7
Thanks to our Field Service Forum participants
Field Service Forum 2014 Post Event Report
IFS Senior Advisor
IFS Sales Executive
IFS Senior Advisor
Istec International B.V. Supervisor
Itos Technology, S.L Director
Itos Technology, S.L Sales Manager
IVECO Product Support EMEA
KMT Waterjet Systems VP Aftermarket
Lely International N.V. Senior Manager Technical Service Support
MAN Diesel & Turbo Mechanical Engineer
Marel Global Service Director
Marioff Corporation Oy Aftermarket Department Manager
Metso Automation Manager, Services Execution & Support
Mettler Toledo AB Nordic BAM Service
Mettler Toledo AB Region General Manager
Multi Phases Meters AS Manager of Services
NACCO Materials Handling Group Aftermarket Service Director
Nestle Nespresso Technical Operations Manager
ORBOTECH Deutschland GmbH Customer Support Business Manager
ORBOTECH SA Customer Support Manager-Europe
Outotec (Filters) GmbH Head of Customer Support Operations
Palfinger Dreggen A/S Head of Service
Pall International Sales Director Aftermarket (EMEA) - Process Systems
Philips Healthcare Director Field Support & Education MRI
Philips Healthcare Senior Director MRI Customer Services
Pon Equipment Netherlands Service Manager Quintiq Marketing Executive
Rolls-Royce Marine AS Training Manager FSE Processes
Rolls-Royce Marine AS Head of Capability & Capasity Field Services
Rolls-Royce Marine AS Project Manager / System Developer
RÖSLER Benelux BV Technical Director
Saab / Hitt Traffic Team Manager Helpdesk
Saab / Hitt Traffic Customer Service Engineer
Sandvik Materials Technology AB Project Manager Service Business
Sandvik Materials Technology AB Manager SMT RND
Sanovo Group Group Project, Service & Quality Director
Sanovo Group Customer Care Team Manager
SAP Director EMEA LoB Customer
SAP VP, Product Management SAP
Scania Trucks Head of Preventive Maintenance Development
Semco Maritime Service Manager – Wind, Oil and Gas Division
ServiceMax VP Global Customer Transformation
ServiceMax Ent AE Nordics and Benelux
ServiceMax Pre-Sales Consultant, Mid-Market EMEA
Sidel Customer Satisfaction Director
Siemens AG Business Manager Marine Service
Siemens Wind Power A/S Head of Jack-up Operations
Siemens Wind Power A/S Head of Operations and Regional Support
SKF Global Segment Pulp & Paper Manager Maintenance Solutions Global Segment Pulp & Paper Swisscom Ltd. IT, Network & Innovation Head of Field Services Area West Terex Service Solutions Manager EMEAR Terex Aerial Work Platforms Technical Services Manager EMEAR Terex Aerial Work Platforms Senior Director Aftermarket and Operations EMEAR
Tetra Pak Director Maintenance & Spare Parts
Tetra Pak Cluster Leader Technical Sales & Service
Tetra Pak Technical Service AB Manager Maintenance Delivery
Tetra Pak Technical Service AB Maintainance Services Director
Tetra Pak Technical Service AB Project Manager
TOA Technologies Sales Director EMEA
TOA Technologies VP of Product Marketing
Tomra Supervisor Service Operations
Tomra Systems Senior Product Expert
Tomra Systems Technical Director Western and South Europe
Toughshield Country Manager DACH & Benelux
Toughshield Director of International Accounts
Toyota Motor Europe General Manager Customer Service Support
Trimble Field Service Management Director of Marketing Communications
Trimble Field Service Management Account Director
Trimble Field Service Management Account Director
Trimble Field Service Management Solutions Expert
TTS Marine AS VP Services
Vacon Plc Service Manager, Corporate Accounts
Vacon Plc Service Manager, Corporate Accounts
Vacon Plc Service Manager, Corporate Accounts
Weidmüller Head of Service Management
Welch Allyn Middle East, and Indian Sub-Continent Services and Solutions Sr. Manager
Wennstrom Fuel Systems AB VD
Wennstrom Fuel Systems AB Service Manger
Vestas Area Manager Service
Volvo Penta Director Aftermarket Sales & Customer Support
Wärtsilä Director Field Services
Wärtsilä Manager Field Service Resources and Operations Delivery Management Wärtsilä General Manager Field Service of the Service Unit Benelux
Xeikon VP Service
The author of the article agrees that the work he/she is submitting meets the appropriate criteria and does not infringe upon any copyright or intellectual property laws. All submitted articles are first screened by the editor-in-chief. Articles should not exceed 1000 words. Pictures and graphs are welcomed.
If interested please contactThomas Igou,
The Editor
Phone: +46 8 502 552 39
email: [email protected]
8
Call for speakers 2015
Field Service Forum 2014 Post Event Report
Do you have what it takes to be a conference speaker? Do you have a story to share? Then don’t hesitate, and inquire about speaking
opportunities for our 2015 events:
1st Annual Field Service Forum Asia - April 22, 2015, Singapore2nd Annual Field Service Forum - June 2 - 3, 2015, The Netherlands
We are currently looking for inspirational speakers who will dare to challenge the future of Field Service and add value to the forum by presenting a practical case study on:
Competence•KnowledgeManagement
•SoftskillTraining
•CompetenceDevelopment
•TrainingPrograms
Services•RemoteMonitoring
•Dispatching&Cloud
•MaintenanceContracts
•Mobility
Strategy•ServiceSalesModels
•PerformanceManagement
•WorkforceOptimization
•ChangeManagement
Call for papersWe at Copperberg aim to change the way conference agendas look. The goal for the Field Service Forum 2015 agenda is to provide great experience based on a premium content. As such, we are currently looking for interesting papers on field service that will be published in the digital and printed agenda.
We consider five different types of articles for publication in the Field Service Forum agenda:
Academic (field service studies)
Futuristic (innovation in field
service)
Practical (case study on field
service business)
Opinion Interview
16 Manufacturing Pricing Excellence Platform 2014
After spending almost 30 years in the elevator industry, most of it focused on the
service business, I find the greatest challenge that our sales people face is not leading
a customer discussion with KONE. Our people have been trained on our products and
services and that is what they are comfortable talking about.
Linking Pricing Excellence
to Customer Value
Unfortunately, these discussions rarely bring any significant value
to the customer. Having a background in strategic accounts, I have
always realized we need to put the customer’s business processes,
activities and challenges out front. Our focus should be on learning
and intimately understanding the customer’s business. On a global
level, this is surprisingly more difficult than I ever imagined.
The key is providing tools and techniques to help sales people ask the
right kind of questions and document the findings. They can then take
the learning and apply
this to future sales op-
portunities and actions.
This is the first of four
steps in truly under-
standing the needs of
our customers. I will
review and discuss all
four steps at the upcom-
ing conference.
All global organiza-
tions face challenges
with personnel and
competency develop-
ment. Becoming a truly
customer facing organi-
zation is really a change
in culture and thus
becomes an exercise in
change management.
Two things stand out as
critical to this process. First and foremost is executive sponsorship.
From the top down the organization must be committed to making the
change and it must be part of the discussion each and every day and
at all levels. Second, you need strong advocates at the frontline level
who take ownership and “champion” the change process.
These “Champions” require inspiration, support and tools to be suc-
cessful in their roles. Rarely will companies have dedicated resources
that spend 100% of their time on a change management initiative.
They will have other responsibilities and always be pulled in many
directions. I will provide some insight and considerations for support-
ing the success of these important resources to produce a win-win for
everyone.
Value creation is only as good as the quantified value you are able to
demonstrate to your customers. Quantifying the value of your solu-
tions is clearly the most difficult step in the process. Sales people will
naturally gravitate to the soft values which are the most intangible and
typically carry the least monetary value to the customer. Challenging
your teams to dig deeper and “peel back the onion” will allow for more
meaningful quantifications and create real impact to the customer.
Once sales people are armed with the real value your solutions bring, they
are now in a position to
confidently move the
conversation from price
to value. Naturally this
directly links to pricing
excellence. Customers
appreciate quantified
value because they see
what your solution does
to help their bottom line
and make them more
successful. Sales people
appreciate quantified
value because it supports
differentiation and allows
them to avoid discounts
and even sell at premium
price levels. One thing is
for sure, if you want to
sell value, it is clear that
your organization needs
to be good at providing
meaningful life cycle solutions.
So, if you have great products and services, but find your sales teams
need higher discounts to close deals, I can honestly say there is a bet-
ter way and I will be happy to share what we have learned and put into
practice at KONE.
John R. Lynly
Can we increase
customer’srevenue?
Can wedecrease
customer’stotal cost of ownership?
Can weminimize
customer’scapital
requirements?
Can wereduce
customer’srisks?
4 Steps to Quantify Customer Value
4 Steps to Quantify Customer Value
Pricing 2014 Till tryck version agenda.indd 16
2014-05-16 13:42:14
Manufacturing Pricing Excellence Platform 2014 17
Scholars specializing in change
management widely report that 70% of
projects fail due to a general of change
management skills in organizations.
Generally speaking, change manage-
ment might happen at the individual
or team level. Rarely does it happen
at the organizational level where
multiple teams and departments
change in concert to achieve a large-
scale transformation. So what does
organizational change mean? In 2009,
Bill Judge, a change management
scholar, defined a capacity of an orga-
nization to change as organizational
and managerial capabilities allowing
an enterprise to adapt more quickly and effectively than its competition
to changing situations. For an organization to change as a whole, learning
has to be a vital component in its values, visions and goals, as well as its
everyday operations and assessment.
Change needs to
be intentional and
focused:
Change management
cannot be reactive. It has
to be intentionally design
and managed across the
organization. Change
requires sense of urgency
for doing things differently. It
starts with an organizational
realization that some pricing
issues need to be fixed. It is
easier to do when the orga-
nization is facing adversity
or serious pricing problems.
It is less easy to do when an
organization is successful.
Why should I change when
we are doing great? How
many times have you heard
that?
“Change is a campaign, not a decision. CEOs can demand, but the people must want to
act. Visions must be sold over & over” - Rosabeth Moss Kanter
Pricing & Change Management
Pricing projects are hard to implement. Pricing transformations are even harder. If your organization is stuck in time or unable to embrace
large organizational pricing projects, you have to think differently and bring in change experts. Change management is a science and there
are amazing training programs out there. In 2013, I became a Prosci® Certified Change Manager and it opened my eyes on how rich the
change management and change leadership fields are. The new CAP™ certification (www.changeagentinpricing.com) was designed to
include all these considerations as well as insights from these six change management methodologies. Join us to learn about how change
management can improve the chances of success with your pricing projects.
Stephan Liozu (www.stephanliozu.com) is the Founder of Value Innoruption Advisors and specializes in disruptive approaches in
innovation, pricing and value management. He earned his PhD in Management from Case Western Reserve University and can be
reached at [email protected].
The vision is critical
for success:
Vision is critical to drive
change. The vision rallies
people around a goal and
an outcome. This is may be
one of the most neglected
component of change
initiatives. Yet all change
management methodologies
include a shared vision in
their change process. Not
many firms have a declared
pricing vision. In fact, a 2012
survey we conducted with
557 CEO’s showed that only
39% of them had such a
pricing vision.
Change manage-
ment is not project
management:
These are two different disci-
plines. They are often mixed
up. You might hear “yes we
do change management as
part of our project” when in
fact, business professionals
focus solely on the technical
aspect of their projects. Proj-
ect management deals with
the technical side of moving
from current state to future
state. Change management
focuses on the people side
of that transition. They need
equal attention and work
hand-in-hand in project
teams.
Pay attention to all
relevant stakeholders:
A big misconception is that
pricing changes only con-
cern pricing teams and sales
organizations. Organizational
change deals with every-
one who touches pricing
(finance, supply chain, cus-
tomer service, etc.) and who
interacts with customers
(technical support, drivers,
sales, etc.). That requires
different organizational road
mapping exercises: from
stakeholder analysis, to
what’s in it for me analysis,
to holistic training plans.
Change requires
leadership support:
Our survey indicates that
change without capable
champions and top leader-
ship support is difficult.
Resistance to change might
come from the top as well.
The role of the top leaders
are to identify and make
resources available to
change agents. They remove
roadblocks and tackle
bottlenecks.
Here are five more considerations that are essential for organizational change:
1 2 3 4 5
In 2012, I conducted a survey with over
900 pricing professionals on the topic
of organizational change. The goal was
to identify the critical dimensions of
organizational change capacity related
to pricing. Having Capable Champions
of change received the highest ratings
among all eight dimensions. Closely
in second position is the dimension of
System Thinking indicating that pricing
change agents and organizational
actors need to think in multiple dimen-
sions and consider interdependencies
of all pricing change activities. The
third critical dimension related to
accountability and the embracing of
a Culture of Accountability. So in essence, for an organization to engage in
change and transformation in pricing, it needs capable and skilled change
agents in pricing, a system approach to change at the organization level,
and a strong culture of holding people accountable to get the change
executed.
Pricing 2014 Till tryck version agenda.indd 17
2014-05-16 13:42:16
Malcolm is an experienced international executive
who has successfully operated within leading
manufacturing and engineering companies to
deliver increased revenues and profits across
a variety of industries. Pragmatic in approach,
he delivers results ahead of targets; using best
in class methodologies, processes and systems
to deliver unrivalled financial returns and
customer service.
Malcolm earned his MSc in Manufacturing,
Management & Technology from The Open
University and attended the Lausanne Leader-
ship Program at IMD (International Institute
for Management Development) - Business
Programs and MIT Driving Strategic Innovation.
By Malcolm Youll AssetRight © 2013
www.assetright.com
The following paper is intended to raise more questions than provide solutions
to you, however if it stimulates you to think “Is my company doing enough
towards my customer” then it has achieved its intended purpose. The global
aftermarket business is changing rapidly yet many companies are still focus-
ing on short-term problems rather than thinking about the implications to the
business over a longer period of time, believing that their margins are safe.
Time for change
Business silos exist today where
many companies are developing
strategies and organisations to
deliver only one part of the total
solution to their customer, often
missing out on a cohesive offer-
ing to doing business, which will
leave many renowned names in
danger of allowing new entrants
into the marketplace.
However there is a real opportu-
nity to allow developed compa-
nies to change their business
model and offering and make a significant
impact on their business, servitization may be a
savour for many western developed companies
and a concept which needs further exploring to
see what opportunities are available through
this concept.
When I think about my previous positions within
established and market leading companies, the
only real issue that concerned me on an ongoing
basis was the threat from the Asian market. My
Aftermarket Business Platform 2013
22
The implications of Servitization
on manufacturing companies
over the next five years
career has been built around Aftermarket and
Service, which traditionally has been the area
which created the profit for the companies who
I worked for; however, this is now changing.
Many people will recognize that parts generate
significant margins, but this is changing and
companies must start to realize that margins
of 50%+ over the next five years will start to
spiral downwards out of control due to increased
competition and a disconnection with the
customer over what value truly is. For many, the
high margins previously achieved
will move more towards the mid
30%, and there will be no plan
to recover this: sales people will
discount to win business based
on revenue targets, suppliers will
seek a direct route model to mar-
ket to maintain their margins,
and the customer will have more
choice than ever over where they
purchase parts.
But the real issue is that com-
panies will move even further
away from connecting with their
customers, who they say are
their most important focus.
Defining Servitization
So why does it go wrong? Customers do not buy
products, they buy solutions to their problems.
So, what is “Servitization”? There are many
people offering their view of what it is; however,
I offer my view, which hopefully is easier to
understand.
Throughout my career within Engineering/Manufacturing companies I have never seen a complete
offering towards the customer, and when I consider this, I sense excellent companies are missing
a significant opportunity to connect with their customer and offer true value which translates into
improved customer satisfaction and retention. Figure 1 is typical of many companies who operate
within a Manufacturing/Engineering business
Figure 1
The future leaders of aftermarket profitability
need to be thinking differently about their
current business model. Customers will in the
future expect the product “machine” and service
“parts” to be a complete offering, which has a
fee to deliver an outcome. How this translates
will see extended warranties and maintenance
contracts disappear and all that will be left is a
monthly fee to provide machinery and optimum
operating performance set by customer de-
Aftermarket Business Platform 2013 23
mands. When this happens, the OEM will no lon-
ger have a dominant position and will become
a supplier with little control over the customer
experience. New entrants will be able to enter
the market probably from the financial market-
place, where they buy products from suppliers
OEM’s, and then provide the customer the true
requirement of product to fulfill the job required.
The financial company will manage not only the
customer relationship but will dictate terms and
The market is changing and the future is still to be discovered. In our upcoming Aftermarket
Business Platform, let’s discuss and debate the future and hopefully learn what needs to be
changed within our businesses.
conditions on the OEM over specification, cost,
features and future development requirements.
So what will be left for the OEM? Very little, unless
they act now. Manufacturing must change to
a service business and recognize that product
differentiation against competitor is less and
less, investment in service truly opens the door
to allow OEM’s to survive the coming years and
beyond.
•Marginswilldropacrossmachine
ryandservice
•Greaterconsolidationandcomp
etitorcollaborationincoreareas
•Newentrantsenteringaftermarke
tfromnewmarkets
•Greaterneedfordata,andintegr
atedtechnologies
•Solutionswillbethefocus,andth
ecompaniesthatsucceedwillbet
otallyintegratedtothecustomera
ndprovideasinglesolution
•Paceofchangewillberapidande
xistingcomplexorganisationswilln
otbeabletocopewiththepressure
ofcustomerneedsandcompetition
A couple of predictions over the future of OEM’s and Aftermarket:
Malcolm Youll
“Servitization is the innovation of an organisation’s
capabilities and processes to shift from selling
products to selling integrated products and
services that deliver value in use.”
Most businesses today are driven by monthly
revenue targets and their businesses are con-
sidered as performing as long as they achieve
financial based targets, so day to day invoicing
is critical and gains significant focus. How-
ever, for me, supplying parts has not achieved
anywhere near what the customer really wants.
If companies anticipated, for example, machine
failure and then had the parts and technician
on the customer site before the machine failed,
then this would have provided a solution where
parts are consumed and where the customer
considers his supplier to add real value towards
his business. It adds value and reduces risk,
and therefore Servitization has been achieved.
(Figure 2)
“I sense excellent companies are missing a significant opportunity
to connect with their customer and offer true value which translates
into improved customer satisfaction and retention.
“
Figure 2
Manufacturing Business Platforms 2014/2015
Calendar of EventsCopperberg is the specialist events organiser for the Global Manufacturing industry. Dedicated for senior executives from global organisations - our events are giving you the tools to improve short term results whilst simultaneously designing robust future strategies.
8th Annual Aftermarket Business Platform 2014October 22nd - 24th, Amsterdam, The NetherlandsThe Aftermarket Business Platform is the leading European event for senior aftermarket executives, attracting 150+ participants from global organizations. Now in its 7th edition, it focuses on current market challenges on how manufacturing companies can increase growth revenues from their service divisions through success stories on the following topics: remote service management , spare parts, value based pricing/selling, value proposition and total cost of ownership, data in the aftermarket, BRIC market strategies. Over the course of three days and plenty of networking opportunities, participants will be confronted with tools and solutions to current challenges as well megatrends of the future.
2nd Enterprise Asset Management 2014November 11th - 12th, Copenhagen, DenmarkThe Enterprise Asset Management is designed to meet the challenges and needs of Asset Management experts and maintenance design managers from Europe and beyond. Packed with practical case studies from leading organizations in process and manufacturing industry, this two day conference will bring up-to date topics that any asset professional can relay to. Emerging ISO standards, Asset management holistic approach, Change Management, EAM KPI’s, Asset Lifecycle Management, Predictive Maintenance, M2M, Mobile EAM are only few of the topics that are going to be discussed at the conference.
3nd Annual Spare Parts Business Platform 2015February 4th - 5th, Stockholm, SwedenSpare Parts Business Platform will return in February 2015 for its third edition. Following an extremely successful event, the conference will once again gather senior spare parts executives for a two day event on how to optimize the spare parts process. The event will delve into topics such as parts pricing, logistics and forecast, piracy, obsolescence, centralization vs. decentralization of warehouses, inventory management. Participants last year came from all corners of Europe and offered plenty of networking opportunities to enhance sharing of experiences between peers.
1st Annual Nordic Enterprise Mobility 2015February, Stockholm, SwedenThe inaugural Nordic Enterprise Mobility will be the first of its kind for large Scandinavian organizations from all sectors, where CIOs and Enterprise Architects will meet to discuss the challenges and solutions to implement an enterprise mobility strategy across the organization by coordinating and aligning across business units, setting BYOD/COPE standards, securing the mobile infrastructure, and understanding the business value of mobility as a supporting technology.
5th Annual Defence Collaboration and Logistics 2015April, Amsterdam, The NetherlandsThe Defence Collaboration and Logistics conference is coming back for the 5th time and this time in Amsterdam. This unique annual 3 day conference is the only one in Europe and beyond gathering all the relevant stakeholders from the Defence sector and focusing on the current challenges that the Armed Forces are facing regarding multinational logistics and collaboration, SmartDefence, policies, PPP, outsourcing, supply chain and logistic, trends in technology and much more.
3nd Annual Manufacturing Pricing Excellence Platform 2015May, Amsterdam, The NetherlandsThe Manufacturing Pricing Excellence is designed to meet the needs of pricing decision makers from the Manufacturing industry from Europe and beyond. Packed with practical case studies from leading organizations across like Air Products, Syngenta, H.C Stark, the conference brings up-to.date topics that any pricing professional can rely on. Effective Pricing Strategies, Change Management, Value Based Pricing, Pricing Confidence and Price Optimization are only few of the topics that are going to be discussed at the conference.
2nd Annual Field Service Business Platform 2015June 2015, Amsterdam, NetherlandsThe Field Service Business Platform is designed to meet the challenges and needs of service and aftersales professionals from Europe and beyond. Packed with practical case studies from leading organizations within the manufacturing industry, this two day conference will focus on how to optimize the service division to turn it into a sustainable profit center. Topics discussed will revolve around mobility, workforce scheduling, predictive maintenance, and knowledge management to support field technicians and increase customer loyalty.
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www.defencesupplychain.org
www.pricingeurope.com
www.aftermarketeurope.com
www.eameurope.com
www.fieldserviceexcellence.com
www.copperberg.com
9Field Service Forum 2014 Post Event Report
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