Building the Business Case for a Mobile Workforce Management Solution
Guest Author: Bill Pollock, President and Chief Research Officer, The Service Council
There never has been a better time to build a business case for implementing (or upgrading) a Mobile Workforce Management solution. A majority of services executives foresee a brighter future in terms of accelerating service revenue growth and, accordingly, have turned their attention away from dealing with the years of cost-cutting initiatives they were forced to implement as a result of the recession, to a more positive strategy of managing revenue growth in an expanding global services economy. But they need the tools to in order to execute.
The findings from The Service Council™’s Q4 2012 survey on “Driving Service Revenues” support the case for an expanding economy as for the first time since the recession, services executives appear to be much more focused on managing for the future rather than simply attempting to pick up the pieces from the most recent economic downturn.
It looks like a bright future, too, based on the survey results. For example, nearly two-thirds (63%) of survey respondents believe their services-related revenues are going to increase over the next 12 months, and almost everyone (94%) agrees that they do not expect revenues to backslide in 2013. As a result, many are beginning to invest in new technologies to keep the momentum going.
A majority of services executives also have plans, for the first time in several years, to use their expanding revenue base to strengthen their respective services operations. Almost two-thirds (62%) plan to leverage their already strong internal service culture, coupled with their expanding revenue base, to focus on the following key outcomes:
- More satisfied customers
- Deeper partnerships with customers
- More consistent service performance and delivery
- Stronger competitive advantage
- Enhanced market image and reputation
- Healthier bottom line for the organization
As all of these, taken together, constitute a lofty set of goals, they cannot be attained simply by doing things faster, cheaper or by throwing more people at the problem. They require a comprehensive, structured and coordinated approach to services management and this, in turn, requires the acquisition of new service management and delivery solutions that can only be enabled by the adoption of new technology.
Further, unless the organization has all of the right technology solutions already in place; performing all of the required functions; and providing ongoing measurement, documentation and reporting capabilities, it may find itself falling further and further behind both the competition and – even more importantly – its customers’ (and the market’s) expectations.
The leaders in the global services community have already specified what they plan to do as the economy improves. First, they plan to strive toward building their revenue base in order to improve overall service profitability. Second, they plan to use these newly acquired financial resources to execute programs to improve customer satisfaction and loyalty. Third (and we haven’t seen such a pronounced push in this area for several years), they plan to allocate a portion of their growing profits to fund the introduction of new, expanded and/or improved services offerings to a similarly expanding marketplace. All of these plans fall under a general umbrella of improving existing levels of service performance and delivery for the express purposes of:
- Improving the overall customer experience
- Strengthening the bottom line
- Growing the services business portfolio
But, there are also several less-than-positive reasons for why many other services organizations are struggling to find the right solution to help them manage their workforce. That is, that many – just simply put – have perennially not been able to meet their performance targets, and the prospects for doing so without the benefit of the right technology, tools and resources remain rather slim.
Perhaps one of the more compelling reasons for why some organizations are beginning to move more quickly to acquire a new, and/or upgraded, Mobile Workforce Management solution is that their past performance has not lived up to either their – or their customers’ – expectations. Other recent research conducted by The Service Council™ confirms the less-than-spectacular performance that too many services organizations have faced. For example:
- Nearly half (46%) are not attaining at least 90% customer satisfaction
- More than a third (37%) are not attaining at least 30% service profitability
- More than a third (35%) are not attaining at least 90% SLA compliance
These current performance lapses represent only the tip of the iceberg for some organizations when you consider that their key performance metrics have actually gotten worse over the past 12 months:
- More than three-quarters (77%) have not decreased their average Mean Time to Repair (MTTR)
- Almost three-quarters (71%) have not decreased their average cost-to-dispatch
- Almost half (42%) have not increased their workforce productivity (i.e., average daily number of completed calls)
Whether the organization’s motivation is to take advantage of an upturning economy to move toward more effective service delivery performance through a state-of-the-art Mobile Workforce Management solution, or simply that the time has come to finally step up to the type of solution that will enable it to meet its revenue, profitability, satisfaction and marketing goals, one thing is explicitly clear – the time is now for finding – and acquiring – the most effective Mobile Workforce Management solution that can leverage the organization through the anticipated economic upturn.
For more information, or to get the chance to participate in a Q&A session with Bill Pollock, President & Chief Research Officer of The Service Council™, simply click here to register for the upcoming Smarter Services™ Technology Evaluation Series: The Road to Mobile Workforce Management Transformation.”