Field Service Management (FSM) for Product-Driven Organizations

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Whether it's a broken dishwasher or a new internet connection, each of us has probably come across the following sentence in a similar form at some point: "Please be ready for our customer service between 7 a.m. and 7 p.m.." In the third year of Corona and the subsequent return to the office, this provision is a challenge for many people. Not to mention the group of people who cannot or are not allowed to work from home at all.

Many service organizations rely on Field Service Management (FSM) solutions for the delivery of after-sales services. Field service refers to work performed on-site to sell, install, repair or maintain equipment, for example.

Did you know that 80% of decision makers at companies using field service management software say that customer engagement is critical to customer retention and loyalty, and that they use this knowledge as an important part of their strategy?

It's time to take stock: what is the current state of field part time data service management and what opportunities does its application offer to product-oriented organizations?

Figure 1: Section of an exemplary field service management process
Figure 1: Section of an exemplary field service management process

Status quo in field service management
According to the Gartner Hype Cycle for Customer Service, this technology is in an emerging phase of recovery, on the so-called "path to enlightenment" (Figure 2). This means that the achievable technological advantages are becoming apparent through continuous refinement. Expectations have been adjusted to a realistic level and thus allow for positive feedback.

Figure 2: Based on Gartner Hype Cycle - Source: Hype Cycle Research Methodology | Gartner
Figure 2: Based on Gartner Hype Cycle - Source: Hype Cycle Research Methodology | Gartner

Field Service Management is wandering through many disruptive technologies – including Machine Learning / IoT / Augmented Reality or Robotic Process Automation (RPA) . On the one hand, these technologies can facilitate human work and, on the other, improve the quality of task execution.

Many of the disruptive technologies mentioned were still classical hypotheses a few years ago. The progressive adaptation shows the speed of technological change. However, subsequent developments only unfold their added value through seamless integration into the end-to-end service process.

Artificial intelligence ( AI), for example, offers great potential for the service sector. From customer support to service planning and delivery to spare parts management, many possible applications can be identified. Technology-driven service companies in particular use AI as a differentiating factor.


From product to service
Rolls-Royce has been offering aero engines as a service rather than a product since 1997. Almost all Trent engines are now supplied as part of a full-service package called TotalCare. Repairs, maintenance and even complete engine replacement are included in the TotalCare tariff. This means that airlines do not have to make any upfront investment. In return, the agreement guarantees Rolls-Royce recurring annual revenue. To do this, the engine manufacturer needs many IoT sensors that collect data on the condition of the aircraft. Analysis of this data enables the manufacturer to proactively maintain the supplied equipment by predicting potential failures, adapting performance to use and, ideally, extending the life cycle.