Published on September 22, 2014
#fsf2014 2014 YOUR ESSENTIAL EXECUTIVE TOOLKIT Amsterdam, The Netherlands, June 3rd - 4th 2014 own companies state-“of-the- Great opportunity to benchmark against others in the service industry” art on service - 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 PLUS POST EVENT REPORT a event Find out more at Join us on: @ www.fieldserviceexcellence.com Field Service Excellence Twitter: @Prod_Lifecycle Presents Thanks to our Partners in 2014
2 Field Service Forum 2014 Post Event Report “ Conference was a perfect opportunity to understand peers dynamics in FS environment - Senior Service Manager – Global Services, GE Oil & Gas 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, http://www.linkedin.com/in/thomasigou https://twitter.com/tomigou Thomas Igou The Editor
Field Service Forum 2014 Post Event Report 3 Inside look Firestarter Networking Dinner “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 Executive Circles Networking Networking
4 Anders Strömquist, Manager Business Development, ABB Anders 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. Tom DeVroy, Senior Advisor Field Service Management, IFS Tom 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. Field Service Forum 2014 Post Event Report Ferenc Schottner, Head of Service, Palfinger Dreggen A/S Ferenc 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. Aubrey Fox, Solutions Expert, Scheduling and Field Service, Trimble Field Service Management As 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. Guido Barbazza, Director, Field Services, Wärtsilä Services Division Guido 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 Motor Joes 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 Healthcare Rokus 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 CV Anna 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”. Dave Hart, VP of Global Customer Transformation, ServiceMax Dave 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, SAP Thilo 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, Fortum Martin 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 Allyn For 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.
5 Speakers 2014 Garo Derderian, VP, Head of Service Excellence, Heidelberger Druckmaschinen AG He 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. Paul-John Oliver, Head of Field Service Worldwide Customer Services, Airbus Customer Support Paul 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. Håkan Gill, Partner, byBrick Interface AB Håkan 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. Jeffrey Wartgow, Vice President of Product Marketing, TOA Technologies Jeffrey 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. Ivo Ruckstuhl, Head of Mobile Solutions, Coresystems Ivo 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. Christian Duer, Region Head for Network Rollout and Field Services N. Europe & Central Asia, Ericsson AB Christian 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. Timo Hellgren, Vice President After Sales, Bentec Timo 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 Enterprises Paul 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, IFS Forty 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, Clicksoftware Silvio 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, Pega Steve 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 Solutions Vibhor 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
6 Field Service Forum 2014 Post Event Report Thanks to our Field Service Forum participants 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 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 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 Field Service Forum 2014 Post Event Report Thanks to our Field Service Forum participants 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
8 Field Service Forum 2014 Post Event Report Call for speakers 2015 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, Singapore 2nd 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 • Knowledge Management • Softskill Training • Competence Development • Training Programs 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 contact Thomas Igou, The Editor Phone: +46 8 502 552 39 email: email@example.com Services • Remote Monitoring • Dispatching & Cloud • Maintenance Contracts • Mobility Strategy • Service Sales Models • Performance Management • Workforce Optimization • Change Management Call for papers We 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 Pricing & Change Management Linking Pricing Excellence to Customer Value Aftermarket Business Platform 2013 22 The implications of Servitization on manufacturing companies over the next five years “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 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. rarely bring any significant value Unfortunately, these discussions I have in strategic accounts, to the customer. Having a background processes, the customer’s business always realized we need to put should be on learning challenges out front. Our focus activities and customer’s business. On a global understanding the and intimately difficult than I ever imagined. is surprisingly more level, this to help sales people ask the and techniques The key is providing tools document the findings. They can then take right kind of questions and the learning and apply this op-portunities to future sales 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 ste ps at the upcom - ing conference. All organiza-tions global 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. 16 Manufacturing Pricing Excellence Platform 2014 change Scholars specializing in management widely report that 70% of projects fail due to a general of change management skills in organizations. Generally manage-ment speaking, change might happen at the individual or team level. Rarely does it happen level where at the organizational multiple large-scale teams and departments concert to achieve a change in transformation. So what does organizational change mean? In 2009, Bill Judge, a change management scholar, defined a capacity of an orga-nization 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 to change as organizational 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 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. a survey with over In 2012, I conducted 900 pricing professionals on the topic organizational change. The goal was of of to identify the critical dimensions organizational change capacity related to pricing. Having Capable Champions ratings of change received the highest eight dimensions. Closely among all is the dimension of in second position System Thinking indicating that pricing organizational change actors dimen-sions agents and need to think in multiple consider interdependencies and 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. Here are five more considerations that are essential for organizational change: 1 2 3 4 5 are now in a position to confidently move the con versation 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 appreciat e quantified Change needs to be intentional and focused: These are two different disci-plines. 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 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 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 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? meaningful life cycle so lutions. 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’s revenue? Can we decrease customer’s total cost of ownership? Can we minimize customer’s capital requirements? Can we reduce customer’s risks? 4 Steps to Quantify Customer Value 4 Steps to Quantify Customer Value The vision is critical for success: 557 CEO’s showed that only 39% of them had such a pricing vision. Change manage-ment is not project management: They are often mixed A big misconception is that pricing changes only con-cern yes we up. You might hear “change management as do our project” when in part of fact, business professionals solely on the technical focus aspect Proj-ect of their projects. management deals with organizations. Organizational change deals with every-one 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 stakeholde rs: pricing teams and sales who touches pricing (finance, supply chain, cus-tomer service, etc.) and who Our survey indicates that change without capable champions and top leader-ship 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: 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. 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 firstname.lastname@example.org. Pricing 2014 Till tryck version agenda.indd 16 2014-05-16 13:42:14 Manufacturing Pricing Excellence Platform 2014 17 Pricing 2014 Till tryck version agenda.indd 17 2014-05-16 13:42:16 to connect with their customer and offer true value which translates into improved customer satisfaction and retention.“ “I sense excellent companies are missing a significant opportunity 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 email@example.com 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 compa-nies to allow developed change their business to 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 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 A couple of predictions over the future of OEM’s and Aftermarket: 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 service Margins will drop across machinery and • in core areas will move consolidation even further competitor collaboration and • Greater aftermarket from new markets entering solution • New entrants technologies single the customer and provide a • Greater need for data, and integrated be totally integrated to needs and competition focus, and the companies that succeed will of customer cope with the pressure • Solutions will be the organisations will not be able to complex change will be rapid and existing • Pace of 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. lon-ger this happens, the OEM will no When position and will become have a dominant control over the customer a supplier with little entrants will be able to enter experience. market-place, New probably from the financial the market products from suppliers where they buy 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 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. 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. Malcolm Youll innovation of an organisation’s “Servitization is the and processes to shift from selling capabilities products to selling integrated products and services that deliver value in use.” driven by monthly Most revenue con-sidered businesses today are are targets and their businesses long as they achieve as performing as day to day invoicing financial based targets, so is How-ever, critical and gains significant focus. parts has not achieved for me, supplying 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) Figure 2
Field Service Forum 2014 Post Event Report 9 Manufacturing Business Platforms 2014/2015 Calendar of Events Copperberg 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 2014 October 22nd - 24th, Amsterdam, The Netherlands The 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. www.aftermarketeurope.com 2nd Enterprise Asset Management 2014 November 11th - 12th, Copenhagen, Denmark The 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. www.eameurope.com www.sparepartseurope.com 3nd Annual Spare Parts Business Platform 2015 February 4th - 5th, Stockholm, Sweden Spare 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. www.copperberg.com 1st Annual Nordic Enterprise Mobility 2015 February, Stockholm, Sweden The 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. www.defencesupplychain.org 5th Annual Defence Collaboration and Logistics 2015 April, Amsterdam, The Netherlands The 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. www.pricingeurope.com 3nd Annual Manufacturing Pricing Excellence Platform 2015 May, Amsterdam, The Netherlands The 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 2015 June 2015, Amsterdam, Netherlands The 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. www.fieldserviceexcellence.com
Confirmed Partners 2015 NEW Why should you become a partner? 1Associate your brand with the annual Field Service Forum 2015 2 Limited Partner Oppor-tunities; We are inviting a limited number of part-ners, all well evaluated for the best matchmaking effect 3 Benefit from the European Marketing coverage through our extensive manufacturing industry database 4Generate new business opportunities with leading manufacturing organizations 5Be a part of business critical conversations that take this industry forward 6 Show your solutions to an audience that really counts 7 By invitation only; All attendees are carefully screened for business critical issues We tailor make your individual business suit to fit your specific business objectives Sponsor the 2nd Annual Field Service Forum The success of the launch event proves the growing importance of a benchmarking and educational platform for our field service network. We are proud to announce the event will return next year, bigger and better. Sponsor the 1st Annual Field Service Forum Asia We are proud to announce the launch of the 1st Annual Field Service Forum Asia, which will run in Singapore in April 2015. The event will look at how manufacturers can improve and extend their field service operations on the Asian market. 10 Field Service Forum 2014 Post Event Report Lindsay Koth Business Advisor +46 (0)8 - 676 00 40 firstname.lastname@example.org Simon Wisniewski Business Advisor +46 8 122 015 85 email@example.com
Make sure to join us at: October 22nd – 24th 2014, The Grand Hotel Huis ter Duin, The Netherlands 2014 DRIVERS GROWTH PLUSa FOR event Join us on: #ameurope Presents @ Find out more at Aftermarket Europe Group www.aftermarketeurope.com Twitter: @Prod_Lifecycle 8th Edition Speaking organizations 2014 *This offer cannot be claimed retroactively on an already booked ticket. Nor can it be claimed by solution providers, service providers or consultancies selling services to the delegate audience. The organizer can at any point decline a registration that does not meet the above criterias.
Copperberg Lützengatan 2 115 20 Stockholm, Sweden Phone: +46 8 650 02 70 Fax: +46 8 441 07 93 Email: firstname.lastname@example.org www.copperberg.com © 2014 Copperberg. All rights reserved. For more information, email email@example.com or visit www.copperberg.com. a event
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