An ever-more competitive landscape means businesses are struggling to differentiate themselves to a customer base whose expectations are at an all-time high due to a growing ‘review culture’ which is putting the image and reputation of companies into customer hands through social networks, blogs and other online sites. As the number of customer touch-points increases for every company, services in the field are rapidly becoming the new frontline in the battle for competitive market share, playing a major role in customer satisfaction, company reputation and, ultimately customer retention and profitability.

1. What the Future Looks Like for
Businesses Running Fleet
Operations

2. What are we going to Cover
• We are going to take a look back 11 years
or so. I will show you an application from
the 2002 Olympics and how we
addressed the problems then.
• We will briefly look a couple of examples
of a fleet management dashboard.
• I will then show you some statistics
• Then what one company is doing to
address the challenges of today’s fleet
managers

3. Introduction
Today’s consumer has a higher
expectation of customer service
than ever before. The quality of this
service is what distinguishes a
successful business from a business
that is struggling in what has
become a very competitive
marketplace

4. What were the challenges the 2002
Winter Olympics faced
• 9/11 was just a few months before the
Olympics
• Security – how to manage such a large
area.
• Communication

5. 2002

6. 2002 Olympics

7. 2002 Olympics

8. 2002 Olympics
2002 Olympics

9. 2002 Olympics

10. Dispatch / Manager Desktop Today

12. In 2012 Trimble Navigation
commissioned Proteus Research
to conduct an independent study
of managers and directors
operating large, field-based
workforces in the US.
The study identified some key
areas that exemplify how
organizations are adapting to the
new service imperatives.

13. Poor customer service can result in
churn and lost revenue. Good
customer service increases
customer satisfaction and
retention, resulting in higher
profits.

14. Customer satisfaction is ranked
as the number one priority.
90% say that increasing
workforce productivity is a prime
objective.
76% say they plan to update
their scheduling and dispatch
solutions.
90% see worker safety as a
higher priority than five years
ago.

15. 81% says their field service teams
will grow in the next five years.
96% regard the field-based
workforce to be the company face.
86% say the customer is more
demanding than five years ago.
58% believe that green initiatives
are crucial to their business plans.
77% said senior management is fully
committed to improving field
operations.

16. This trend is heightened
by a growing “review culture” —
consumers who are sharing their
experiences with companies
— both good and bad — via social
networks and online rating systems
and placing company
image and reputation into the
increasingly powerful hands of
consumers..

17. The Strategic Importance of
Customer Satisfaction
The Study found that organizations are
increasingly aware that field
service operations can drive customer
satisfaction,
reputation and competitive advantage

18. Achieving Service Excellence
The findings indicate that they are investing
in a number of initiatives to achieve
excellence,
including technology upgrades; customer
feedback programs; safe driving initiatives
and
social media monitoring.

19. The Role of Technology in
Delivering Service Excellence
The
Study also suggests that integrating
incompatible legacy
systems is preventing many organizations
from
realizing the full potential of technology to
increase
workforce efficiency, a crucial factor in
achieving
service excellence.

20. Managing the
Mobile Workforce
One of the obstacles managers and
directors of field based
operations face is finding the right staff,
with
the right skills. This obstacle can be
overshadowed by
others, including increasing fuel prices,
an uncertain
economy, competitor activity and
restrictive legislation,
when it comes to meeting field service
objectives.

21. Mitigating Risk
All organizations placed
a high priority on managing risk,
with a significant
minority (42%) realizing the
benefits of telematics
systems in terms of reduced
collisions, lower insurance
costs and more efficient fuel
consumption.

22. Companies who use Fleet
Management tools
receive far-reaching benefits:
25% Reduction in fuel
consumption.
22% Reduction in idle times.
31% Reduction in daily mileage.

23. According to the Energy
Information
Administration, fuel
prices have increased
65.9%
in the past eight years, .

24. Optimize routing
Slow down
Maintain vehicles

27. Real Time and Historical Data Flow
GPS Cadence: Lat.; Long.; Speed; Heading; Altitude
Status Messages – Time & Location Stamp
PTO On/Off
Broom Up/Down
Plow Up/Down
Spreader On/Off
Lights & Siren On/Off
•Avg. Material Rates*
•Total Material Used*
•Avg. Liquid-Pre Wet
•Total Liquid-Pre Wet
•Road Temperature*
•Air Temperature*
*dependant on spreader
controller

30. Driver Behavior
When your drivers are on the road,
it's difficult to know how they are
driving. They may be ignoring traffic
laws or discourteous to other
drivers. Their vehicles may require
more maintenance or repair work
due to harsh brake use or excessive
turn speeds. You may even have
unusually high accident rates.

31. Driver Safety
Benefits
Lower accidents and liability by improving
driver safety
Improve public image by promoting a safe and
courteous driver culture
Increase fuel savings with fewer speeding
incidents and fast acceleration starts
Improve productivity with less vehicle down
time and fewer driver injuries
Reduce operational costs by lowering fuel use
and repair bills
Improve driver compliance using instant, invehicle feedback

32. IF YOU CAN MEASURE IT,
YOU CAN MANAGE IT
Data for coaching drivers
Improve your overall productivity
Provides dispatchers and managers
visibility into work schedules and
mobile worker activities.
Disprove invalid claims and
reduce payout costs

33. Review
•
•
•
•
2002 Olympics
Dashboards
The “study”
Addressing the challenges

34. Summary
For any organization with field service technicians, scheduling
their work, tracking their progress throughout the day and
meeting service commitments is an ongoing challenge.
Are you assigning the best technician for each job?
Which jobs will be affected if changes happen during the day?
Is anything stopping us from performing more jobs per day?
Which jobs take the longest to complete?
Getting information about your field service team’s
performance can be complicated. You can end up with
incomplete and inaccurate information leaving you unable to
truly identify where the opportunities and challenges lie within
your mobile workforce.
Good Fleet Management, using today’s technology, can solve
problems and create opportunities for today and tomorrow.