How to manage field customers and enhance profitability this decade!LijiRaj
Field service management is always evolving. The changing technology and fickle nature of customer demands make the market extremely fluid. The nature of the field management business has evolved from the break-fix repair cycle towards long-term, contractual arrangements, and new, innovative revenue models such as servitization.
The Global Field Service Market is expected to rise from 2020 $3.0 billion in 2020 to $5.1 billion in 2025 with an estimated CAGR of 11%. The cut-throat competition will force them into efficiency improvements to deliver highly personalized services with a focus on the experience. The following infographic gives a bird’s eye view of the state of the field service market today and for the coming years. Learn how field service management firms seek efficiency improvements and innovate to remain one-up on the competition. Understand how they strive to delight customers and increase profitability.
Innova Aviation Solutions, accelerate digital transformation of airline processes for operational excellence. For more information www.innova.com.tr/aviation
Gigaom Research Sector RoadMap: Enterprise Mobility Management Gigaom
This report outlines key trends disrupting the enterprise mobility management market, weighs their relative importance to the overall market, and examines which vendor strategies and toolsets will be best able to adapt.
As consumers’ service expectations climb in the Digital Age, providers rely on mobile technology to work faster and smarter, by Don Talend, brand storytelling, content strategy and demand generation expert, field sales and aftermarket service industries
Building a successful enterprise mobility roadmapPomeroy
Enterprise Mobility is not a new concept, but these days it is having a disruptive impact on many organizations. Many IT departments feel unable to respond effectively due to the influx of new devices and the growing internal demand for app development. When trying to deal with these challenges, the result is often the sacrifice of long-term effectiveness to meet short-term goals.
Now is the time to actively create a roadmap to guide your organization's mobility efforts, especially if Gartner's predictions prove accurate- that within 2 to 3 years, 40% of the workforce will be mobile and 70% of customers will interact with you via mobile device.
How Boeing is Using AWS to Transform Commercial Aviation (ENT213) | AWS re:In...Amazon Web Services
In a highly regulated, safety-critical industry like commercial aviation, information sharing is of paramount importance, even when competitive relationships also exist. To solve this problem, Boeing has built a vendor-neutral platform where the players can securely work together to maximize safety and operational efficiency. Leveraging the best-of-industry offerings from AWS, Boeing and other companies can launch innovative applications on the platform with data governance that secures competition-sensitive information from the wrong eyes. In this session, we explore the business drivers behind the project and the challenges met and overcome during design and implementation.
Enterprise mobility, strategy and execution approachRapidValue
Driver’s of Enterprise Mobility
Current Landscape
Mobile 1.0
Mobile 2.0
Mobile 3.0
Why do we need mobile strategy for enterprise
More penetration of smart devices
Rapid Deployment of BYOD
Need Real-Time information by CXO’s
Business Benefit Drivers of Enterprise Mobility
Approach to Enterprise Mobile Strategy
Identify Mobile Infrastructure & Security Requirements
Understand the Challenges in Enterprise Mobility
Identify Business Functions to Mobilize
Prioritize Requirements
Prioritize Applications
Calculate Return Of Investments (ROI)
Decide on the Application Framework & Technology
Technology Considerations
Execute and Deploy the Mobile App
Support and Maintain Mobile Applications
Mobilizing Enterprise Systems
Typical Components of Enterprise Mobile Systems
Enterprise backend system
Mobile Middleware
Mobile Application
Extending Oracle ERP to Mobile
Typical components of Oracle Mobile Suite
Oracle Apps ERP system
Oracle Fusion Middleware
Mobile Application
About Oracle ADF Mobile Application
Cross-Platform Development Framework
Benefits of Oracle ADF Mobile
How to manage field customers and enhance profitability this decade!LijiRaj
Field service management is always evolving. The changing technology and fickle nature of customer demands make the market extremely fluid. The nature of the field management business has evolved from the break-fix repair cycle towards long-term, contractual arrangements, and new, innovative revenue models such as servitization.
The Global Field Service Market is expected to rise from 2020 $3.0 billion in 2020 to $5.1 billion in 2025 with an estimated CAGR of 11%. The cut-throat competition will force them into efficiency improvements to deliver highly personalized services with a focus on the experience. The following infographic gives a bird’s eye view of the state of the field service market today and for the coming years. Learn how field service management firms seek efficiency improvements and innovate to remain one-up on the competition. Understand how they strive to delight customers and increase profitability.
Innova Aviation Solutions, accelerate digital transformation of airline processes for operational excellence. For more information www.innova.com.tr/aviation
Gigaom Research Sector RoadMap: Enterprise Mobility Management Gigaom
This report outlines key trends disrupting the enterprise mobility management market, weighs their relative importance to the overall market, and examines which vendor strategies and toolsets will be best able to adapt.
As consumers’ service expectations climb in the Digital Age, providers rely on mobile technology to work faster and smarter, by Don Talend, brand storytelling, content strategy and demand generation expert, field sales and aftermarket service industries
Building a successful enterprise mobility roadmapPomeroy
Enterprise Mobility is not a new concept, but these days it is having a disruptive impact on many organizations. Many IT departments feel unable to respond effectively due to the influx of new devices and the growing internal demand for app development. When trying to deal with these challenges, the result is often the sacrifice of long-term effectiveness to meet short-term goals.
Now is the time to actively create a roadmap to guide your organization's mobility efforts, especially if Gartner's predictions prove accurate- that within 2 to 3 years, 40% of the workforce will be mobile and 70% of customers will interact with you via mobile device.
How Boeing is Using AWS to Transform Commercial Aviation (ENT213) | AWS re:In...Amazon Web Services
In a highly regulated, safety-critical industry like commercial aviation, information sharing is of paramount importance, even when competitive relationships also exist. To solve this problem, Boeing has built a vendor-neutral platform where the players can securely work together to maximize safety and operational efficiency. Leveraging the best-of-industry offerings from AWS, Boeing and other companies can launch innovative applications on the platform with data governance that secures competition-sensitive information from the wrong eyes. In this session, we explore the business drivers behind the project and the challenges met and overcome during design and implementation.
Enterprise mobility, strategy and execution approachRapidValue
Driver’s of Enterprise Mobility
Current Landscape
Mobile 1.0
Mobile 2.0
Mobile 3.0
Why do we need mobile strategy for enterprise
More penetration of smart devices
Rapid Deployment of BYOD
Need Real-Time information by CXO’s
Business Benefit Drivers of Enterprise Mobility
Approach to Enterprise Mobile Strategy
Identify Mobile Infrastructure & Security Requirements
Understand the Challenges in Enterprise Mobility
Identify Business Functions to Mobilize
Prioritize Requirements
Prioritize Applications
Calculate Return Of Investments (ROI)
Decide on the Application Framework & Technology
Technology Considerations
Execute and Deploy the Mobile App
Support and Maintain Mobile Applications
Mobilizing Enterprise Systems
Typical Components of Enterprise Mobile Systems
Enterprise backend system
Mobile Middleware
Mobile Application
Extending Oracle ERP to Mobile
Typical components of Oracle Mobile Suite
Oracle Apps ERP system
Oracle Fusion Middleware
Mobile Application
About Oracle ADF Mobile Application
Cross-Platform Development Framework
Benefits of Oracle ADF Mobile
Wearable Devices: The Next Big Thing in CRMCognizant
When integrated with CRM systems, wearable devices offer the same type of digital experience as desktops, laptops, smartphone or tablets, but with the convenience afforded by watches, eyeglasses and headbands. Wearables apply across the CRM spectrum - from sales, to marketing, to services.
The paper outlines a practical “how-to” guidance to strategize and implement more effective mobile enterprise programs and details the robust capabilities that mobile enterprise partners can bring to the development and support of your corporate owned device or BYOD mobile enterprise programs.
The Future of Enterprise Mobility: Predictions for 2014Enterprise Mobile
From wearable devices to the growth of managed mobility services (MMS), 2014 will bring many changes for enterprise mobility. By knowing what to expect, your organization will be able to take advantage of the productivity gains and competitive differentiation that mobile technology offers. We’ll discuss:
- Wearable devices
- Security challenges
- Competition in the MDM market
- The importance of managed mobility services (MMS)
- Operating system features
- Cloud adoption
- Brand loyalty
Digital Transformation for Utilities: Creating a Differentiated Customer Expe...Cognizant
Utilities stand to reap large gains in customer-service efficiencies and user experience satisfaction by adopting a mobile-centric approach with apps that cover a wealth of transactional and engagement features.
Unique Value Proposition in M2M: Hardware, Software & Service Building Blocks...Eurotech
Eurotech Value Proposition in M2M:
- Higher value-add for Customers
- Providing enabling platforms, not just components
So, we help Customers focus on their core competences.
Digital Transformation:
What is it?
How to apply this process in your business?
Digital Transformation in the Manufacturing Industry
Statistics
How is influencing the digital conversion in the business?
How is it important?
Executing Complex Strategies through a Field Sales Forceaktana
Aktana presents at the EyeForPharma Sales Force Effectiveness conference in June 2012, on how to ensure the successful execution of strategies through the field.
Nearly every outlet of a marketing program converges on a mobile device. Think about it. From Facebook and Twitter to email and apps, many of your consumer/brand interactions happen via mobile. Mobile marketing strategy is likely on your list of things to improve this year or you wouldn't be reading this. But don't worry - we have answers and best practices to share for all your mobile quandaries.
Real-time Communications Catching the Next WaveDialogic Inc.
A presentation by Pamela Clark-Dickson, Practice Leader of Digital Communications and Social Networking at Ovum, from the London Dialogic Application 2 Innovation (A2I) Summit, collocated with TechXLR8.
The way in which consumers communicate has changed iteratively and irrevocably since the turn of the 21st century. Today, the focus is shifting from smart-phones and social media to automation of communications via artificial intelligence and chat bots. This session explores the next wave of convergence between AI, Chat bots, IoT and customer engagement.
MSP Industry Brief - From Break / Fix to Recurring Revenue Madeline Titcomb
This industry brief highlights the industry and technology trends impacting MSPs now and in the future. It highlights ways for MSPs to take advantage of the cloud to create new revenue streams, address customer needs, and grow recurring
revenue for greater profitability and less volatility.
Wearable Devices: The Next Big Thing in CRMCognizant
When integrated with CRM systems, wearable devices offer the same type of digital experience as desktops, laptops, smartphone or tablets, but with the convenience afforded by watches, eyeglasses and headbands. Wearables apply across the CRM spectrum - from sales, to marketing, to services.
The paper outlines a practical “how-to” guidance to strategize and implement more effective mobile enterprise programs and details the robust capabilities that mobile enterprise partners can bring to the development and support of your corporate owned device or BYOD mobile enterprise programs.
The Future of Enterprise Mobility: Predictions for 2014Enterprise Mobile
From wearable devices to the growth of managed mobility services (MMS), 2014 will bring many changes for enterprise mobility. By knowing what to expect, your organization will be able to take advantage of the productivity gains and competitive differentiation that mobile technology offers. We’ll discuss:
- Wearable devices
- Security challenges
- Competition in the MDM market
- The importance of managed mobility services (MMS)
- Operating system features
- Cloud adoption
- Brand loyalty
Digital Transformation for Utilities: Creating a Differentiated Customer Expe...Cognizant
Utilities stand to reap large gains in customer-service efficiencies and user experience satisfaction by adopting a mobile-centric approach with apps that cover a wealth of transactional and engagement features.
Unique Value Proposition in M2M: Hardware, Software & Service Building Blocks...Eurotech
Eurotech Value Proposition in M2M:
- Higher value-add for Customers
- Providing enabling platforms, not just components
So, we help Customers focus on their core competences.
Digital Transformation:
What is it?
How to apply this process in your business?
Digital Transformation in the Manufacturing Industry
Statistics
How is influencing the digital conversion in the business?
How is it important?
Executing Complex Strategies through a Field Sales Forceaktana
Aktana presents at the EyeForPharma Sales Force Effectiveness conference in June 2012, on how to ensure the successful execution of strategies through the field.
Nearly every outlet of a marketing program converges on a mobile device. Think about it. From Facebook and Twitter to email and apps, many of your consumer/brand interactions happen via mobile. Mobile marketing strategy is likely on your list of things to improve this year or you wouldn't be reading this. But don't worry - we have answers and best practices to share for all your mobile quandaries.
Real-time Communications Catching the Next WaveDialogic Inc.
A presentation by Pamela Clark-Dickson, Practice Leader of Digital Communications and Social Networking at Ovum, from the London Dialogic Application 2 Innovation (A2I) Summit, collocated with TechXLR8.
The way in which consumers communicate has changed iteratively and irrevocably since the turn of the 21st century. Today, the focus is shifting from smart-phones and social media to automation of communications via artificial intelligence and chat bots. This session explores the next wave of convergence between AI, Chat bots, IoT and customer engagement.
MSP Industry Brief - From Break / Fix to Recurring Revenue Madeline Titcomb
This industry brief highlights the industry and technology trends impacting MSPs now and in the future. It highlights ways for MSPs to take advantage of the cloud to create new revenue streams, address customer needs, and grow recurring
revenue for greater profitability and less volatility.
The pervasiveness of digital technologies is reshaping aftermarket. e-tailing is gnawing away the market for spare parts as more people are buying online, social media is influencing the consumption of aftermarket services and customers are demanding deeper 24*7 experiences. In this article Browne & Mohan consultants showcase the drivers of digital transformation and adoption for aftermarket.
HOW TO DIFFERENTIATE YOUR DIGITAL CUSTOMER CARE Idc journey to_the_3rd_platfo...CMR WORLD TECH
HOW TO DIFFERENTIATE YOUR DIGITAL CUSTOMER CARE
Your customers evolve and so does your organisation. With similar products and services to your competition, there is a growing requirement to design unique customer benefits. Service is becoming the primary differentiator in a competitive market.
The era of the Mobile Enterprise is here to stay. Mobile penetration is unprecedented: subscribers are growing four times faster than the world’s population. To remain successful, CIOs must continuously investigate, prioritize, fund, adopt, and integrate multiple new technologies to support vital organizational objectives.
Customize Transformation For A Personalized ExperienceLCDF
Shifting to a Customer-centric
Business Model :-
Many businesses already see the writing on the wall: Only 8 percent of companies
say their current business model will remain economically viable if their industry
keeps digitizing at its current course and speed.2 But to become a modern digital
business, you must go beyond just digitizing old business models and instead use
technology to align your people, processes, and technology around entirely new ways
of serving customers.
By placing the customer at the center of everything you do, you can create products,
services, and experiences that are more valuable to your buyer, allowing you to stand
out in an increasingly commoditized world, drive more profit, and generate more
brand loyalty.
Conférence Internet des objets IoT M2M - CCI Bordeaux - 02 04 2015 - presenta...polenumerique33
Conférence "2 Avril Objets connectés, Internet des Objets (IoT) quels enjeux et opportunités pour les entreprises ?" du Pôle Numérique de la CCI Bordeaux - 02 04 2015 - Intervention de
SaaS, or Software as a Service, is radically transforming conventional software tools for micro/SMEs by diminishing transaction costs, increasing market flexibility and providing
cost effective outsourcing solutions to IT. Unlike any other time in history, micro/SMEs have a level playing field with large enterprise and Fortune 500 companies through early adoption of a myriad of SaaS solutions, which are enabling massive efficiency gains in areas such as: ERP, CRM, BI & HR solutions to name a few.
Rebooting IT Infrastructure for the Digital AgeCapgemini
The Digital Transformation Institute has launched its latest research report titled “Faster, Better, Smarter: Rebooting IT Infrastructure for the Digital Age.” The report highlights why organizations need robust and seamless IT infrastructure that keeps pace with evolving market and technology demands. IT infrastructure has always been known as a “keeping the lights on” function but now it has evolved into a core catalyst of Digital Transformation. However, as a function, IT infrastructure is yet to undergo a core transformation. The report discusses why a reboot is critical.
iLink is one of the best mobile application development company, iLink develops mobile applications for ipad, iPhone, Android, Blackberry and Windows Mobile Smartphones and other mobile devices to address the needs of the business.
Shamit khemka illustrates significance of using enterprise mobile apps for yo...SynapseIndia
Enterprise Mobility can be referred as a collection of tools, procedures and technical power that makes the usage of mobile platform related names such as smartphone, tablets, wireless networks, etc for business development. Under this concept employees are asked to stay connected with the project process from any point they desire via smartphone, tablets, etc and this does not depend on on-site and off-site preference.
SynapseIndia founder Shamit Khemka describes significance of using enterprise mobile apps for your business.
1. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Table of Content
Introduction
Executive Summary
Global service organizations realize that service innovation and enabling superior
customer experience will drive sustainability and future marketplace success. Service
is now recognized as a competitive differentiator and a critical driver for high profit,
high growth business. Are you ready for this next wave of servicing? With ServiceFirst
digital platform, we can enable you to embrace digital servicing and transform your
service business like never before.
ServiceFirst provides service organizations with a unified and scalable platform to
carry out aftermarket service management across the entire service ecosystem. With
its rich digital tenets, ServiceFirst enables service organizations with real-time field
insights, real-time remote expert collaboration with field staff, proactive servicing
with IoT/M2M, predictive analytics, unified customer journeys and much more. Using
its rich digital features, service organizations can now address their top business
challenges like disjointed business processes, service efficiency enhancement,
eliminating revenue leakage, and insufficient field service performance metrics.
Orgnizational Overview
Larsen & Toubro Infotech Ltd. (L&T Infotech), a global IT services company, is a 100%
subsidiary of Larsen & Toubro (L&T), a multi-billion conglomerate, and India’s largest
Technology, Engineering, Construction, Manufacturing and Financial Services
organization, with global operations. L&T Infotech is ranked by NASSCOM as the 6th
largest software & services exporter from India in 2014. It is differentiated by its
three-pronged value proposition, encompassing Business-to-IT Connect,Execution
Excellence and Engage the Future.
Objective of the marketing plan
To achieve atleast 2 customers in 6 months.
2. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Marketing environment
SWOT
Company
STRENGTHS WEAKNESS
Integration with ERP and CRM
Offline capability- store and
forward
Views work order according to the
priority and status
Role Bases- supervisor and
technicians and according to that
the report is generated
Barcode/QR code scanning to
view maintenance history
Displays the shortest route
Customer details can be viewed
Capture all activities performed
on site
Captures customer signature
Warranty reports for customers
having AMC
PDF generation of reports
Email interface to mail the PDF
Marketability.
Does no run on other devices and
other platform.
OPPORTUNITIES THREATS
Should have a Billing feature
Used on Various devices and
various platform
Training Videos and Knowledge
base
Competitors have launched the
product using various advertising
techniques.
3. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Customer
STRENGTHS WEAKNESS
User friendly application
Reduce time consumption.
Costsaving.
Inventory management.
Can be used on only on iOS and
android platform.
Can be used only on tablet
OPPORTUNITIES THREATS
Collaboration and problem
resolving video chat
Training Videos and Knowledge
base
Billing feature must be added.
Large amount of data handling.
Insecurity of customer
information.
Competitors
STRENGTHS WEAKNESS
Routing capability
Scheduling and planning
Marketing techniques
Inventory management
Work order history
Does not captures customer
signature
Barcode/QR code scanning
feature not available
Customer details cannot be
viewed
OPPORTUNITIES THREATS
Should use cloud services
Barcode/QR code scanning
feature should be available
Customer details visibility.
Offline capability- store and
forward
Value added and advanced
features of the competitor’s app.
4. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
PESTLE
Political-
Political change of government in a county may lead to change in the
policies and priorities which may indirectly or directly will affect the mobile
application.
The government in a budget announcement increased the excise duty on
mobile handsets to 12.5% from 6%, pushing the cost of handsets by around
4% which will affect the sales of smartphone and this will affect the usage of
mobile phones having android and iOS as their OS thus this will affect the
usage of ServiceFirst app.
Economic-
Service businesses represent around 70% of the world's economy, yet to date,
only about a third of the world's large service businesses currently use field
service management solutions.
Social-
Use of mobile technology has increased exponentially due to this companies
are further leveraging the mobile technology to improve their internal
processes and to connect with their customers.
The use of mobile will save the time of the field engineers and will help to
reduce the cumbersome work.
Technological-
Use of offline support i.e. store and forward, Data Capture, Routing and
Navigation, Reporting & Statistics are the value added features. Can run on
platform like iOS and android and Wireless or Wired Network inclusive of
GPRS, CDMA, 3G, 4G, and Wi-Fi making the ServiceFirst app more flexible.
Legal-
Intellectual Property Right (IPR) in the App Software
Intellectual Property Right in the Content
Privacy and Data Collection Issues
Jurisdiction
These are the legal law to be considered while developing the ServiceFirst
application
5. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Environmental-
Use of Equipment & Parts Management feature of ServiceFirst will help to
reduce the wastage of resource.
Use of paper work is also reduced as the paperless technology of ServiceFirst
is been in use.
6. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Market Research
Secondary
Only 4% of the companies are using tablets exclusively.
Field mobility workers recover about 54 min of downtime per day when
the organization uses mobility solution
Mobility users drives 231 fewer miles per week resulting in fuel cost
saving.
35% of customers uses mobile phones to do payment through their mobile
phones.
14% decrease in the service cost by usage of field service mobility app.
19% decrease in the average repair time.
15% increase in the customer satisfaction
12% increase in the contract renewal.
22% increase in the service revenue.
North America is the largest market segment followed by Europe and Asia
Pacific.
Gartner estimates that market penetration for field service applications has
reached 25% of the addressable market
7. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Competitor Analysis
1) ClickSoftware-
ClickSoftware is the leading provider of mobile workforce management and
service optimization solutions, supporting over half a million field resources
globally, across several industries.
Gartner Positions ClickSoftware in the Leaders Quadrant of the 2014 Magic
Quadrant for Field Service Management for Fourth Consecutive Year.
‘Workforce Management App’ and ‘ShiftExpert’ App is their mobile field
management solutions.
Runs on iOS and Android and Microsoft-based operation systems
Third Party & Vendor Management.
Offline capabilities
Collaboration feature
No billing feature
No Call center management
No Quickbook integration
Uses cloud services provided by Salesforce.
First Quarter of 2015, 82% of new customers purchased their cloud based
mobile solution.
Customers-
15,000 Customers including-
1) Home services-Direct energy, Trilogy, BestBuy, Bosch, Velux.
2) Electric, Gas and Water utilities- Anglian water, Source Gas, Alliant Energy.
3) Communication-UPC, bell, Nextel, Orange.
4) Computer and office equipment- Ricoh, Xerox, hp.
5) Construction-R&J, ABR.
6) Retail-Wayne Dalton, Rockstar.
Marketing Strategy-
ClickAppStore is used for marketing and selling of the product.
Currently they are marketing their mobile app through various event
ClickConnect like: Frankfurt ,24th JUNE 2015 and Asian Utility Week 6th
September 2015
Using social media like Facebook, Twitter, YouTube, and Google+.
Using ‘Clickipedia’ blog for various discussion related to their app.
Recently they have announced service network app for their contractors.
Office available worldwide North America, South America, Asia
Pacific,Europe.
They offer training services through webinars and podcast.
2) Coresystems-
Coresystems has been developing innovative solutions for ERP systems and
leading the way in cloud computing since 2002
Billing and invoicing
8. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Call center management
No QuickBook integration
Uses cloud services
The field service software is mobile bases as well as web based.
Coresystems moved up to second place in Capterra’s rankings of the Top
Field Service Management
Customers-
7500 customers of Coresytems including-
1. Computer equipments- flyerline
2. Home appliances- Caldora, Misapor
3. Construction-Alstom, Wolffkran,
4. IT services- Kardex Remstar, Virtual Graffiti
1,45,000 users in 84 countries and major customers in North
America,Brasil,Russia,China,Germany.
Marketing Strategy-
They have their own blog and discussion forum for the discussions and
solutions related to field service.
Offers free trial with full support.
Using social media like Facebook, Twitter, LinkedIn and Instagram.
3) Wintac –
Experience of 20 years
Wintac Software was designed for small to medium size field service and
contracting businesses.
user-friendly
Tax reporting
Track warehouse and truck inventory
Customer care support.
Customers-
They provide services to large and medium enterprises.
8000 Customers including –
1. Appliance Repair- Anderson Appliance Repair, Air Repair, Trillium
Mechanical
2. Construction- Controlled Entrances Inc., UP 'N ADAM Service & Supply, Inc.
3. HVAC- J&K Burkholder, Inc., AusEm Services, Scotty's Heating & Air
Conditioning
Marketing Strategy-
Webinars, Live Online, In Person are the ways of training given to the field
engineers by Wintac.
Blogs are used for discussions and use of Social media.
One time license ,price ranges from $1995-$2495 as per three packages
Wintac Green, Wintac Pro, Wintac Fuel,
9. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
giving unlimited live and free technical support of one year and no additional
cost.
4) mHelpDesk-
mHelpDesk is a field service solution that works to organize and manage
service requests, billing, reports and customer relationships.
One of the most intuitive interface in mobile field service solutions.
No contract agreement.
Integrated with Company’s Website.
Mobile as well as Web based.
No collaboration conferencing.
Offline capability is not available.
No ability to generate custom reports.
Customers-
They provide services to small enterprises
Industries they are focusing on are HVAC services, IT services, Computer Repair
services, Appliance repair services.
Around 6000 customers including Encompass, By Design, Computer
Paramedics.
Marketing Strategy-
Promoted and sold on Playstore.
Blogs and Discussion forum.
Free demo trial for 14 days.
mHelpDesk offers a 14-day free trial, then pricing starts at $75/month for the
first user and $25/month for each additional user.
Servicemax-
Quickbook integration is available
Call center management is available.
Social Collaboration is available.
Resource Planning & Forecasting
Partner Portal.
ServiceMax is a cloud-based field service solution delivering a fully integrated
suite of applications for better managing employees and customers
On the market for just over 5 years now, ServiceMax has already secured a
name for themselves in the industry and supports a base of over 200 clients.
Currently working on Internet of things solution for field service
management.
Customers-
Focuses on Large Enterprises, Mid-Size Business and Small Business.
Industries serves 300+ customers worldwide in over 15 different industries
including-
Life Science and Medical Equipment- Alcon, Alung, BD.
10. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Industrial Manufacturing and Equipment- AB engineering services,Bobst,
Exide technologies
Residential and CommercialServices- BES,Diaken,Javs.
High Tech Manufacturing- Audiology Systems, Centrics IT.
Communication Equipment- Telestone, Blacksoft.
Energy Utilities- AMS, Mainstream energy.
Main customers in Australia, Canada, Europe, Germany, United Kingdom,
United States.
Marketing Strategy-
Promotion of their product through upcoming events like TSIA.
ServicePulse is the social network available through ServiceMax.
Blogs of their website is used as one of the promotion tool.
Monthly Subscription
11. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
STPD
Segmentation
1. Manufacturers/Original
Equipment Manufacturers
(OEM)
subassembly
maker
value-
added
resellers
Third party
manufacturer
Consumer home appliances Large scale
industry
Small &
Medium
Industry
-------
Commercial/residential utility
services
Large Utility
Industry
Small &
Medium
Industry
Third party
Services
Plumbing services ------- ------- -------
Construction services Large scale
industry
Small &
Medium
Industry
-------
Home-based healthcare Hospitals Clinics -------
Insurance ------- ------- -------
Retail Large retail
chain
Small &
Medium
chain
-------
12. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Segmentation profile
Segment Evaluation
OEM(Original equipment Manufacturer) Market analysis-
India’s manufacturing sector could
touch US$ 1 trillion by 2025,
according to a report by Mckinsey
and Company
The Government of India has
received investment proposals for
electronics manufacturing worth
Rs 18,000 crore (US$ 2.89 billion)
for 2015-16 and expects the figure
to double in another two years.
Consumer home appliances Sales of consumer appliances
improved compared to those
registered in 2013. Lower inflation
and fuel prices provide an
opportunity for consumers to
make their deferred purchases. All
categories of consumer appliances
witnessed better growth both in
volume and value terms in 2014.
With improvement in the
economy, more disposable income
at hand and promotions from
retailers and companies, the
consumer appliances industry is
expected to witness growth in
both value at constant 2014 prices
and volume terms during the
forecast period
Utility Industries The electricity generation target
for the year 2015-2016 was fixed
as 1137.5 Billion Unit (BU). i.e.
growth of around 8.54% over
actual generation of 1048.673 for
the previous year (2014-2015).
World energy demand is projected
to increase by 40% by 2030,
13. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
adding another US and China to
demand.
Plumbing Services The growth of the construction
sector in India is heralding wider
opportunities for the Mechanical-
Electrical-Plumbing
Home-based healthcare Pacific Bridge Medical pegs the
Indian home health care market at
around $2.3 billion and growing at
18%.
A recent paper by consulting firm
Pacific Bridge Medical notes that
the global home health care
market, which includes devices,
products and services, was worth
almost $215 billion in 2013 and is
projected to grow at 8% per
annum until 2020.
Insurance India's life insurance sector is the
biggest in the world with about 36
crore policies which are expected
to increase at a compound annual
growth rate (CAGR) of 12-15 per
cent over the next five years.
Retail India’s retail market is expected
to double to US$ 1 trillion by 2020
from US$ 600 billion in 2015.
Construction The global construction industry is
projected to grow from US$8.5
trillion in 2015 to US$10.3 trillion
in 2020.
14. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Targeting
Based on the demand, size and growth of the segmented market, Following are the
market that need to be targeted for ServiceFirst
Operational Equipment manufacturer
Needs-
Scheduling and Dispatch
Inventory management
Customized reporting
Ordering
Purchasing processes.
Consumer home appliances
Needs-
Scheduling and Dispatch
Service Agreements
Remote Access for Techs
Inventory Management
Proposals and Task Building
CRM and Marketing Suite
Full Accounting
Utility Services
Needs-
o Scheduling and Dispatch
Contract Management
Customer Database
Dispatch Management
Electronic Signature
Inventory Control
Job Management
15. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Construction
Needs-
o Scheduling and Dispatch
o Live Technician Work Status Updates
o Contracts and Warranty Visibility
o Labor and Materials Capture
o Customer Signature
o Service History
o Inventory Management
As the needs of the target segment are different from one another, a
differentiated marketing Strategy must be used.
16. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Positioning
Promotion vs Reach
Reach- no. of customers.
Promotion tools-Website, Blogs, Events, Appstore.
Clicksoftware
CoresystemsServicemax
Wintac
mhelpdesk
ServiceFirst
ServiceFirst
Widereach
LessPromotion
tools
Widereach
LessPromotion
tools
More Promotion
tools
Narrowreach
Widereach
LessPromotion
tools
Widereach
LessPromotion
tools
More Promotion
tools
Narrowreach
Servic
eFirst
17. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
ServiceFirst lacks promotion tools which is effecting its reach to its customers.
In six months, if ServiceFirst starts increasing its promotion tools by promoting
through a website or through certain events the reach to the customers will also
increase.
We should use less for less strategy in this case
Reach vs Innovation
Clicksoftware
Coresystems
Servicemax
Wintac
mhelpdesk
ServiceFirst
ServiceFirst
Innovation
Narrow reach
Innovation
Narrow reach
Wide reach
Conservative
Innovation
Narrow reach
Innovation
Narrow reach
Wide reach
Conservative
Servic
eFirst
18. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Reach-no. Of customers
Innovative-Use of new trends like mobile solution or IoT, Big data,Use of cloud,
collaborative feature like video conferencing and customer self-service.
ServiceFirst lacks innovative features and also the customer reach is less when
compared to its competitors.
In six months, we can position SeviceFirst as one of the innovative solution if
we start following trends like Iot, use of cloud, Collaborative feature, and self-
service feature.
Ease of use vs Flexibility
19. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Ease of use- user friendly
Flexible- Customizable and deployable on various platforms.
ServiceFirst user friendly nature makes it easier to operate than other solutions
and offers a customizable solution but need to be deployed on various
platforms.
In six months, we can position ServiceFirst as flexible for a kind of business and
user friendly solution if it offers deployment on various platforms.
Clicksoftware
Coresystems
ServicemaxWintac
mhelpdesk
ServiceFirst
ServiceFirst
Flexible
Notso good
Flexible
Notso good
Ease of use
Restricted
Flexible
Notso good
Flexible
Notso good
Ease of use
Restricted
Servic
eFirst
20. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Differentiation
We are different from our competitors because of the experience we have in
the market and the image our company holds.
We are way ahead than other companies in terms of providing customized
advanced features like Integrated digital experience through next-gen features
like Smart Glass, Digital Assistant.
Marketing Mix
Product-
ServiceFirst is a support good for a Business to Business product
The 3 level of product hierarchy are as follows-
1) Actual product-
Service first should offer this feature for the first 6 months –
Timekeeping tools (calendars, time tracking, alerts).
Signature capture.
Integrated Alerts
Multi-channel Support
21. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Access to information about spare parts, tools, and other equipment.
Access to customer contract information and SLAs.
Reporting/Analytics
Use of GPS to aid in manual or automatic dispatch. Technician using GPS for
navigation.
Automated and manual scheduling of service appointments and technician
scheduling.
Scheduling based on some relevant variables such as job classifications, shift
schedules, skills, etc.
Role-based Access Control
Offline capability - Store and Forward
2) Augmented product should be added feature in the first 6 month-
Warranty renewal
Call center management.
3) Potential Product are the feature that should be offered after 6 months-
Advanced dashboards.-Ability to drill down by department, team, individual,
etc.
Service demand forecasting.
Messages and reminders directly to customers.
Customer self-serve portal.
Customer has the ability to attach pictures to work order.
Budget control tools.
Barcode / QR Code Scanning for quick input of information.
Support for multiple languages.
QuickBooks Integration
Integrated chat.
Use of IoT/M2M technology
Going on Cloud
Videoconferencing between technicians and head office.
Ability to cross-check inventory with the closest technicians
Ability for a technician to copy or create a task on site.
Quoting and Estimating
Invoicing/Billing.
22. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Wearable Technology
Price-
We should use penetration marketing strategy for the initial 6 months to
attract new customers and to increase the market share.
Pay per use subscription model and one time licensing fee should be charged
No additional charge for support or service.
Our competitor mHelpDesk offers a 14-day free trial, then pricing starts at
Rs.5000/month for the first user and 1500/month for each additional user.
Whereas our other competitor Wintac offers one time license, price ranges
from Rs.1,30,000-1,60,000 as per three packages Wintac Green, Wintac Pro,
Wintac Fuel, giving unlimited live and free technical support of one year and
no additional cost.
We can offer following types of pricing model-
Pay-Per Admin or User-
23. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
For this pricing model they pay a certain amount, usually per month, depending on
how many admin or user they have that need access to the system.
The range in price from roughly Rs.3000-5000 per user per month with set up fees
that can be around Rs.30,000 total.
Pay per group-
In this instance there is a fee per month or per year, depending on the group of
employees, field workers, or technicians you have.
Price range:
Groups Price
1-10 users 30,000
10-30 users 80,000
30-50 users 1,20,000
50 -70 users 1,80,000
After 6 months after we reach the position we want to achieve with respect to
the perceptual map we can switch on to negotiated pricing strategy or can go
with Optional-feature pricing strategy.
Pay per use subscription model and one time licensing fee should be charged.
No additional charge for support or service.
Place-
The product can be distributed through-
Appstore
Website
Tradeshows
Personnel Selling
Promotion-
Advertising-
24. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Ad and banners on the internet
Pop-ups appearing on field service related websites.
For Example-FieldServiceNews, SoftwareAdvice.
Use of direct mail
Use of the email subscription
Brochures and Catalogs.
Tech shows and Exhibitions-
Field Service Europe, 19th-21st October, Amsterdam.
Field Service East, 30th September- 2nd October, The Westin Buckhead, Atlanta,
Georgia.
Field Service USA, 25th-28th April, Palm Springs, CA.
Sales Promotion-
Offering them a free trial for initial 10 days as a demo
We should offer some discount or deals to our customer for example if they are
purchasing apps in groups , we can then offer them some discount if they buy
group of 10-30 apps we can offer them around 10-20% of discount and further
more discount on additional purchases of the app.
Direct marketing-
Marketing the app to the customer directly using messaging, emails, cold calling.
25. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
Action & Implementation-
Evaluation
Field work
July Aug Sept Oct Nov Dec Jan Feb Mar April May June
Features
Pricing
Marketing
Providing Actual features and
Augmented features
Providing Potential features.
Using penetration marketing strategy
keeping the price lowest as compared
to the competitor.
Using negotiated pricing strategy or
Optional pricing strategy
Advertising, content marketing, direct marketing.
Sponsering events
26. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
SHRUTI WAIKOS
Project Trainee
Chetana’s R.k Institute of Management and Research
TABLE OF CONTENT
1. Introduction ......................................................................................................1
1.1. Executive Summary ........................................................................................ 1
1.2. Orgnizational Overview .................................................................................... 1
1.3. Objective of the marketing plan. ........................................................................ 1
2. Marketing environment ........................................................................................2
2.1. SWOT......................................................................................................... 2
2.1.1...................................................................................................................................... S
trength ..............................................................Error! Bookmark not defined.
2.1.2...................................................................................................................................... W
eakness..............................................................Error! Bookmark not defined.
2.1.3...................................................................................................................................... O
pportunities ........................................................Error! Bookmark not defined.
2.1.4...................................................................................................................................... T
hreats................................................................Error! Bookmark not defined.
2.1.5...................................................................................................................................... C
ompany................................................................................................. 2
2.1.6...................................................................................................................................... C
ustomer ................................................................................................ 3
2.1.7...................................................................................................................................... C
ompetitors ............................................................................................. 3
2.1.8...................................................................................................................................... D
irect competition ..................................................Error! Bookmark not defined.
2.1.9...................................................................................................................................... I
ndirect competition ...............................................Error! Bookmark not defined.
2.2. PESTLE ....................................................................................................... 4
2.2.1...................................................................................................................................... P
olitical...............................................................Error! Bookmark not defined.
2.2.2...................................................................................................................................... E
conomic .............................................................Error! Bookmark not defined.
2.2.3...................................................................................................................................... S
ocial .................................................................Error! Bookmark not defined.
2.2.4...................................................................................................................................... T
echnological ........................................................Error! Bookmark not defined.
2.2.5...................................................................................................................................... L
egal ..................................................................Error! Bookmark not defined.
27. Shruti Waikos
ProjectTrainee
Chetana’sR.KInstitute of ManagementandResearch.
2.2.6...................................................................................................................................... E
nvironmental .......................................................Error! Bookmark not defined.
3. Market Research .................................................................................................6
3.1. Primary....................................................................Error! Bookmark not defined.
3.2. Secondary.................................................................................................... 6
4. STPD ............................................................................................................. 11
4.1. Segmentation ..............................................................................................11
4.2. Targeting ...................................................................................................14
4.3. Positioning..................................................................................................16
4.4. Differentiation .............................................................................................20
5. Marketing Mix .................................................................................................. 20
5.1. Product......................................................................................................20
5.2. Price .........................................................................................................22
5.3. Place ........................................................................................................23
5.4. Promotion ..................................................................................................23
6. Field work ...................................................................................................... 25
6.1. Implemetation ...........................................................Error! Bookmark not defined.
7. Evaluation....................................................................................................... 25