The document discusses Siemens' plan to transform its service business in Spain by creating an operational and remote service center. The center will centralize service functions like technical support, planning, dispatching, and financial administration. It aims to improve competitiveness by fighting new competitors and intensifying customer relationships. Experts in the center will remotely operate, monitor, troubleshoot and commission customer systems. This will allow new business models like remote technical support and energy services. Challenges include overcoming technical issues and changing perceptions, but the center is intended to increase efficiency, sales, and customer retention through improved processes, technologies, and customer value.

1. Pág. 1 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Transformation of the Service Business

2. Pág. 2 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Operational & Remote Center – sinergies FSS & BAU
4 fundamental questions:
 How can we improve competitiveness?
 How can we fight against new competitors
(FMS, installers)?
 How can we intensify our relationship with
customers?
 How can we generate new business?
Motivation: Very competitive market – hourly rate of competition
is 60% less than Siemens

3. Pág. 3 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Service Centre - all in the same room
 The new Heart of the Service Business!
Value Added
Experts team:
 Operate the system
 Detect Faults or
malfunctions
 Give support to the
customers
 Give support to our
Technician.
 Start intervention
Process immediate
with customer call
 Detect business
opportunities for
serv. Sales
 Do commissioning
Integrated Processes
Technological
Platform that
communicate with
the installations of
our customers
Installation type:
 Fire systems
 Building Control
 Energy Efficiency
Management &
Mobile Services
Centralize
Services
 Technical call
clarification.
 Planning of service
team.
 Planning of
subcontractors
companies for
services.
 Intervention orders
Financial
Administration:
Maintenance contracts
invoicing.
 “On call” intervention
invoicing
Product Managers
Team
 Technical support at
“high level”
 Hot Line with HQ
Mobile Services
MCompanion
Used by:
- 70 technician ,
- 35 project mgr.
- 35 subcontractors
Intro in Global Service
Industry in process
Call Center Global
Service Industry:
 Open tickets
 Route cust. call
to the right place
 Repair process

4. Pág. 4 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Knowledge and know-how in the same
room
Combine technologies and expert
knowledge in the same room
allows us:
 To provide New Business
Models (e.g. “Assisted
Products”) to provide Added
Value Services to our
Customers
 using new technologies &
reduce cost with service
optimization
 Remote Experts
 Serv. Mgr.
 Finance Admin.
 Dispatching
 HQ Support
 Product Managers
 Technical Experts

5. Pág. 5 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Challenges of Remote Service
What are the
challenges?
 Technical problems and missing documentation from HQ
at the beginning
 Find a good technician willing to work in the remote service
center
 No one wanted to be the first to offer a connection
 Not integrated in service processes
How do we
tackle them?
 Test and document locally all configurations & make pilot
installations
 Mgt. Decision: Each project with a volume > 20k€ must have
a remote connection
 Go personally with sales to sell the first connections,
Nº of connections in the objectives ...
 Promotional packages “for free” for branches and customers
 Integrate the remote center completely in the service process

6. Pág. 6 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
C u s t o m e rC u s t o m e r
ServicesServices
Our pillars for implementation to get here …
> > > > > > Analysis > > > > > > > > Implementation > > > > >

7. Pág. 7 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Pillar I:
Involve key people - Brainstorming
„Analysis and revision of the available tools”
„Analysis and revision of the processesWhat we did:
- Simplify
- Accelerate
- Unify
- Normalize
- Automate
- Modernize
- Meet deadlines
- Meet requirements
BY USING:
- Spiridon
- Synergies
- Technologies
- Existing Corp. Tools
- Communication Tools
- Knowledge
- Analysis
- Monitoring
- Statistics
Jan
Jan
2007
2007

8. Pág. 8 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Pillar II:
SERVOR Process Analysis
Identified Improvement Levers to allow prioritization
186 12
Remote Service
Standard procedures
and work instructions
Application of Mobile Front-end
with Real-time Task management
Lead management &
Incentive system
Financial control
Implementation of
Planning and Dispatching Tool(s)
Integrated service management
information system
Improve clarification
€
€€€
€€€
€
€
€
€€
Prioritized lever
Average annual
gross savings
Average annual
additional sales
Strong impact customer
satisfaction
Legend:
Total average annual
gross savings (DI2)
Total average annual
additional sales (DI2)
… Mio €
… Mio €
Enabler/not calculated
Calculated lever
€€€ €€
Subcontractor Management
May
May
2008
2008

9. Pág. 9 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Pillar III:
Remote Business Plan supported by HQ - Goal
 Increased service efficiency through:
1. Improved service processes
2. Optimized commissioning processes
 Generate additional sales through:
1. Extended service level in the classical re-
active service business
2. Additional services, like pro-active monitoring,
service reports, energy services
 Gain a more intensive customer retention
External Benefits
Internal Benefits
May
May
2008
2008

10. Pág. 10 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Pillar VI:
New technologies  Bye, bye paper
Integration in Spiridon, Mobile solution, HR-System & Sharepoint
Transfer / Generate electronic information

11. For internal use only / Copyright © Siemens AG 2006. All rights reserved.
Pillar VII:
Integrated Mobile Services & installed base
& push Integration into Industry Sector
… allows on-time management with-out paper of:
 Preventive Maintenance Checklists
 Notifications
 Service Reporting
 Hours & Travel Expenses
 Material, Spare-Part and car stock
 …
Oct
Oct
2008
2008
Tecn. clarification
Administration and
Dispatching

12. Pág. 12 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Pillar VIII:
Operation Centre allow centralization, remote &
energy services (Reducing dispatching centers from 9 to 1)
Vision
Real
Oct
Oct
2008
2008
 Serv. Mgr. from branches
converted to service sales
 SANTIAGO
d. C.
GIJON
  BILBAO
 BARCELONA
 VALENCIA

SEVILLA
 MADRID

VALLADOLID
PALMA
 BARCELONA
 VALENCIA
 MADRID
9
Dispatch
Centre
1
Actual Oct 2011:
3 centros

13. Pág. 13 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Pillar IX:
Maximize Efficiency!
ROC, also the heart for energy solutions & services
Allows Green Consulting Support Energy efficient
solutions
Building Performance
Optimization
Make Green Migration
possible
Efficiency Monitoring
Energy Saving
Performance Contracting

14. Pág. 14 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Pillar XI: “Assisted Products”
Business Models to create Added Value
Example: Partner – Customer relation in a win-win-win situation
Partner
(e.g. FMS, installer,
VAP, etc.
Customer
(e.g. Hotels, etc.)
1. Frame contracts (discounts, spare parts, etc.)
2. Training
3. Operation support
4. Technical support (revisions, problems, changes, spare
parts extensions, optimization, energy reduction, detector
exchange, SW up-date, etc.)
5. Regular reports (operations y energetic)
6. Revisions from Operation Centre with on-site
combinations
7. Configuration Back-up
8. Etc.
1. Contract
2. Direct contact to customer
3. Preventive maintenance
4. Interventions
5. Billing
6. Etc.
1. Support how to operate the
system
2. Lease material for remote
connections (with contract at
now cost)
1. Information about changes
2. Buys material Siemens for
repair, extensions,
migrations, etc.
August
August
2009
2009

15. Pág. 15 JHA - October 2011 – SWE BT Spain
Internal use
Building Technologies
Pillar XIII:
Benefits for Customer and Siemens
 Image (Innovative, Modern, ….)
 Fast Respond time & have always an
expert available
 Taking care of installation in
continued manner (operational and
energetic optimization)
 Professional, electronic and on-time
documentation
 Improve understanding of costumer
needs
 Customer receives & perceives
Added Values
 Strengthen relationship between
customer and Siemens
Results
 Chooses us as preferred supplier
 Problems are solved fast & easy.
Saves costs in avoiding technician
interventions on site in the case they
are not included in SA
 No paper storing needed
 Perceives that we are available for
him not only for the preventive
maintenance
 This type of service he can not
receive from another provider