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Pág. 1 JHA - October 2011 – SWE BT Spain
Internal useBuilding Technologies
Transformation of the Service Business
Pág. 2 JHA - October 2011 – SWE BT Spain
Internal useBuilding 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
Pág. 3 JHA - October 2011 – SWE BT Spain
Internal useBuilding 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
Pág. 4 JHA - October 2011 – SWE BT Spain
Internal useBuilding 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
Pág. 5 JHA - October 2011 – SWE BT Spain
Internal useBuilding 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
Pág. 6 JHA - October 2011 – SWE BT Spain
Internal useBuilding Technologies
C u s t o m e r C u s t o m e r Services Services
Our pillars for implementation to get here …
> > > > > > Analysis > > > > > > > > Implementation > > > > >
Pág. 7 JHA - October 2011 – SWE BT Spain
Internal useBuilding 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
JanJan
20072007
Pág. 8 JHA - October 2011 – SWE BT Spain
Internal useBuilding Technologies
Pillar II:SERVOR Process AnalysisIdentified Improvement Levers to allow prioritization
186 12
Remote Service
Standard procedures and work instructions
Application of Mobile Front-endwith Real-time Task management
Lead management &Incentive system
Financial control
Implementation of Planning and Dispatching Tool(s)
Integrated service managementinformation system
Improve clarification
€
€€€
€€€
€
€
€
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Prioritized lever
Average annualgross savings
Average annualadditional sales
Strong impact customersatisfaction
Legend:
Total average annualgross savings (DI2)
Total average annualadditional sales (DI2)
… Mio €
… Mio €
Enabler/not calculated
Calculated lever
€€€ €€
Subcontractor Management
MayMay
20082008
Pág. 9 JHA - October 2011 – SWE BT Spain
Internal useBuilding 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
MayMay
20082008
Pág. 10 JHA - October 2011 – SWE BT Spain
Internal useBuilding Technologies
Pillar VI: New technologies Bye, bye paperIntegration in Spiridon, Mobile solution, HR-System & Sharepoint
Transfer / Generate electronic information
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 …
OctOct
20082008
Tecn. clarification
Administration and
Dispatching
Pág. 12 JHA - October 2011 – SWE BT Spain
Internal useBuilding Technologies
Pillar VIII: Operation Centre allow centralization, remote & energy services (Reducing dispatching centers from 9 to 1)
Vi
s
i
o
n
R
e
a
l
OctOct
20082008
Serv. Mgr. from branches
converted to service sales
SANTIAGOd. C.
GIJON
BILBAO
BARCELONA
VALENCIA
SEVILLA
MADRID
VALLADOLID
PALMA
BARCELONA
VALENCIA
MADRID
9Dispatch
Centre
1
Actual Oct 2011:
3 centros
Pág. 13 JHA - October 2011 – SWE BT Spain
Internal useBuilding 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
Pág. 14 JHA - October 2011 – SWE BT Spain
Internal useBuilding Technologies
Pillar XI: “Assisted Products” Business Models to create Added ValueExample: 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
20092009
Pág. 15 JHA - October 2011 – SWE BT Spain
Internal useBuilding 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
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