field service forum 2014 post event report

2014 #fsf2014

YOUR ESSENTIAL EXECUTIVE TOOLKIT Amsterdam, The Netherlands, June 3rd - 4th 2014

PLUS

a

event

Join us on:Find out more at www.fieldserviceexcellence.com@ Field Service Excellence

Twitter: @Prod_Lifecycle

POST EVENT

REPORT

Presents

Thanks to our Partners in 2014

“Great opportunity to benchmark own companies state-of-

the-art on service against others in the service industry”

- 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

Field Service Forum 2014 Post Event Report2

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,

Thomas IgouThe Editor

“ Conference was a perfect opportunity to understand peers dynamics in FS environment- Senior Service Manager – Global Services, GE Oil & Gas

http://www.linkedin.com/in/thomasigou

https://twitter.com/tomigou

“

Field Service Forum 2014 Post Event Report 3

Inside look

“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

Firestarter Networking Dinner

Executive Circles

Networking Networking

4

Tom DeVroy, Senior Advisor Field Service Management, IFSTom 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.

Aubrey Fox, Solutions Expert, Scheduling and Field Service, Trimble Field Service ManagementAs 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.

Ferenc Schottner, Head of Service, Palfinger Dreggen A/SFerenc 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.

Guido Barbazza, Director, Field Services, Wärtsilä Services DivisionGuido 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 MotorJoes 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 HealthcareRokus 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 CVAnna 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”.

Anders Strömquist, Manager Business Development, ABBAnders 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.

Dave Hart, VP of Global Customer Transformation, ServiceMaxDave 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, SAPThilo 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, FortumMartin 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 AllynFor 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.

Field Service Forum 2014 Post Event Report

5

Speakers 2014Garo Derderian, VP, Head of Service Excellence, Heidelberger Druckmaschinen AGHe 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.

Håkan Gill, Partner, byBrick Interface ABHåkan 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.

Ivo Ruckstuhl, Head of Mobile Solutions, CoresystemsIvo 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.

Jeffrey Wartgow, Vice President of Product Marketing, TOA TechnologiesJeffrey 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.

Christian Duer, Region Head for Network Rollout and Field Services N. Europe & Central Asia, Ericsson ABChristian 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.

Paul-John Oliver, Head of Field Service Worldwide Customer Services, Airbus Customer SupportPaul 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.

Timo Hellgren, Vice President After Sales, BentecTimo 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 EnterprisesPaul 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, IFSForty 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, ClicksoftwareSilvio 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, PegaSteve 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 SolutionsVibhor 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.


6

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

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

7

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



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

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 contactThomas Igou,

The Editor

Phone: +46 8 502 552 39

email: [email protected]

8

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, Singapore2nd 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•KnowledgeManagement

•SoftskillTraining

•CompetenceDevelopment

•TrainingPrograms

Services•RemoteMonitoring

•Dispatching&Cloud

•MaintenanceContracts

•Mobility

Strategy•ServiceSalesModels

•PerformanceManagement

•WorkforceOptimization

•ChangeManagement

Call for papersWe 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

16 Manufacturing Pricing Excellence Platform 2014

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.

Linking Pricing Excellence

to Customer Value

Unfortunately, these discussions rarely bring any significant value

to the customer. Having a background in strategic accounts, I have

always realized we need to put the customer’s business processes,

activities and challenges out front. Our focus should be on learning

and intimately understanding the customer’s business. On a global

level, this is surprisingly more difficult than I ever imagined.

The key is providing tools and techniques to help sales people ask the

right kind of questions and document the findings. They can then take

the learning and apply

this to future sales op-

portunities 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 steps at the upcom-

ing conference.

All global organiza-

tions 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.

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

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

are now in a position to

confidently move the

conversation 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

appreciate quantified

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

meaningful life cycle solutions.

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’srevenue?

Can wedecrease

customer’stotal cost of ownership?

Can weminimize

customer’scapital

requirements?

Can wereduce

customer’srisks?

4 Steps to Quantify Customer Value

4 Steps to Quantify Customer Value

Pricing 2014 Till tryck version agenda.indd 16

2014-05-16 13:42:14

Manufacturing Pricing Excellence Platform 2014 17

Scholars specializing in change

management widely report that 70% of

projects fail due to a general of change

management skills in organizations.

Generally speaking, change manage-

ment might happen at the individual

or team level. Rarely does it happen

at the organizational level where

multiple teams and departments

change in concert to achieve a large-

scale transformation. So what does

organizational change mean? In 2009,

Bill Judge, a change management

scholar, defined a capacity of an orga-

nization to change as organizational

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.

Change needs to

be intentional and

focused:

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 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?

“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

Pricing & Change Management

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 [email protected].

The vision is critical

for success:

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

557 CEO’s showed that only

39% of them had such a

pricing vision.

Change manage-

ment is not project

management:

These are two different disci-

plines. They are often mixed

up. You might hear “yes we

do change management as

part of our project” when in

fact, business professionals

focus solely on the technical

aspect of their projects. Proj-

ect management deals with

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 stakeholders:

A big misconception is that

pricing changes only con-

cern pricing teams and sales

organizations. Organizational

change deals with every-

one who touches pricing

(finance, supply chain, cus-

tomer service, etc.) and who

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:

Our survey indicates that

change without capable

champions and top leader-

ship 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.

Here are five more considerations that are essential for organizational change:

1 2 3 4 5

In 2012, I conducted a survey with over

900 pricing professionals on the topic

of organizational change. The goal was

to identify the critical dimensions of

organizational change capacity related

to pricing. Having Capable Champions

of change received the highest ratings

among all eight dimensions. Closely

in second position is the dimension of

System Thinking indicating that pricing

change agents and organizational

actors need to think in multiple dimen-

sions and consider interdependencies

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.

Pricing 2014 Till tryck version agenda.indd 17

2014-05-16 13:42:16

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 protected]

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 to allow developed compa-

nies to change their business

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

Aftermarket Business Platform 2013

22

The implications of Servitization

on manufacturing companies

over the next five years

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 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 will move even further

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. When this happens, the OEM will no lon-

ger have a dominant position and will become

a supplier with little control over the customer

experience. New entrants will be able to enter

the market probably from the financial market-

place, where they buy products from suppliers

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

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.

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.

•Marginswilldropacrossmachine

ryandservice

•Greaterconsolidationandcomp

etitorcollaborationincoreareas

•Newentrantsenteringaftermarke

tfromnewmarkets

•Greaterneedfordata,andintegr

atedtechnologies

•Solutionswillbethefocus,andth

ecompaniesthatsucceedwillbet

otallyintegratedtothecustomera

ndprovideasinglesolution

•Paceofchangewillberapidande

xistingcomplexorganisationswilln

otbeabletocopewiththepressure

ofcustomerneedsandcompetition

A couple of predictions over the future of OEM’s and Aftermarket:

Malcolm Youll

“Servitization is the innovation of an organisation’s

capabilities and processes to shift from selling

products to selling integrated products and

services that deliver value in use.”

Most businesses today are driven by monthly

revenue targets and their businesses are con-

sidered as performing as long as they achieve

financial based targets, so day to day invoicing

is critical and gains significant focus. How-

ever, for me, supplying parts has not achieved

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)

“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 2

Manufacturing Business Platforms 2014/2015

Calendar of EventsCopperberg 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 2014October 22nd - 24th, Amsterdam, The NetherlandsThe 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.

2nd Enterprise Asset Management 2014November 11th - 12th, Copenhagen, DenmarkThe 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.

3nd Annual Spare Parts Business Platform 2015February 4th - 5th, Stockholm, SwedenSpare 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.

1st Annual Nordic Enterprise Mobility 2015February, Stockholm, SwedenThe 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.

5th Annual Defence Collaboration and Logistics 2015April, Amsterdam, The NetherlandsThe 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.

3nd Annual Manufacturing Pricing Excellence Platform 2015May, Amsterdam, The NetherlandsThe 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 2015June 2015, Amsterdam, NetherlandsThe 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.sparepartseurope.com

www.defencesupplychain.org

www.pricingeurope.com

www.aftermarketeurope.com

www.eameurope.com

www.fieldserviceexcellence.com

www.copperberg.com

9Field Service Forum 2014 Post Event Report

Confirmed Partners 2015

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

3Benefit 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 AsiaWe 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.

NEW

10 Field Service Forum 2014 Post Event Report

Lindsay Koth Business Advisor

+46 (0)8 - 676 00 [email protected]

Simon WisniewskiBusiness Advisor

+46 8 122 015 [email protected]

October 22nd – 24th 2014, The Grand Hotel Huis ter Duin, The Netherlands

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Find out more at www.aftermarketeurope.com@ Aftermarket Europe Group

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