Aftermarket service is rapidly climbing to the top of corporate agendas in multiple industries. Product-centric OEMs have historically viewed post-sales service as an inevitable cost of doing business, but leading companies looking for profit margin, revenue growth, and competitive advantage are now crafting new business models and deploying technology solutions to more strategically leverage their service operations.
But some industries have been more aggressive than others in embracing these new business models and enabling technologies. A particular industry’s propensity to effectively adopt and deploy strategic service management processes and technologies depends on such factors as:
Complexity of deployed assets;
Frequency of new product introductions;
Mission criticality of deployed assets to the asset operator;
Size and composition of field service force;
Structure of service parts inventory holdings; and
Type of service work orders (i.e. break/fix, preventative maintenance, reconfiguration)
Table of Contents
Executive Summary
Key Business Value Findings
Implications & Analysis
Recommendations for Action
Chapter One: Issue at Hand
Market Pressures for Strategic Focus on Service
Chapter Two: Key Business Value Findings
Medical Manufacturing Sets Strategic Service Objectives
Service Parts Management
Field Service Schedule Route/Optimization
Mobile Resource Management
Intelligent Asset Diagnostics/Repair
Chapter Three: Implications & Analysis
Organizational Structure
Performance Management
Chapter Four: Recommendations for Action
Industry-Specific Recommendations
Aerospace & Defense
Commercial Service Providers
High-Tech and Industrial Manufacturing
Medical Equipment Manufacturing
Retail/Consumer
Telecommunications
Utilities
Author Profile
Appendix A: Research Methodology
Appendix B: Related Aberdeen Research & Tools
About AberdeenGroup
List of Figures
Figure 1: Objectives of Post-Sales Service Operations
Figure 2: Technology Solutions Currently in Use to Support Service Delivery
Figure 3: Industry Adoption of Strategic Service Management Objectives
Figure 4: Industry Adoption of Service Management Technologies
Figure 5: Industry Involvement in M2M-Enabled Service Solutions
Figure 6: High-Tech Manufacturers and Retail Lead Service SVP Push
List of Charts
Table 1: Obstacles to “Service as a Business,” by Industry
Table 2: Service Parts Management Solutions - Qualifying Industry Attributes
Table 3: Field Service Schedule/Route Optimization - Qualifying Industry Attributes
Table 4: Average Performance Improvements from Mobile Field Service Solutions
Table 5: Mobile Resource Management - Qualifying Industry Attributes
Table 6: Dispatch-Centric Versus Asset - Centric Mobile Field Service Approaches
Table 7: Intelligent Asset Diagnostics/Repair - Qualifying Industry Attributes
Table 8: Service Management Competitive Framework
Table 9: Top KPIs for Service Performance Management, by Industry
