2. Service Executive’s Priorities
SLM
Service Lifecycle
Management
INCREASE CUSTOMER VALUE
An increase in customer
retention of 5% can lead to
profit gains of 35% to 125%.(1)
INCREASE SERVICE PROFIT
Aftermarket services
represent ~24% of total
revenues and between 40% to
80% of profit. (2)
INCREASE SERVICE REVENUE
Manufacturers on average
capture only 25% of total
service opportunity available(3)
2
3. Service Lifecycle Management Can Yield Big Benefits
Technical Information
Warranty and
Contract Management
Service Parts
38%
80%
decrease in time to resolution for
customer support1
more likely to achieve higher parts
profitability5
43%
40-80%
increase in customer satisfaction
score1
of all company profit can be directly attributed
to aftermarket parts sales6
Field Service
90%
annual contract renewal
rate2
40-60%
Supplier recovery can reach new rates7
Contact Center
<30%
41%
reduction in service costs and increase in
field service productivity3
Decrease in volume of inbound customer
support calls1
99%
92%
First time fix rates 7
customer satisfaction rating achieved4
Sources: Referenced in Notes Page
3
5. Today’s Service Network
Parts
ACCURACY
Owner/Operator
PRODUCTIVITY
Customer
RESOLUTION
Install & Maintain
Identify & order
accurate part(s)
Register warranty
Record usage
Service tickets
Initiate service call
Analyze parts
Resolve issues
Log issue
Analyze support
Claims
OPTIMIZATION
Field
EFFECTIVENESS
Execute service
Analyze service
Register products
Record product issues
Process claims
Analyze warranty
5
6. Service Organizations Are Underachieving in the
Service Lifecycle
Service
Knowledge
Mgt
Technical
Info
Service is reactionary
Functions are disparate
Silos of information
Disconnected processes
Field
Service
Mgt
Service
Network
Mgt
Poor operational efficiency
and uptime
Higher cost over system
lifecycle
Inconsistent analysis
Difficult to identify areas for most
meaningful improvements
Service
Parts
Info
Warranty
& Contract
Mgt
Service
Missed Service Improvement
Depot
opportunities
Mgt
Harder to do more with less
Service
Parts
Mgt
6
7. Connect the Service Network
To Provide a Single View of Service For Continuous Improvement
Service
Knowledge
Management
Field Service
Operations
Technical &
Service
Content
Service
Logistics
Warranty &
Service Contracts
Service Parts
Planning &
Management
7
8. PTC SLM Strategy
Deliver Multiple Levels of Differentiation & Value to its Customers
System for Service
Best-in-Class
Cross-solution visibility of entire
service environment to enable
optimization of all service operations
Service specific set of
products and services
that address business
problems or opportunities
Product & Service
Advantage
Total product lifecycle visibility to maximize
product performance, customer loyalty and
thru-life product revenue
8
10. PTC can support your organization:
• New systems and products will require a design, build & support strategy
• Existing systems and products will require In service support before and
after Tech inserts or refresh.
• The # of suppliers (thousands) and amount of engineering data and
information for the program is immense.
– Challenges or questions from that are:
• How do you take that data and create & deliver something consumable to
Your customer
• How do you ensure the engineering data and parts data is accurate in the
field or on the water?
• How can manage all of the parts information and data?
• How do you ensure the right level of parts are stocked on the ship prior to
delivery
10
11. Suggested next steps
• Deeper dive on PTC and our products
• Process mapping
• Potential areas of focus
• Support building of your business case
• Identify low hanging fruit
• Scope solution and services by phase
• Reach out to get started, please contact me
• Tom Kenslea 617-448 5951 tkenslea@ptc.com
11
Notas do Editor
Loyalty Effect – 1996 Fred Reichheld of the consulting firm Bain & CompanyGartner SLM Maturity Model – March 2011(3) Accenture 2011 - The Service Value Chain Driving High Performance in Service and Spare Parts
Sources: 1Aberdeen: Technical Communications as a Profit Center; 2-Aberdeen Warranty & Contract Management; 3-Accenture; 4-State of Service Management, Aberdeen; 5-Oracle; 6-Gartner; 7-PTC Customer Business Assessments; 8- New Service Frontier, Blumberg;
To open – describe the complexities of service – that it’s not sequential or “predictable” – but depends on the organization of people – dealers and partners - , tools, technical information, the foreign countries and languages, parts, devices – and even the products themselves to make sure that service is meeting customer expectationsAdd to that – service processes have mostly grown up around the specific service functional areas – not traditionally working in combinationService ends up being reactionary, with disparate functions and silos of information which than creates disconnected processes and inconsistent analysis. Manufacturers cannot identify areas for most meaningful improvements which then creates poor dealer and customer experiences and low value outcomes.Service revenue growth and profit opportunities do not materialize
In today’s service network, the roles that touch the product are disconnected and have their own interests to satisfy.The owner/operator wants to use the equipment as much as possible keep it up and productive.Service/Repair is trying to do efficient repairs and happening at minimal cost and increasing contracts.The parts counter is concerned with making more parts revenue and are efficient from a parts delivery stand point.Warranty is busy managing warranty claims. And the contact center is interested in resolving calls as efficiently as possible.
A Purpose-Built System that Provides a Single View Into Service