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Industry Studies Confirm Growing Importance of Customer Service and Field Service Management as Strategic Differentiators

Posted by Emily Mason on August 21, 2014

“Discount prices!” “New models!” “Free gift!”

It might have worked once upon a time, but in today’s world, temporary incentives aren’t enough to keep the customers coming and profits up.

Recent research by The Service Council, and publicised by ERP vendor SAP, indicates that - in a world where everything is becoming commoditised, where customer expectations are forever on the rise - there’s only one thing left to differentiate a company from it’s competitors; and that’s service.

Short term offers may well be tempting to a customer initially, but with little profit in it for the company, and nothing more for the customer post-sale, there’s very little value in it for either party.

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Your team is efficient, but is it effective?

Posted by Emily Mason on August 20, 2014

Let’s face it, it’s no good if your workers are completing a high number of jobs a day if they aren’t doing them well.

The Cognito iQ Radar Chart measures the effectiveness of a worker by the number of first time fixes achieved in the shift and the service level attainment. If desired, the worker’s net promoter score can also be factored in with the integration of a bespoke customer survey - all three combining to show to what degree the intended result has been achieved by each individual in the team.

Efficiency is a little harder to measure, unless that is, you’re comparing the work of your entire team. Three Key Performance Indicators make up the ‘Efficiency’ area of the Radar Chart - how long each task takes (task duration), travel time between jobs (travel duration) and the number of tasks completed per hour (Velocity).

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“Fifty cars …” changed my worldview

Posted by Emily Mason on August 12, 2014

Recently, I was browsing in the closing down sale of a shop that sold a varied mix of gifts, books, and cards and stumbled across “Fifty Cars That Changed The World”, as compiled by London’s Design Museum. It is obvious how cars have changed our lives, but I was intrigued to find out what ‘changing the world’ meant in this context and which cars would qualify. I guess my curiosity was, in part, to see if I had ever owned any of the exalted group!

I picked up a copy, and began to flick through the pages. Eventually, I was sufficiently embarrassed by the amount of time that I had been standing there to actually buy a copy and bring it home. It turns out that not all of them were successes, but each does represent a turning point in terms of technology, e.g. front wheel rather than rear wheel drive, style or popularity. Or, in some cases, disasters that changed the fortunes of companies, for example the Austin Allegro – called “the vital stumble” in the history of British Leyland.

One thing is clear. None of these cars appeared out of thin air. All built on, and adapted, what had gone before. And the same is true in all industries. Times change and products evolve. Companies adjust to new circumstances and move on, seeking growth and success with new ideas and better ways of working. Innovations enable organisations to outcompete and differentiate from others operating in the same market. Usually, the advantage is temporary and overtaken – necessitating new inventions and adaptations to stay in the race; 0ften inspired by customer needs and expectations as much as brilliant flashes of inspiration.

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Transforming through innovation and collaboration

Posted by Emily Mason on August 7, 2014

There’s no escaping the fact that mobile technology - or mobility - has become a part of everyday life for most people. And for Police in Wales, things are no different.

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Is that the result you expected?

Posted by Emily Mason on August 5, 2014

Often the result you expect to see from a shift isn’t the reality of what actually happened.

Individual Key Performance Indicators within each Key Performance Area (KPA) of the Cognito iQ Radar Chart are defined by you to be realistic goals for each of your workers. Of course, parts of a worker’s day won’t be productive - that is expected. But it’s when a worker is scheduled to do an 8 hour shift and only signs on for, say, 2 of those hours, that the Utilisation KPA would score poorly. Utilisation is measuring how they performed during the planned shift times, and not the actual time for which they were signed in.

In this example, it would still be possible to score well in the Productivity KPA, if the worker managed to do all of their allocated jobs and/or hit all of their SLAs within those two hours.

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