DECEMBER 2020CIOAPPLICATIONS.COM8SETH ROBERT, DIRECTOR AMERICAS FIELD SERVICE, ELLIOTT GROUPAdd Customer Experience to the KPI list for Field Service Success hen it comes to field service, there is all too often a gap between a service representative's performance and management's expectations. Quick and accurate resolution of the customer's problem is the performance measure for Field Service Representatives (FSRs),while management expectations focus oncustomer satisfaction, repeat business, and profitability.Logically, quick resolution of a problem should lead to customer satisfaction, but instead, it often results in customers scratching their heads and calculating the rate per minute they just paid.Picture this: A customer calls for assistance, and an FSR receives the assignment. After a few hours of driving,the FSR arrives at the customer's site and checks in.They discuss the problem for a few minutes,and then the FSR swiftly heads to the equipment, finds the problem, and resolves the issue as quickly as possible. Just as quickly as the issue is resolved,the FSR packs up and hands the customer the bill. The customer looks at the bill and thinks to him or herself, "You might have only been here for 30 minutes. Did I really get what I paid for?"Field Service Representatives tend to focus only on resolving the issue as quickly as they can,because timely resolution is how they measure good performance.In the customer's eyes, however, it isa question of value. "Did I get what I paid for?" The FSR does not normally think about whether or not the customer is going to ask them to come back again because they feel like they got ripped off.Field Service training plansincorporate all kinds of technical training. We spend weeks, even months learning about products and troubleshooting. There might be one module covering customer service training, although many times there is not. How can an FSR learn how to deliver a high quality WIN MY ViewSeth Robert
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