My recent blog article suggested 10 steps toward a successful remote service evaluation.  For this entry, I want to drill down on the first step in a little more detail.

Step 1: Have a vision of what success looks like. This will enable you to define goals and the outline of the business case. The best programs are focused on creating strategic value.

If strategic value is important, we should start with strategy.  You do have one, don't you?  An effective strategy combines a measurable goal (where you are going), with a suggested method of accomplishing the goal (how it will be done), and a target to which the method will be applied (who are we doing this for).

Seems pretty simple, but so many companies never articulate their strategy.  They wonder why the various programs, initiatives, and campaigns don't seem to fit together. It's like trying to sit on the three legged stool that is missing a leg or two!  You must have really good balance or accept falling over a lot.

What are some goals that a remote service program can address?

• Reduce the number of field dispatches by xx%
• Improve machine or device up time by yy%
• Eliminate one no problem found call per service engineer per month
• Increase consumable sales by zz% due to increased system uptime
• Avoid adding additional staff (or reduce load on existing staff)

The key ingredient is that each goal is measurable and can be compared to a historical run rate.  It is also important that each goal can be translated into a financial impact for the business.

The "How" is often a function of the goal and the levers that are available in which to impact the goal.  Some examples may include:

• Perform software updates remotely
• Monitor known error conditions for patterns that indicate potential failure
• Remove the burden of data collection from machine operators during the troubleshooting process
• Enable customers to request help directly from the device
• Track device usage to help forecast consumable purchases or preventative maintenance

These don't have to be complicated, but they do have to be capable of being implemented in a cost effective way.

The final element, "For Who", is often lost under the glamour of selecting or implementing technology.  Nothing says a strategy has to apply to every customer.  Many times it is far more effective to focus on the high value or high cost customers first.  Consider these examples:

• For customers with pay-as-you-go service contracts
• For customers in rural hospitals and clinics
• For customers that are more than 4 hours away from a field service office
• For customers under all-inclusive service contracts
• For customers with the X9000 Exterolizer machines

Be specific!  When you explain your strategy internally, it should be clear to everyone which customers you are targeting and why.  This will enable people involved in the project to independently make high quality decisions and prevent expensive detours or mixed sales and marketing messages.

Let's put it all together in a few examples:

• "Improve machine or device up time by yy%" by "monitoring known error conditions for patterns that indicate potential failure" for "customers under all-inclusive service contracts."
  
• "Reduce the number of field dispatches by xx%" by "performing software updates remotely" for "customers with the X9000 Exterolizer machines."
  
• "Eliminate one no problem found call per service engineer per month" by "removing the burden of data collection from machine operators during the troubleshooting process" for "customers that are more than 4 hours travel from a field service office."

Remember the three elements of strategy definition and you will be able to build an effective business case and communicate a powerful message to your management, project team members, and the marketplace.  This core message is very important as you move on to the next steps of the evaluation process.