Going back to ancient times the number three has been identified as the number of good fortune, the sacred number of the divine, and regularly symbolize stability - think of the Egyptian pyramids that have outlasted virtually all other man-made items on earth. A more modern representation of this stability is the basic three-legged stool. In addition to its utilitarian applications, it has provided the business world with a number of analogies to help illustrate various concepts. We have identified six business concepts applicable to Field Service Management that are well represented by the 3-legged stool imagery.

Quality – Responsiveness – Price

The classic balancing act for service providers is to find the equilibrium between Quality of Service, Speed of Response, and Price. Providing high quality, rapid response service for the lowest price is rarely sustainable. Suitable service will typically provide a good measure of two of these factors with a lesser portion of the third. All three factors in the right proportions, as dictated by the needs of your customers, should allow for the delivery of sustainable and profitable service. In the market today, however, the businesses that balance these at the lowest price point relative to their competitors often realize a market advantage.

Equipment – Parts – Service

Businesses that are more vertically integrated selling equipment while also providing related service and parts support can leverage distinct advantages over competitors that have only one or two of the three “legs”. They can offer turnkey solutions to simplify the customer purchase, and maintain connectivity with the customer throughout the equipment lifecycle. Properly managed, parts and service support should provide a distinct sales advantage to continue expanding sales with a customer or, at the very least, when it comes time to replace the equipment.

Installation – Reactive Service – Planned & Preventative Maintenance

Within the Service/Parts business, there are three distinct types of service that can be leveraged. Service providers that provide reliable Preventative/Planned Maintenance services should be positioned for “first call” when Reactive Service is required. Similarly, installers will inevitably find issues on new equipment that can provide warranty revenues, and of course are well situated to capture the repair calls later on.

Customer – Service Provider – Equipment Manufacturer

When a piece of equipment is purchased, the end user is responsible for one leg of making sure the desired value is realized. The OEM representative and the service provider are responsible for the other two legs. All 3 parties should have a vested interest in making sure the equipment performs as intended. If issues arise, ideal solutions can be achieved when the 3 legs balance responsibility, but consider the provider that excels at customer training and support. The customer helps balance the stool and attributes their satisfaction to the service provider.

People – Process – Technology

A key part of our consulting framework is to address the triad of People (staff and stakeholders), Business Processes, and Technology coming together to form the framework for business. For a field service business, the harmony between these elements directly impacts the customer experience. Cutting edge technology in the product and woven into the service, military precision in delivery and service processes, and people that are knowledgeable and cooperative – customers generally want it all and notice when something is missing.

Past – Present – Future

Slightly different than the previous examples, this one doesn’t rely on the balance of the 3-legged stool image. Keeping with our theme of threes, these slices of time are important to consider for any business. When we work with clients to map their field service strategy we look to the past only to gain an understanding of the evolution of the business. The business should balance day-to-day activities with strategic moves that will position them for the future. Leading companies have a clearly defined and deployable strategy for the future, but ensure the actions of the present are consistent with both capturing value today and with achieving the strategic plan.