There are pros and cons to both buying trends. But I am not talking about whether or not you should buy your next car or think about leasing it for the coming 18 months. This discussion is now happening for many service organizations in regard to whether or not they leverage a third-party field service workforce.
In Aberdeen’s 2013 Field Service research, 64% of the respondents sampled used third-party technicians to complete at least some portion of daily service tasks. The increased need to support a complex service network has forced organizations to look at more innovative ways to successfully deliver resolution. We can no longer do the same things and expect different and better outcomes.
In my current report, Third-Party Field Service: Work Together to Deliver High Level of Quality (February 2014), the concept of a hybrid workforce to deliver exceptional levels of field support was explored. What was most interesting to me in this project was the number of similarities between organizations that used third-party technicians and those that don’t. Both groups looked to field service to not only resolve customer issues but also 1. Increase revenues, 2. Improve customer satisfaction, 3. Increase productivity, and 4. Cut costs. This shouldn’t have been a shock, but I think we often fall into the trap of thinking that outsourcing an aspect of the operation is solely meant to cut costs out of the business. Aberdeen data shows that in field service cost containment is a goal but it trails well behind more strategic objectives which drive differentiation.
To learn more on the trends, similarities, and differences involved in managing a third-party field service organization, please read my latest report.