Are you fully capitalizing on one of your most valuable assets – the knowledge and experience of your field service team?  Sure, you depend on their expertise to provide maintenance service, troubleshoot and make repairs correctly and efficiently.  But do you fully capitalize on their abilities to recognize additional work opportunities?  They offer much more than the opportunity to identify more business.  Their proactive recommendations can help your customers achieve results that they did not realize were possible and can differentiate you from the competition.

When you think about capitalizing on the proactive efforts of your service team, here are three questions to consider:

1. Do you see the field service professional’s promotion of services as an opportunity to serve your customers better or simply as a means for generating more business?

If we regard the field team’s proactive efforts as a service we will be more likely to treat it like one; we will be much more likely to support it, provide training for it and promote it like we would any other service we provide.

2. Do you discourage “selling” for the sake of merely gaining more business and insist that any recommendations by your field service team be directly tied to a customer benefit?

By focusing on how the recommendation will help the customer rather than how it will generate income, we will reinforce the service nature of the recommendations and show the field team why proactive recommendations are an integral part of their day-to-day service role.

3. Do you “convince” or do you “tell” your field team to promote your services?

To fully capitalize on our field team’s expertise, they must be willing participants.  A field service professional who is not convinced that promoting services is part of the service that they deliver will never achieve their full potential.  A willing participant must be convinced that business promotion is part of the service.  We can do this by what we say, what we do and how we position business promotion as a service.

Our field service teams provide a valuable service when they apply their technical expertise to maintain or repair equipment – as do the service teams of our competitors.  But we can offer more than this.  We can enhance the value that our teams deliver and differentiate our business from our competitors by capitalizing on our field team’s ability to recognize opportunities to ultimately help our customers to be better off.  By doing so, we will be capitalizing on one of our most valuable assets.

As always, I welcome your comments and questions. You can connect with me via telephone or email or leave a comment right here on the site. And as always, please feel free to leave a link back to your own blog if you have one via the commentluv feature here on the site. If you are reading this blog post via email, you will need to locate this post on my website by clicking here. Scroll down to the bottom of the page where you will find the comment section.

Jim Baston

“The human mind is our fundamental resource.”

– John F. Kennedy

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Do you have an expectation (formal or informal) for your technicians to promote your services to your customers? If so, why not tell your customers?

I spoke at a conference recently in Europe where we discussed the engagement of field service teams in business development. The attendees were senior level service executives from many well recognized global companies. I asked how many of their companies had a formal expectation and program to engage their technicians in promoting their products and services. Most indicated that they had. I then asked how many have informed their customers about their technicians’ actions. No one raised a hand.

I wasn’t surprised by the result because many companies that encourage their technicians to promote their products and services to their customers tend to view the activities of the technicians as “selling”. As I have pointed out in an earlier blog, when we take this view, then we tend to see the proactive promotion of services as an opportunity to win more business for our companies. Our perspective may become, “How can I get more business from my existing customers?” When we think of our techs’ actions in that way it becomes difficult to promote their activities as a benefit for the customer. Imagine saying to a customer, “I want you to know that we have taught our technicians to sell so that they are more comfortable and willing to try to sell you more of the services that we provide”; not a compelling selling proposition.

If however, we see the technician’s actions as a service, our whole perspective changes. Not only does this new perspective open the way for positive discussions with our customers about our technicians’ actions in promoting our services to them, but it provides a foundation for differentiating our business from our competitors. (It also makes it easier for our technicians to enthusiastically embrace their proactive role).

So what do I mean by business promotion as a service? Our technicians are in a unique position. They understand the technologies they work with and generally are very up to date. They understand our company’s capabilities and how that technology can be applied for best results. They have a relationship with the customer that is generally based on high levels of trust. They can see how the customer is using the technology and likely have some insight into the goals and challenges the customer is facing. From that unique position, who better than our technicians to make recommendations for products and services that can help the customer be better off?

And that is the point. When the technician uses their unique position to recognize opportunities that the customer can capitalize on that will help them achieve their goals, and then takes the time to present their recommendation to the customer, they are providing a valuable service. It’s not selling at all. From this “service” perspective, our view changes to, “How can we capitalize on our technicians’ unique position with the customer to help the customer recognize the other things they can do that will help them to be measurably better off?”

If we approach business development in this way, we can clearly see the benefits for the customer and it becomes easier to differentiate ourselves through the proactive business development of our techs. That is why it is so important to tell our customers about what our techs are doing so that they understand the value in their actions. This perspective might lead to a conversation like this: “Mrs. Smith, I want you to know that we are encouraging our technicians to actively look for opportunities that they can help you with to improve your operations. Because they understand the technology and have a unique insight into your operations and your challenges and goals, they are in an ideal position to recognize where opportunities may exist. If our technician finds something that they feel would be of help to your business in some way, would you have any objection if they brought their ideas to your attention?”

Customers want their service companies to do more than maintain their equipment. They want ideas and suggestions that will help them be more competitive in their own markets. When we can demonstrate – through our sincere desire to help – that our technicians are providing a valuable service, we will be rewarded with more business, loyalty and referrals.

What has been your experience? Have you discussed your technicians’ proactive approach with your customers? Do they see their actions as a positive for their own business? Please let me know your thoughts. I would love to hear from you.

You can connect with me via telephone or email or leave a comment right here on the site. And as always, please feel free to leave a link back to your own blog if you have one via the commentluv feature here on the site. If you are reading this blog post via email, you will need to locate this post on my website by clicking here. Scroll down to the bottom of the page where you will find the comment section.

Jim Baston

“Excellent firms don’t believe in excellence – only in constant improvement and constant change.”

– Tom Peters

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