We follow a defined path with clear steps to develop the Service Business and leverage the existing customer base

Management commitment is the key to the success of organizational changes. It’s the cement that provides the critical bond between employees and the change process. It means: 
  • Invest into resources such as time, energy, and money to achieve the expected change or outcome
  • Communicate and repeat the goals consistently over time
  • Reject ideas or short term benefits which are not in line with the long-term goals and strategy
Leadership influences the organization to strive for excellent customer service. Employees will believe and live the companies Vision, Mission and Values when they see it being implemented and lived at the top

A service culture exists when you motivate the employees in your organization to take a customer-centric approach to their regular duties and work activities

This leads to :
  • Increase of customer satisfaction and achieve higher NPS scores
  • Raise of market reputation
  • Development of employee satisfaction
  • Retention of staff
  • Competence retaining
  • Improve of market share
  • Improve of turnover and profit

Sales and service employees put customer needs first when presenting solutions and providing support. Other employees work behind the scenes to ensure customers get a good product experience
Developing a service culture requires time and consistency and it has to be part of the business strategy

It is important, that the company strategy contains a service elements. By experience, a lot of companies are talking how important service is, but it is not part of the allover strategy. The service business is considered as: It runs !
In addition to all the traditional Services, an updated Service Strategy covers areas such as Digital Services, Smart Services, IT-Security Services and Cloud Services to name a few
A clear distinction between the Service itself, a Service Level and the way the Service is delivered is very vital

Another step is the adequate and practical translation of a strategy into a business plan which will lead the way to success. Only the strong involvement of the second management level and below will assure this - it is a question of involvement and empowerment.
Furthermore, the plan has to be realistic and in line with the strategy, ambitious but achievable and implementable.

The final measures of a company are the financial KPI’s such as profit, free cash flows, ROCE, book to bill ration, networking capital etc. These are the figures the different stakeholders are looking at
However, these are figures seen in the mirror, they are behind us. Managing a company requests also non-financial KPI’s (early indicators) to monitor trends and react early before it has an impact to the financial KPI’s.
These non-financial KPI’s can be as simple as the number of Service contracts, the number of units connected remotely, or the number of Software Upgrades
The combination of both, financial and non-financial KPI's, is key

Having implemented financial and non-financial KPI’s allows benchmarking amongst the countries or even the branch offices. The purpose of benchmarking is not finger pointing to the bad performers, but learning from the best performers, document what the success factors are and share this with the other countries.
Based on these success factors, guiding principles can be defined. These are improvement measures that should be lived every day and which are part of the company culture.
Experience from various companies show, that the good ideas and improvement measures are coming from the field. Sales staff, service technicians who have regular contact with customers know what is expected and what can be improved.