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HAMMERANDCOMPANY


Post-SalesSupportProcesses:
TheNextCompetitiveBattlefield


March2001

©HammerandCompany2001AllRightsReserved
tableofcontents


ExecutiveSummary1

Introduction:TheSearchforCompetitiveAdvantage2

Thetraditionalbasesofcompetitiveadvantagenolongersuffice;thesearch

isonfornewopportunitiesfordifferentiation.

Post-SalesSupport3

Post-salessupportprocessesareanemergingkeytostrategicadvantage.

TheCrisisinPost-SalesSupport4

Post-salessupportprocessesareinverybadconditioninmostorganizations.

OpportunitiesforTransformation6

Theadventofnewtechnologyisenablingthereengineeringofpost-sales

supportprocesses,leadingtodramaticimprovementintheirperformance.

partsinventorymanagement8

fieldcrewscheduling9

complexsystemmaintenance10

inter-organizationcoordination11

follow-onsales12

KeyThemes13

Thekeystoreengineeringthesupportchainaredynamicresourcemanagement,

fact-basedplanningandmanagement,end-to-endvisibility,andcollaboration.

TechnologicalDesiderata14

Technologyistheenablerofnewpost-salessupportprocesses,anditmustbe

selectedwithlong-termconsiderationsinmind.

TurningOpportunityIntoAction15

Therearespecifictechniquesthatacompanycanemploytoharnessthe

potentialofitspost-salessupportprocesses.

Summary17

Thetimeforactionisnow.
ExecutiveSummary


Intoday’shighlycompetitiveenvironment,acompanythattransformsitspost-sales

supportprocesseshastheopportunitytodifferentiateitselffromitscompetitorsand

establishaleadershippositioninitsindustry.


Post-salessupportprocessesperformtheactivitiesthattakeplacefollowingthesale,

delivery,andinstallationofaproductorservice.Thepurposeoftheseactivitiesistosup-

portthecustomerintheuseoftheproductorserviceandtherebyensurecontinuing

customersatisfaction.Typicalprocessesinthisarenaincludeinquiryresolution,parts

inventorymanagement,fieldcrewscheduling,equipmentmaintenance,andfollow-on

sales.Theseprocessesareextraordinarilycriticalinthattheyhaveanenormousimpact

oncustomersatisfactionandtherebyoncustomerretention,an