Original Equipment Manufacturer (OEM) case study
Original Equipment Manufacturer (OEM) Challenge:
The global company had a disjointed US based managed services business that was struggling, and in decline. The service offerings and service delivery were a maintenance plus approach and purely reactive rather than proactive as a true managed service is. There was little to no traction globally for the offers and client satisfaction was waning globally due to poorly executed service delivery standards.
EMS Approach:
EMS applied the 360° view starting with the assessment of the global managed services business, inclusive of sales, services offers, service delivery, ITSM processes and quote to cash. The assessment provided a holistic view and empirical data to support of the current capabilities, gaps, and requirements to scale the business. Armed with this information, EMS designed, recommended and implemented a new delivery model that focused on managed services level 3 engineering ownership of client infrastructure performance and a proactive workflow.
Implementing ITIL standards and ITSM standards the team was able to institute true managed services methods and procedures around problem, capacity, availability and performance management. Expanded service levels and outlined specific levels of higher end ITIL support. Once the service delivery organization was on track, EMS re-oriented the service offers to focus on fully managed service versus the previous reactive maintenance level support. The final steps in the 360 approach included content creation, packaging, pricing, sales training and enablement for the new and expanded managed service offers. On-going sales tools were developed and deployed to support opportunity identification and qualification analysis for the sales organization. The sales tools included a “heat map” analysis process, indicative pricing and a client facing Total Cost of Ownership tool.
OEM Outcome:
EMS provided significant improvement in client satisfaction with more proactive services and a designated engineering approach (versus pooled resources).
The managed services pipeline increased by 25% YoY, driving a 15 % increase in global service bookings.