Future of service

The Future of Service
Dreamforce 18’
Speakers: Bill Donlan, Dan Sweeney, Shaileen Patel, Johnny King

2The information contained in this document is proprietary. Copyright © 2018 Capgemini. All rights reserved.
Dreamforce | September, 2018
Smarter Services: Relevant Industries
INDUSTRIAL MANUFACTURING CHEMICAL MEDICAL HOSPITALITY
UTILITY TELECOM HIGH TECH AUTOMOTIVE GAS & OIL

SLM Impacts Stakeholders Inside & Outside the Organization
Service Provider Impacts
• Better Manage Service
Providers
• Improve Supplier Quality
• Reduce Cost/Time to Service
• Improve Warranty Service
• Reduce Product Issues
Supplier Impacts
• Improve Parts Sales
• Optimize Part Availability
• Improve Integrated Planning
• Improve Supplier Performance
• Reduce Warranty Claims
Product Impacts
• Comprehensive View of Product
Condition/Use, including:
• Location
• Configuration
• Usage
• Potential Problems
Customer Impacts
• Better Manage Service Providers
• Improve Supplier Quality
• Reduce Cost/Time to Service
• Improve Warranty Service
• Reduce Product Issues
Customer
Service
Lifecycle
Management
Product
ENGR/MFGSuppliers
– Parts
Service
Providers
ENGR/MFG Impacts
• Improve Product Function & Quality
• Effectively Manage Current
Specifications
• Facilitate Design Issues to ENGR
• Facilitate Production Issues to MFG
• Facilitate Supplier Issues to
Procurement

SLM Capability Framework
Customer Execution
Product

Services Enables
Critical Loop Backs
Engineering
• Reduce NPI
cycle time
• Enhance
current design
MFG
• Assembly
improvements
• Defect
occurrence
analysis
Sourcing
• Part
performance &
reliability
• Failure modes
Finance
• Improved CSA
performance
Compliance
• EHS & legal
conformance
Services
• Response
method & time
• Resource/parts
utilization
Digital Thread: Depends on Service
Supply
Chain
Manufacture
Release to
Manufacturing
Blueprint
Reliability &
Maintenanc
e Analysis
Research
& Design Product &
Service
Requirement
Sales
Availability
Optimization
Deliver,
Install, &
Commission
Monitoring
Preventative
Maintenance
Product
Repair
Service
Planning
Upgrade &
Overhaul
Asset
Tracking &
Mgmt
Performance
Mgmt
PRODUCT
Lifecycle Management
SERVICE
Lifecycle Management
ASSET INVENTORY CUSTOMER MASTER CONTRACT INVENTORY

L1: Material/Inventory
Visibility (reactive)
L2: Optimized
Inventory, NCC
Machines Using 3D
Models
L3: Controlled
Processes, Linked to
CoQ Metrics
Engineering
NPI
Commercial
Orders
Sourcing Supply Chain
L1: 3D E-BOM on
Critical Parts/Drawings
L2: 3D Parts w/ Full
Model Definition
L3: PLM w/E-BOM to M-
BOM Linkage
L1: CPQ Tool Covering
Partial Portfolio
L2: CPQ Tool Covering
Portfolio Entitlement
L3: CPQ Integrated to
Factory Scheduling
L1: X-GE Data Collection
& Visibility
L2: Harmonized Parts
Data & Should Costing
L3: Full DT Integration
w/ Suppliers
Services
L1: Reactive +
Component Focused
L2: Proactive + Failure
Mode Focused
L3: Predictive + Root
Cause + Mitigation
DMI
Design Source
(OTR)
MFG
(OTR)
ServiceITO
CoQ Throughput
MarginsThread is the compounding impact to product cost as you connect horizontally
Capabilities
L1:Basic–L3:Brilliant
Metrics
Digital Twin, & Analytics
Digital Thread SolutionsPLM, ERP, CRM MES, QMS, FSA
Systems
$1B+Productivity&PotentialtoCommercialize
Supplier
Customer
Digital Thread: “Digitizing Within, Connecting Across”

INTRODUCTION TO SMART SERVICES
Digital strategies in Smart Services are reordering value chains
and creating new opportunities for Companies
Digitization, mobile and Internet-of-Things (IOT) mediums are disrupting traditional service
models; connected medical device assets
More product companies, particularly in manufacturing, are moving to service business
models (servitization); payment models for assets also changing (by the drink, etc.); service
on one’s own and often one’s competitors products
Product firms have an opportunity to drive revenue growth, profit margins & customer relevance…
…by pursuing a digital strategy to provide Smart Services, anchored on Smart Products and a
digitally enabled
service staff
CONTEXT
Current Performance
What is our current ‘digital
performance’ e.g. in the
context of the supply chain,
organization and overall
business model?
KEY QUESTIONS
Current Performance
How well are we anticipating
on future competitively
differentiating digital
capabilities?
Current Performance
What is our SPEED TO SUCCESS
in ‘digital differentiation’?
WHERE and HOW should we
accelerate?

Maturity Levels Guideline
Maturity Levels
Technology
Best-in-class functionality and value
delivered for business capability
Full integration with other lifecycle
capabilities
Level II
Level III
Level IV
PD
PD
PD
Process
Organization
Common, formal, automated process with
extended enterprise
Can measure and predict performance with
use of standardized metrics
Comprehensive cross-capability strategy in
place
Organization is optimized for and focused
on continuous PD/PLM improvement
Technology
Delivers the full functionality of the business
capability through integrated toolset
Some integration with other business
capabilities
Process
Organization
Processes documented and followed
Processes designed to facilitate
standardization and reuse
Organizational level process training
Organization is structured to facilitate
innovation and adoption of new
technologies
Technology
Tools delivers some functionality for the
business capability
Capability less effective due to use of older
methods/ practices/ tools
Capability not integrated with other
business capabilities
Process
Organization
Formal process is defined
Disconnected/manual process between
enterprise domains
Roles and Responsibilities are defined.
Our capability maturity model defines four levels of sophistication
which are used to baseline your product development
capabilities and sub-capabilities.
Level I
PD
Technology
No capability present
Limited toolset supporting very basic
business capabilities
Process
Organization
No cross-capability strategy in place
Manual, disconnected process from rest of
organization
Roles and Responsibilities are not clearly
defined.
Lagging
Leading
Advanced
Basic

Call Center of the Future - Functional
External
Sources
Cloud Platform SLAs (Performance, Availability, Responsiveness, etc.)
Loyalty
Real Time
Integration
CRMComponents
360 Degree
View
360 Degree
View
Automation Tools
Validation RulesSecurityWorkflows Business Rules Audit Trail
Booking
Management
Membership
Management
Tiers
Guest
Management
Call Topic
Management
Enrollment
Eligibility
Management
Entitlement
Management
Customer Activity
Transaction
Management
Global
Search
Reports &
Dashboards
Multi-Channel Interactions
SMS Chat Email WebPhone
Data Lake
Customer Master
ERP/Res
CTI/IVR
Case Management
Knowledge
Management
Opportunity
Management
Program
Management
Partner
Agent/Agency
Management
Referral
Management
Big Data
Ecosystem
Insights
Engine

CRM Modernization As The Enabler For Knowing Your Customer
Peer to peer social interaction including
reviews and opinions are motivating
purchasing decisions.
Companies need to determine how to
engage with their guests using social
media.
Offers and incentives must target
customers effectively. Staff need real-time
access to customer personalization details
in order to engage accordingly.
Understand your Customer preferences,
shopping patterns, purchasing habits, etc…
Integrate customer data management
throughout the enterprise to market and
service the customer appropriately.
Learning About The Customer Channel Experience
Personalized Interactions Social Media Engagement
Customers want to choose how they
engage. They expect seamless
interaction across: staff supported,
online and mobile channels.
CRM

CRM Modernization Supports 360 Degree View Of The Customer
The 360 degree view of the customer provides a single, integrated view of guest information that can be used to help guide and
drive specific business processes. Aggregates and maintains the knowledge about customer that leads to better sales execution
and higher sales success.
Interactions Profile
Transactions Relationships
Guest Interaction History
across all Channels
• Consolidated list of all past and
present interactions between the
organization and the Guest
• Interactions include web site
activity, Guest service calls,
email communications, campaign
history, etc...
Customer Transactions
• Consolidated list of financial
related transactions for activities
• Transaction data that includes
sales, add on, spend amount and
location
Customer Relationships
and Social Media
• Relationships with social media
outlets to understand customer
interests and feedback
• customer influences, associations
and connections with the
organization or other customers,
prospects
Customer Profile
• Most up-to-date profile
information that enables
organizations to be in contact
with the customer
• Name, gender, birth date,
address, phone, email,
preferences

Call Center of the Future
Call Center
Website
Marketing
Emails SMS
Mobile App Offers
Insight Engine
Segments/Journeys
Reservation/ERP
Data Lake
CRM
PMS/Other
SMS
Email
Phone
Chat
Customer Information
Purchase History
Scheduled
sales/marketing follow-
ups
Quote Follow up
Cognitive
Next Best Action
Scoring/Queueing
Suggestions
Reserve activities
Check In/announce
Request
information/knowledge
Property
Management/Asset
Management
Browser
Portal/
Self-Service
SMS
Phone
Chat
Service
BOTs
Self-Service

Extended for Field Service & IoT
Reservation
/ERP
Data
Lake
CRM
PMS/Other
Insight Engine
Cognitive
Next Best Action
Scoring/Queueing
Suggestions
SMS
Email
Phone
Chat
Browser
Service Request
Work Order
Mobile
Application
Work Order
Dispatch
Work Order
Debrief
Call Center
Portal/Self-Service
IOT
Field
Assets
SAP
Install base
updates
Labor, parts
consumed,
expense
Assets
Customers
Inventory
Pricing
Mulesoft
Alexa
SMS
Phone
Chat
Service
BOTs
Field Technician
AR/VR
Mulesoft
Real-time
asset data

The Future of Service
Demonstration
Overview
Asset Install Journey
• Serialized inventory
• Complex component hierarchies
• Easy GPS
• Part identification
Customer Self-Service Journey
• Real-time IoT
• Customer view
• Deflection
• Self-scheduling
• Contractor management
Automated Dispatching Journey
• Real-time IoT
• Auto-entitlement
• Auto-scheduling
• Voice assistant
• Customer view
• Entitlement based usage and pricing
• Integrated invoicing and consumption
01
02
03
of companies
have AI on
their agenda
-Adobe
31% of digitally mature
organizations
have an AI
strategy
-Adobe
47%
IoT devices
by 2020
-Gartner
20b
of enterprises
will adopt IoT
by 202
-Gartner
65%

• Service Cloud
• Field Service Lightning
• Community Cloud
• IoT Explorer
• Einstein Bots
• Einstein Vision
Mulesoft
AWS IoT Core
AWS Kinesis
AWS Lambda
Amazon Alexa
Odigo AR
Core Salesforce Integrations & Custom
The Future of Service Demonstration Products

2. MQTT
IoT data is
transformed and
packaged in AWS
Kinesis
1. IoT devices
generate data
connected to
AWS IoT Core
IoT Integration Journey
3. IoT data is
sent to Mulesoft
via serverless
AWS Lambda
functions
4. Mulesoft
integrates data
and connects
systems
6. IoT Explorer
rules engine
processes data
for abnormal
state
7. Based
on condition
cases/WOs
created and
customers
notified
8. Technician
pulls real-time
asset, inventory,
and pricing
information
5. IoT data
is logged in
Elasticsearch
NoSQL database
for fast
insights
9. SAP assets,
inventory, and
invoicing records
updated upon WO
closure

Asset Install Journey
1. Asset
purchased and
Serialized
Inventory
created
2. Asset
Installation
Work Order
generated
3. Dispatcher
schedules Work
Order
4. Asset
installed
5. Asset GPS
updated
7. Technician
identifies a part
via Einstein
Vision
8. Technician
creates part
request via FSL
Mobile
Mulesoft/SAP
Salesforce FSL
Resource
System Dispatcher
Customer
6. Mobile asset
Hierarchy
created

Automated Dispatching Journey
1. High priority
error code
thrown via IoT
2. Case created
and auto-entitled
3. Work Order
and Work Type
automatically
created
4. Work Order
automatically
scheduled to
technician
7. Customer
views
Technician’s
location
6. Technician
asks Alexa for
work description
5. Dispatcher
verifies
Entitlements
9. Entitlement-
based service
report generated
10. Technician
completes Work
Order and triggers
Invoicing and
Inventory
consumption in SAP
and FSL
8. Technician
debriefs Work
Order
Mulesoft/SAP
Salesforce FSL
Resource
System Dispatcher
Customer

Customer Self-Service Journey
1. Low priority
error code
thrown via IoT
2. Customer
notified
3. Customer
logs into
Community and
checks
faulty assets
4. Customer
checks
knowledge base
5. Customer
schedules Work
Order
7. Contractor
technician
debriefs Work
Order
6. Contractor
dispatcher
assigns Work
Order
5. Einstein bot
deflects and
creates case
6. Contractor
technician
accepts Work
Order
Mulesoft/SAP
Salesforce FSL
Resource
System Dispatcher
Customer

Odigo AR
• AR steps for self-
installation and autonomy
• Material recognition
• Technical sheet
• Virtual guidance and
cables for each
connection

Odigo AR
• Teleassistance with agent (audio & video)
• The agent sees what your phone is filming
• The agent can interact with your screen by writing, drawing and
pointing areas of your router

Agile Connections
at Scale.
Visit Us
Booth #918 @ Expo Hall
Retail Headliner @ Campground
Manufacturing Lodge @ Intercontinental Hotel
Website @ capgemini.com/partner/salesforce

A global leader in consulting, technology services and digital
transformation, Capgemini is at the forefront of innovation to
address the entire breadth of clients’ opportunities in the evolving
world of cloud, digital and platforms. Building on its strong 50-year
heritage and deep industry-specific expertise, Capgemini enables
organizations to realize their business ambitions through an array
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conviction that the business value of technology comes from and
through people. It is a multicultural company of 200,000 team
members in over 40 countries. The Group reported 2017 global
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average rate).
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