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HAMMERANDCOMPANYPost-SalesSupportProcesses:TheNextCompetitiveBattlefieldMarch2001©HammerandCompany2001AllRightsReservedtableofcontentsExecutiveSummary1Introduction:TheSearchforCompetitiveAdvantage2Thetraditionalbasesofcompetitiveadvantagenolongersuffice;thesearchisonfornewopportunitiesfordifferentiation.Post-SalesSupport3Post-salessupportprocessesareanemergingkeytostrategicadvantage.TheCrisisinPost-SalesSupport4Post-salessupportprocessesareinverybadconditioninmostorganizations.OpportunitiesforTransformation6Theadventofnewtechnologyisenablingthereengineeringofpost-salessupportprocesses,leadingtodramaticimprovementintheirperformance.partsinventorymanagement8fieldcrewscheduling9complexsystemmaintenance10inter-organizationcoordination11follow-onsales12KeyThemes13Thekeystoreengineeringthesupportchainaredynamicresourcemanagement,fact-basedplanningandmanagement,end-to-endvisibility,andcollaboration.TechnologicalDesiderata14Technologyistheenablerofnewpost-salessupportprocesses,anditmustbeselectedwithlong-termconsiderationsinmind.TurningOpportunityIntoAction15Therearespecifictechniquesthatacompanycanemploytoharnessthepotentialofitspost-salessupportprocesses.Summary17Thetimeforactionisnow.ExecutiveSummaryIntoday’shighlycompetitiveenvironment,acompanythattransformsitspost-salessupportprocesseshastheopportunitytodifferentiateitselffromitscompetitorsandestablishaleadershippositioninitsindustry.Post-salessupportprocessesperformtheactivitiesthattakeplacefollowingthesale,delivery,andinstallationofaproductorservice.Thepurposeoftheseactivitiesistosup-portthecustomerintheuseoftheproductorserviceandtherebyensurecontinuingcustomersatisfaction.Typicalprocessesinthisarenaincludeinquiryresolution,partsinventorymanagement,fieldcrewscheduling,equipmentmaintenance,andfollow-onsales.Theseprocessesareextraordinarilycriticalinthattheyhaveanenormousimpactoncustomersatisfactionandtherebyoncustomerretention,an
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