PTC Technical Information Solution Battlecard
Market Segment Introduction
Traditionally, companies measure the success of their
technical documentation or publishing teams based on
their ability to reduce publishing costs and/or to meet
document cycle times to meet product shipping
requirements. However, it’s a much broader business
opportunity to understand and measure the impact of
technical information to downstream users – whether it’s
in aftermarket services, spare parts, training, dealer
networks and even the product owners themselves. It’s
the influence that product, operator and technical
information has on the overall product performance, the
customer’s satisfaction and the ability to generate better
revenues and profits that is the real value behind
technical information.
information, that is specific to product configurations
and service events.
Positive Business Outcomes
 High service key performance indicators
 Increased contribution of company revenue
profitability
 Increased new sales due to customer and dealer
retention
 Increased service revenue and market share.
 Lower service costs
 Improve service and brand reputation
 Increased customer satisfaction, retention and loyalty
Technical Information Considerations
Command of the Message
 Margins from product sales are declining, so
manufacturers are looking for new revenue streams
and profit opportunities, profit and revenues from
services are becoming more and more identifiable.
 Technical information underpins every single service
event. Therefore, the quality, management and
delivery of technical information to the service network
is of huge importance.
 Manufacturers have seen a huge increase in
opportunity from the global marketplace. But with
these opportunites, come challenges in creating and
distributing quality multi-language technical
information, to everyone who needs it around the
world.
 Increased product complexity and the number of
product configurations means increased complexity of
the technical information to support the products.
 Aftermarket gains are significant “Aftermarket services
represent approximately 24% of total revenue, often
contributing 40 – 80% of profit” (1)
Before Scenarios
PTC Technical Information Solution
Overview
PTC’s Technical Information Solution is one piece of
PTC’s service lifecycle management (SLM) strategy. The
solution can either stand independently, but provides an
even greater value comes when it forms part of PTC’s
broader strategy for SLM. The focus on technical
information overall, is to accelerate the processes for
creation, management and delivery of information used
in the successful operation and maintenance of
products throughout their service lifecycle. This results in
providing users with relevant, up-to-date technical
Sept 2013 – For changes to content, please contact Fran Little
 Reduced number of inbound support calls and service
dispatches with better technical information
 Ability to deliver customer lowest total cost of
ownership
 Ineffective, inaccurate, or overly complex information
across the global service network
 Poor user experience in troubleshooting and receiving
service
 High customer support call volumes
 Growing product and service complexity
 Lack of integrated view of service organisation
 High downtime and poor product performance
 Lack of user proficiency in product operation
Negative Consequences
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


Poor service technician utilisation and productivity
Excessive service labour costs
Underperformance on profit and revenue goals
Damaged service and brand reputation
Lost parts and service revenue
Low customer satisfaction leads to low customer
retention
 Loss of new product revenue
 Low training revenue
After Scenarios
 Accelerate end-to-end creation, management and
delivery of technical information to end-users for
operation and maintenance of products throughout
their service lifecycle
 Provide relevant easy-to-find and understand,
trustworthy, information to users and the service
network
 Increased service technician effectiveness,
productivity and capacity
 Maximised product up-time and productivity
 Reduced number of service calls
Minimum Requirements
PTC has revolutionised the way that technical
information is delivered to people that need it – instead
of books and static pages of information that are out of
date and difficult to navigate, PTC is delivering
information in rich contextual ways that are aligned with
the specific product being worked on, and delivered in
much more graphical forms.
 Easy access to real-time, integrated and accurate
service information across the service network
 Graphically-enabled, product, task, and languagespecific service information
 Align service organisation through a single view of
product and service knowledge
Metrics
The following metrics can help your customer gauge
how well the PTC Technical Information Solution satisfies
the minimum requirements to achieve their desired
PBOs:
 First time fix rates (FTFR)
 Mean time to repair (MTTR)
 Technician utilisation rate (%)
 % positive customer satisfaction scores
 Net promoter score (NPS)
Value Proposition (How We Do It Better)
Easy access to real-time, integrated and
accurate service information across the
service network
 Contextual, interactive information delivery
 Service Information is based on the product structure,
rather than a set of documents
 Automated change processes to keep service
information aligned with engineering changes
SLM: PTC Technical Information Solution Battlecard
PTC Technical Information Solution Battlecard
Graphically-enabled, product, task, and
language-specific service information
 Creation of interactive 3D and 2D illustrations and
schematics
 Deliver product information that is serial number,
model, and/or configuration specific
 Deliver information that is relevant to the users role and
task
Align service organisation through a single
view of product and service knowledge.
 Efficiently transform product source data into service
information
 Deliver as-supported, product-specific information
management and change management linked to upto-date product development data
 Single system for accessing all service information
Customer Proof Points
Ingersoll Rand Club Car
 Problem: Could not fulfill foreign sales opportunities
due to missing service and user information.
 Result: Reduced information cycle times to dealers
from 9 months to 2 months.
Nikon Precision
 Problem: Outdated and hard to access field service
information (25% of field service time wasted looking
for information).
 Result: Improved field service productivity and saved
$3 million by lowering technical information translation
and production costs.
Caterpillar
 Problem: Sub-optimal dealer productivity.
 Result: Increased productivity with fewer service errors.
Electricite De France (EDF)
 Problem: Difficulty maintaining 8,000+ pages of
technical information for nuclear reactor safety report
compliance.
 Result: Met compliance ahead of schedule and are
now able to apply the solution to other nuclear
reactors in repeatable fashion.
Shanghai Automotive Industry Corporation
(SAIC)
 Problem: Wanted to expand their global customer
base, but were lacking the ability to deliver high
Sept 2013 – For changes to content, please contact Fran Little
quality technical information to support the
international dealership’s service bay.
 Result: Ensured technical information reflected realtime service procedures to improve the cost and
accuracy of the service event.
Target Buyer Personas
The target markets for technical information solutions are
OEMs and discrete manufacturers. Example markets
include: Industrial, aerospace and defense, automotive
and transportation & consumer durables.
 VP of Service/Chief Service Officer (executive buyer) –
their main goals are to increase revenue and
profitability of the service organization and also to
increase customer satisfaction.
 Business leaders of content development, technical
documentation/communication, and product training
(business buyers) – have specific responsibility for
creating, maintaining & delivering technical
information.
 Service organization managers, for example Parts,
warranty, product support and field service managers
(influencers) – have influence because departments
are heavily dependent upon technical information.
Is your buyer trying to achieve the following
business driver? Increase customer value
Ask the following questions:
 How does the effectiveness of the technical
information you provide to your customers and
technicians impact product performance and
customer satisfaction?
 How do you measure whether your service information
is used by the field?
 How would a field technician describe the quality and
accuracy of your technical information?
Is your buyer trying to achieve the following
business driver? Increase service profitability
Is your buyer trying to achieve the following
business driver? Increase service revenue
Ask the following questions:
 How do you ensure that your technical information
stays current with product configurations and
information?
 Into how many languages are you required to
translate your technical information?
 How are you delivering intuitive and visual technical
service information that is easy to find and
understand?
Competitive Overview
Right Hemisphere
 Now owned by SAP.
 3D visualisation & illustration.
SDL
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Web content management.
Structured content technology.
eCommerce technology.
Language technology.
Cortona 3D
 Part of Siemens
 Mostly known for desktop packages such as Parts
Catalog & Service Manuals.
Adobe
 Creation of 3D PDF files.
 Tools for interrogation of 3D embedded models.
Further Information
Sales Enablement SLM webpage
Sales Enablement Technical Information webpage
Technical Information on PTC.com
References
(1) Gartner, SLM Maturity Model
Ask the following questions:
 What are the challenges that are preventing you from
achieving your profitability goals?
 How do you measure the productivity of the field
service team?
 What impact is your utilisation rate having on your
business?
 What are your specific initiatives related to
productivity?
SLM: PTC Technical Information Solution Battlecard
PTC Technical Information Solution Battlecard
Discovery Questions for a Technical Information Solution Sales Campaign
Discovery/Trap Questions
 How does the
effectiveness of
the technical
information you
provide to your
customers &
technicians
impact product
performance and
customer
satisfaction?
 How do you
measure the
impact of
technical
information on
your service
network? E.g.
worker
productivity, FTFR
 What initiatives do
you have to
eliminate nonvalue added
work associated
with technical
information
issues?
 How do you
control service
costs associated
with the
authoring,
illustrating and
publishing of
technical
information?
Current
State
 How do you ensure
that your technical
information stays
current with product
configurations and
changes?
 Into how many
languages do you
have to translate your
technical information?
 How do you think you
could better equip
your field technicians
with product-specific
information to increase
the service procedure
accuracy?
Information is not
trustworthy
 Out of date
 Not linked to
product
 Not versioncontrolled
 Not localized
= Service errors
 How are you delivering
intuitive & visual
technical service
information that is easy
to find & understand?
 How have you
enabled 3D
capabilities within your
technical information?
 What is the process for
getting a service
worker productive in
the field?
Hard to understand
 Complex
verbiage for
technical workers
 Limited or no
graphics
 Text and static
=Slow, error-prone
service
 How are you delivering
technical service
information that is easy
to find & understand?
 How do customers &
field technicians find
technical information
that is specific to their
product’s serial or VIN
number?
Information is hard
to find / access
 Not online
 Not contextual to
task, product or
worker
 Not indexed well
 Spread across
multiple systems
= Slow resolution
times
Desired
State
PBOs
Increase service
effectiveness,
productivity, by
delivering
reliable, up-todate & productcentric service
information
Why PTC?
(How we do
it/Better)
Implementation Units
• Required Products
Automate change
processes, keep
service information
up to date with
product
configurations,
environmental and
engineering
changes
Component-based service
information
 PTC Arbortext Editor
 PTC Arbortext Styler
 PTC Windchill Service Information
Manager
 PTC Arbortext Publishing Engine
Product-centric information
management
All of the above, plus:
 PTC Servigistics Service Center
Translation management
 Capability included in PTC Windchill
Service Information Manager
Deliver graphical
information that is
product-specific
Interactive Illustrations
 PTC Arbortext IsoDraw
 PTC Creo Illustrate
Single system for
accessing all service
information across
the service network,
internal and
external
(Product-centric information
management)
Interactive Service Information
delivery
 PTC Servigistics Service Center
OR
(Existing service information delivery)
Existing Technical & parts information
delivery
 PTC Servigistics InService
 Higher customer
satisfaction
Provide up-todate, interactive
3D & 2D
illustrations and
schematics
 Reduced
service and
warranty costs
 Increased
profitability
 Higher first time
fix rate
 Improve service
KPIs
Sept 2013 – For changes to content, please contact Fran Little
Single system
providing service
information that
is serial / VIN
number, model,
configuration
specific &
relevant to their
role and task
SLM: PTC Technical Information Solution Battlecard
PTC Technical Information Solution Battlecard
Sept 2013 – For changes to content, please contact Fran Little
SLM: PTC Technical Information Solution Battlecard