Interview TCSJOHNHUXLEY
to achieve its goals. Every customer-facing and back- end system within the company has been replaced and retasked. Customers can now log into the TCSJohnHuxley system themselves, communicate directly with engineers and track updates, including charting the location of en-route technicians. Utilising a Global Engineer Management System (GEMS), TCSJohnHuxley connects with its customers through any Windows-based devices. GEMS is designed to han- dle all maintenance, project and call jobs and is designed to ensure all contractual requirements are met, with reporting completed efficiently at the same time as maintaining equipment history.
The purpose of the GEMS system is to allow TCSJohnHuxley to gather information and data regard- ing the contracts it services to enable the company to provide better service to its customers and improve the reliability of the products it maintains. Data gathered can be analysed in many different ways to ensure TCSJohnHuxley get to the root cause of issues and pre- vent repeat failures.
The current TCSJohnHuxley service team counts 40 7 6
01 It's going to be incremental over the next couple of years, but our goal is to be the No.1 provider of live table gaming solutions in the world. We're currently at the early stages of that evolution, we have Gaming Floor Live Baccarat, Roulette and a Live Display solution installed in Macau, Australia, New Zealand, South Africa, Switzerland and the UK We're very conscious that we have to build the service infrastructure around those launches, so it's a constant team building and customer support exercise at the same time. We will grow and support our business based on where we sell and install our products. "
Cath Burns, Global Chief Executive Officer, TCSJohnHuxley
staff in its department looking after 100 sites and 5,500 individual pieces of equipment. The data from GEMS shows that in the last 12 months the company has made 28,000 maintenance visits and made 8,000 calls per annum. The company's Net Promoter Score is 63, while customer satisfaction scores 5.9/7.
It's all part of a service culture that is driven by people and facilitated by technology. This is the third element of the process described by Cath Burns as 'product, people and infrastructure.' This infrastructure component is just as customer facing as the rest, as it's the element that touches the operator along every step of their interaction with TCSJohnHuxley. Empowering the customer to be able to escalate up an issue with the right specialist is part of a service infrastructure that's arguably more important than ever as the company adds new recurring revenue models along side its direct sales.
The team in Stoke has built a service infrastructure that means every operator has a local and professional sup- port services network they can call upon at any time of the day. As TCSJohnHuxley builds its maintenance and recurring revenue model, the emphasis on service
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