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W H I T E P A P E R Viewpoint.com For most service contractors, there are two types of work that fuels their success. On one hand, new construction, installation and in some cases design- build work is a good source of one-time revenues. Typically working as subcontractors on larger projects, service contractors will build out electrical systems, plumbing or duct work in new building or renovation projects. Or they might install heating and refrigeration units, overhead and outdoor lighting units and more as part of the project. These projects are great for boosting profits. However, ask just about any service contractor and they'll tell you it's the recurring service contracts that sustain their businesses for the long haul. These service contracts— covering the regular maintenance, repair or replacement of electrical and mechanical systems and equipment—bring in a continual source of revenue, guarantee regular work for the company's technicians and electricians, and provide steady cash flow when new contract work is not available. That's why ensuring that service contracts are dutifully honored and that technicians have the tools needed to be their own managers on the work sites is vital. Since technicians are service contractors' spokespeople in the field, they need to be armed with the ability to do their jobs quickly and correctly the first time, ultimately pleasing the client and building long- term relationships. Thankfully, today's technology is making it easier to accomplish that goal. STREAMLINING THE BACK OFFICE Achieving superior service performance starts in the back office. This is where service contracts and actual work has traditionally been managed. In the past, service contracts would have to be managed via manual methods like paperwork and spreadsheets. Creating work orders, scheduling technicians, finding customer or site records when needed, or gathering documents for annual renewals often required countless hours of labor. Turning Service Technicians into Service Managers

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