Recurring Revenues Require Processes, Customer Service

At the heart of Wayne Alarm System's business model are recurring revenues.

At the heart of the recurring revenue model is customer service. At the heart of the customer service model are processes.

So the Lynn, Mass.-based company has a lot of processes in place.

The technical service area, for instance, appears to run like clockwork. It looks like a large garage. There are several lockers, each assigned to a technician.

When the technicians get in to begin their shift an attendant has already filled their locker with the tools and equipment necessary for that particular day's schedule.

Those schedules are tracked upstairs by a separate department. By glancing at a large flat-panel screen, dispatchers know exactly where technicians are, whether or not a particular house call is running long and whether or not they need to reassign.

Technicians, meanwhile, are constantly connected in the field via PDAs.

"Loose ends" are the reasons why Wayne Alarm Systems is so process-driven, says Ralph Sevinor, president and owner.

"Loose ends are the most critical things. Engineers can do the best job; sales can do the best job; installation can do the best job; billing people can do the best job. But if a customer wants something as simple as a decal and we forget that, we've dropped the ball and the customer is pissed."