Entercoms' products and services can support any industry in which post-sales service is important.  Some examples below:

Hi-Tech/Computers: Adapting to short life cycle challenges

Product life cycles in the hi-tech industry are typically short, and while the spare parts mix can change rapidly from one year to the next, customers may use some products for a long time after the company stops manufacturing the model. Certain spare parts can be expensive and become obsolete quickly, while others (or their substitutes) may be purchased off the shelf. Often, remote diagnosis and repair is possible, but high customer satisfaction depends greatly on availability of the right technician at a moments' notice. ISN enables companies to develop service planning strategies for each product (e.g. newly introduced, steady state and end-of-life), and customer segment (e.g. platinum, gold, silver) -- and accurately forecast and manage the need for both parts and technicians in the service chain.

Industrial Equipment: Competing on aftermarket service

Industrial equipment manufacturers compete on their ability to provide superior customer service and support, since industrial equipment is often mission-critical to customers' operations. While remote diagnosis and repair is increasingly possible, compressing the service order cycle -- through troubleshooting, optimized technician dispatch, parts availability and repair loop management -- is critical to achieving superior customer service. ISN enables installed base management and integrated decision making across the service chain to enable industrial goods manufacturers to meet the demanding service needs of their business customers.

Automotive: Integrating dealers within the service chain

Not surprisingly, the automobile purchase decision for consumers and businesses alike is driven greatly by the lifetime cost of automobile ownership -- a big component of which is service cost. Since service delivery happens primarily via dealerships, superior dealer management and integration of dealers into the automobile manufacturer's service chain is critical to providing superior service, as well as to better position the auto manufacturer's spare parts against those available from the gray market. ISN enables an integrated and optimized view of spare parts inventory across central and regional warehouses and at dealer locations -- at the same time, it leverages historical knowledge of repair data and warranty claims to develop parts planning and warranty management strategies at regional and local levels. 

Aerospace: Strategic service management

Service management is a mission-critical operation in Aerospace industry -- due to extremely demanding reliability requirements and high cost of equipment downtime, such as during Aircraft On Ground (AOG) situations. Complex and expensive spare parts and multi-echelon distribution networks in the aerospace industry require sophisticated parts planning and network optimization. ISN enables companies to forecast spare parts demand not just from random failure events, but also from scheduled preventive maintenance, such as the A, B, C and D checks. Further, it allows companies to periodically re-optimize the global spare parts network, adapting to changing demand trends, and anticipated growth in business.

Wind Energy: Maximizing asset availability

As wind energy becomes an increasingly attractive alternative source for energy, there is renewed focus on maximizing wind turbine generator utilization on wind farms. When a turbine is offline due the unavailability of spare parts or repair technicians, the revenue loss is immediate, since no power is produced.  Keeping wind turbines up and running requires careful coordinates of all elements of the service chain. ISN enables wind turbine companies to optimize the inventory of spare parts across the network, taking into account part cost, part criticality, failure rates and maintenance schedules. By integrating installed base, failure history and seasonal information, ISN can maximize turbine availability (and hence revenues) at the minimum possible investment in service chain infrastructure.