Additional Margin Due To Revenue Enabled By Agentforce Field Service

Evidence and data. Interviewees shared that their organizations’ Agentforce Field Service implementation increased sales by creating efficiencies with existing work, facilitating paid add-ons, and enabling new revenue opportunities. Interviewees shared KPI improvements, such as higher first-time fix rates and average jobs per field service technician, no-show and nonbillable work reductions, add-on increases, customer satisfaction improvements, and more effective service completion verification.

• Interviewees described many ways in which Agentforce Field Service helped drive additional revenue due to a reduction in time requirements per work order. Scheduling optimization through Agentforce Field Service led to route optimization and job assignments that combined technicians who had the right skills with the right equipment and the right parts. Sweeping Corporation of America’s chief strategy officer shared, “Real-time data and optimized dispatching boosted field performance.” On site, technicians receive work items in the mobile application to optimize for efficiency and prevent them from performing nonbillable work. The power management solutions company’s Agentforce Service Cloud capability owner said: “[GenAI] is presenting technicians with a prework brief ... to get our technicians better prepared. It is saving them time and they’re getting more done.” The mobile application contains work process documentation, which allows technicians to chat with genAI assistants or internal advisers to get clarification or advice and record work statuses and completion; the latter prevented revenue loss due to the ability to prove job completion and work quality. The property management company’s digital general manager described: “The AI assistant speaks their language. … They can reach out and get help on their case.”

• Interviewees described getting additional revenue due to mobile workers obtaining add-ons. There are key enablers in getting add-ons, either directly or indirectly. First, mobile workers receive only in-scope work items, reducing nonbillable work and sometimes leading to work addendums. The mobile app provides visibility to warrantees, facilitates collaboration with sales teams, and can be used to add new work items per customer requests. The power management solutions company’s Salesforce Service Cloud capability owner shared, “It is common for field service technicians to open an opportunity for our sales folks.”

• Agentforce Field Service has also enabled the interviewees’ organizations to pursue new business opportunities, both through new offerings and the ability to scale to complete larger projects. The travel service company’s director of business technology shared, “Enhanced capabilities enable broader service offerings.” Guidion’s Salesforce product owner spoke of expanded scale, “We were able to do a project in three months that we wouldn’t have imagined doing before Salesforce [Field Service].”

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

• Revenue is $500,000,000 in Year 1, $556,750,000 in Year 2, and $620,776,250 in Year 3.

• Field service revenue is 30% of total revenue.

• Additional revenue due to the reduced time requirement per work order is 4% per year.

• Additional revenue due to a mobile worker obtaining add-ons is 0.5% per year.

• Additional revenue due to new business opportunities is 0% in Year 1 and 0.5% in subsequent years.

• The composite organization’s net margin is 15%.

Risks. This benefit may vary across organizations for the following reasons:

• Maturity and quality of the previous solution.

• Adoption by the field service organization.

• Add-on and market growth opportunities.

• Net margin.

Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $2.6 million.

Labor Reassignments Due To Productivity Gains

Evidence and data. Interviewees reported significant productivity gains across their organizations’ field service teams, where mobile worker time savings produced more revenue and customer service representative and dispatcher/scheduler time savings led to reassignments. In addition to enabling more centralization of customer service representative and dispatcher/scheduler teams, which provided administrative efficiencies, interviewees described beneficial process improvements and work item automation. The property management company’s digital general manager shared, “I would say it is probably 20% of manual work or work in general, like administrative work, that they would be now saving.” Interviewees also described having significant success with shifting work to Agentforce Field Service self-service portals and scheduling automation. The travel service company’s director of business technology described this, saying: “We transitioned legacy processes to automated workflows. [Time is] now spent doing more value-add things versus just managing schedules.” Other automation included automated appointment notifications and a portal for rescheduling, which provided time savings for field service technicians, customer service representatives, and dispatchers/schedulers.               

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

• The composite organization has 45 customer service representatives.

• It reassigns 60% of customer service representatives due to productivity gains.

• The composite organization has 30 dispatchers/schedulers.

• It reassigns 65% of dispatchers/schedulers due to productivity gains.

• The average fully burdened annual salary for customer service representatives and dispatchers/schedulers is $60,000.

Risks. This benefit may vary across organizations for the following reasons:

• The maturity of field service solutions and processes.

• The extent that an organization can transition labor productivity to labor reassignments.

• Labor rates.

Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $5.9 million.

Retiring Legacy Solutions And Reallocating IT Team Members

Evidence and data. Interviewees’ organizations transitioned from having multiple legacy solutions, typically a combination of cloud and on-premises solutions. Licensing and IT labor savings varied based on the maturity and number of legacy solutions.

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

• It has deprecated legacy tool savings of $1,012,500 per year.

• It has deprecated infrastructure and labor reassignments of $625,000 per year.

Risks. This benefit may vary across organizations for the following reasons:

• The cost of the legacy solutions.

• Infrastructure costs.

• Administration labor effort and costs.

Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $3.7 million.

Avoided Labor Cost With 15% Field Service Volume Growth

Evidence and data. Interviewees described labor cost avoidance within their company’s field service organizations as the field service volume increased due to both natural business growth and their organization’s Agentforce Field Service implementation. Interviewees shared that their organizations’ customer service representative and dispatcher/scheduler teams were better suited to absorb growth with minimal staff increases. Interviewees also shared that route optimization and technician skill matching, among other Agentforce Field Service capabilities, became more effective as mobile workers grew, providing further labor productivity.

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

• It avoids mobile worker hiring due to labor time savings (FTEs).

• It avoids customer service representative hiring due to labor time savings (FTEs).

• It avoids scheduler/dispatcher hiring due to labor time savings (FTEs).

• The average fully burdened annual salary for field service employees is $60,000.

Risks. This benefit may vary across organizations for the following reasons:

• Field service volume growth.

• Level of productivity per role.

• Labor rates.

Results. To account for these risks, Forrester adjusted this benefit downward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $1.1 million.

Unquantified Benefits

Interviewees mentioned the following additional benefits that their organizations experienced but were not able to quantify:

• Savings due to smaller fleet per volume of work and better routing. In parallel with improvements to mobile worker utilization and route optimization, interviewees shared that there were significant savings related to vehicles and vehicle maintenance. Interviewees noted they believed their organizations experienced considerable capex and opex savings, although the actual savings were not measured.

• Better compliance and control. Interviewees shared that improvements in field services processes and data quality due to the Agentforce Field Service implementation improved their ability to meet internal and regulatory requirements. Guidion’s Salesforce product owner described meeting business needs: “You want to make sure that the workflows are completed successfully. We now can make sure that our invoicing has gone as expected.” Sweeping Corporation of America’s chief strategy officer referred to risk reduction and data quality improvements: “Centralized data improved integrity and reduced risk. We have automated reporting to support regulatory adherence.”

• Improved cross-functional integration, real-time analysis, and collaboration. Interviewees shared that the expanded integration of internal systems-provided capability, reporting, and analysis benefits, and it facilitated better collaboration across their organizations. The power management solutions company’s Salesforce Service Cloud capability owner described valuable integration and analysis benefits: “When the job has been completed, there is a write-back to our enterprise resource planning system, facilitating billing. Improved reporting and analysis capabilities have helped us improve throughput and quality.” The property management company’s digital general manager added: “There’s a lot more transparency now, such as statusing jobs. We built a Tableau dashboard that gives a better understanding of what is really going on.” The centralization of data enabled broader access to reporting and had an unplanned benefit of facilitating better collaboration across interviewees’ internal organizations. Guidion’s Salesforce product owner said, “After the initial rollout, we saw a significant improvement in data accessibility and team collaboration.”

• Improved customer satisfaction. Interviewees described improvements in customer satisfaction due to both quality and timeliness improvements. The travel service company’s director of business technology said, “Customer satisfaction has improved 4% from 2024 to 2025.” The power management solutions company’s Salesforce Service Cloud capability owner added, “The entire company’s customer satisfaction rating is higher due to improvements to our field service organization.”

• Improved employee satisfaction and retention. Interviewees shared that Agentforce Field Service provides easy-to-use tools, process improvements, and automation that allowed employees to focus on value-add work instead of a lot of administrative tasks, which improved employee retention rates. Sweeping Corporation of America’s chief strategy officer summed it up by saying, “Simplified tools and processes improved user experience.” The property management company’s digital general manager described the employee satisfaction benefit this way, “Our users are quite happy because of the improvements to their day-to-day work.” The power management solutions company’s Salesforce Service Cloud capability owner spoke specifically of the mobile workers: “Mobile workers hate doing administrative work. Now when they wrap up their work orders they just say, ‘AI, go wrap it up.’”

• Improved contractor management. Interviewees shared that Agentforce Field Service helped them manage contractors from onboarding to assignments, providing support and administrative automation. Better reporting and analysis helped interviewees’ organizations rate contractors and use that rating to optimize contractor selection decisions. The travel services company’s director of business technology shared: “We built a community portal so contractors could manage their own jobs. We also provided contractors with onboarding and support tools.”

• Proactive maintenance. Interviewees shared that their organizations had enough historical data on repairs to identify parts that were likely to fail in the near future, enabling them to perform preventive maintenance. The power management solutions company’s Salesforce Service Cloud capability owner shared, “We are starting to provide proactive maintenance, identifying repeating part failure scenarios and replacing existing parts before they fail and disrupt our customers’ organizations.”

Flexibility

The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement Agentforce Field Service and later realize additional uses and business opportunities, including:

• M&A expansion. Having a single field services solution and experience merging in other field services solutions made integrating in an additional field services solution less of a bottleneck.

• Scaling existing services. Interviewees shared that their organizations were able to take on larger projects than they could before. Interviewees cited automation and better job visibility as key factors in their organizations’ ability to take on larger projects.

• Providing new services. Interviewees shared that their organizations were able to resell some of the capabilities within Agentforce Field Service as new offerings. Most notably, in addition to providing incremental services to government and corporate entities, Sweeping Corporation of America now provides Agentforce Field Service capabilities to these customers in support of the customers’ own field services operations.

Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Total Economic Impact Approach).