Magic Quadrant For Field Service Management, 2021

Gartner Reprint 11/3/21, 11:09 AM
Licensed for Distribution
Magic Quadrant for Field Service

Management
Published 31 August 2021 - ID G00733920 - 58 min read
By Jim Robinson, Naved Rashid
Vendors’ positions in this Magic Quadrant reflect clients’ expectations in areas

like augmented-reality-enabled customer collaboration, knowledge harvesting,
AI-driven quality control and customer self-service. When assessing vendors,
seek proof of improved technician-supported business outcomes.
Market Definition/Description
Gartner defines field service management (FSM) as a discrete market within the broader
customer service and support software market. Field service providers (FSPs) typically dispatch
technicians to remote locations to provide installation, repair or maintenance services for
equipment or systems. They may manage, maintain and monitor these assets under a predefined
service or maintenance contract.
Gartner’s view of the FSM market is focused on transformational technologies and approaches to
meeting the future needs of end users. It is not focused on the market as it is today.
FSM technologies must:
■ Manage demand and customer experience (CX): They handle the receipt of work requests from
external sources, such as customers (through multiple self- and assisted service channels),
Internet of Things (IoT) connections and service-brokering networks. They also import work
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requests from internal systems such as ticketing, maintenance, repair and operations (MRO),
product life cycle management, application performance monitoring (APM), long-cycle project
management, and enterprise asset management (EAM) systems.
■ Plan work: They offer skills-based workload balancing, forecasting of shift requirements,
schedule optimization and routing for short- and long-cycle work requests. They also offer SLAs
and cost prioritization, parts demand planning and purchasing, contracted or contingent third-
party service provider management, customer approval coordination, and geographic
information system (GIS)-based planning.
■ Inform and enable technicians: They do this via apps on mobile and wearable devices for
Global Positioning System (GPS) tracking, telematics, equipment work history, real-time service
collaboration, customer communication, knowledge management integration and work
instruction management, inspections, safety forms, parts sourcing, and customer quoting.
Organizations provide remote expert guidance for technicians and customers in the field
through multimodal service support user experiences (UXs) via, for example, remote video and
augmented reality (AR)-based communications systems, IoT visualizations, and chatbots (see
Transcend Omnichannel Thinking and Embrace Multiexperience for Improved Customer
Experience).
■ Debrief work orders: They enable online or offline mobile collection of time and parts used,
tasks completed, updates to equipment records, site evidence, customer recommendations,
signoffs, approvals for additional work, and satisfaction surveys.
■ Perform invoicing, analytics and integration: They enable preparation of pro forma invoices,
which are supplemented by tax and landed cost calculations, and general ledger distribution
calculations that often happen after reaching the ERP system. They also provide field service
performance management reports and dashboards, predictive analytics, intelligent business
process management (workflows), alerts and notifications, and APIs and connectors for ERP,
CRM and GIS application integration.
Optional functionality defined below is especially important in organizations that handle complex
service use cases for mission-critical equipment, provide both on-site and in-depot service, or
have FSM-driven pricing. Key optional functionality includes the ability to:
■ Manage additional operations: They should handle installed equipment management,
maintenance agreement management, maintenance plans, subcontractor management,

warranty and claims management, reverse logistics, depot repair, equipment supersession,
engineering change requests, and customer pricing management.
FSM products operate across multiple communication channels (including websites, supply chain
solutions, third-party service-brokering solutions and analytics). FSM applications draw on
software in various markets (including customer relationship management [CRM], enterprise
resource planning [ERP], EAM, APM, IoT, digital twins, workforce management, vendor
management, product life cycle management and supply chain markets [specific supply chain
examples include transportation management and fleet management]).
Magic Quadrant
Figure 1: Magic Quadrant for Field Service Management
Source: Gartner (August 2021)
Vendor Strengths and Cautions
Accruent
Accruent is a Niche Player in this Magic Quadrant. This status reflects its deep product
capabilities but lack of strong marketing and product management. Gartner estimates that
Accruent’s FSM offerings generated $20 million of Fortive’s $4.6 billion of revenue in 2020.
Accruent provides end-to-end FSM capabilities via its vx Field and optional vx Maintain (for
planned maintenance); vx Observe (for IoT); and vx Field Contractor (for subcontractors) products.
Accruent focuses on work planning for subcontractor-heavy workforces and IoT-connected
equipment monitoring.
New capabilities include easier commissioning and control of IoT-monitored assets and a chatbot
to aid diagnostics. Accruent’s clients tend to be midsize servicers, utilities and retailers, mostly in
North America and EMEA.
Strengths
■ Functionality: Accruent’s scheduling and subcontractor management supports blended
workforces with advanced requirements, such as for long-cycle, automatic break, technician-
centric scheduling and forecasting. Its vx Observe offering has many certified IoT integrations,
which is important for condition-based and predictive maintenance providers.
■ Cost: Accruent’s profitability (despite lower-than-average prices) and implementation templates

help midsize organizations with small budgets achieve an ROI without having to worry about
the vendor’s viability.
■ End-user product support: Accruent has strong customer retention. Some customers have
highlighted positive experiences with its training and initial support in particular.
Cautions
■ Product management and release cadence: The number and breadth of Accruent’s recent
enhancements is well below the average for vendors in this Magic Quadrant.
■ Addressable market: Accruent lacks advanced security support capabilities and global
presence, and it positions itself primarily at the upper end of the midmarket. Large enterprises
may have difficulty finding the implementation resources and platform functions needed for
global rollouts.
■ Partners and brand awareness: Accruent does not attract independent software vendors (ISVs)
in areas like AR and knowledge management, and lacks growth in its FSM customer base
beyond existing Accruent customers. Customers seeking adjacent functionality may need to
seek additional partners independently.
CSG
CSG is a new Niche Player in this Magic Quadrant. This status reflects its scalable solutions but
narrow industry focus. It generated revenue of $990 million in 2020, of which Gartner estimates
$30 million came from FSM.
CSG’s FSM products focus on machine learning (ML)-powered scheduling optimization, warranty,
knowledge management and integration with its separate communications platform.
Recently, CSG expanded its AR-supported Visual Connect solution to simplify curation of
recordings and annotations from the field as reusable knowledge. It is investing in conversational
AI and IoT-connected services as well.
Most of CSG’s FSM customers are large communications service and broadband providers based
in North America. CSG also has some insurance provider customers.
Strengths
■ CX: CSG claimed a 100% customer retention rate for 2020 in terms of both annual contract
value (ACV) and customer logos, and some customers have reported strong communications
and product support.
■ Scalability: CSG has several large, multicountry FSM customers. In addition to increasing
product efficiency, these provide proof points for CSG’s best practices and strong design input
for R&D.
■ Industry focus: CSG’s domain expertise and experience in consolidating many legacy systems
make it a suitable choice for communications service providers (CSPs), which can also benefit
from adjacent CSG products, such as its billing and revenue management and communication
platforms.
Cautions
■ Growth: CSG’s total corporate revenue growth in 2020 was flat. Prospective FSM customers
should study its plans for the growth of its customer base, R&D investment and how it will
address competition.
■ Pricing/packaging: Although CSG’s FSM products appear inexpensive at first, some customers
that Gartner has been in contact with have indicated that too many functions are packaged as
add-on modules. Prospective customers should collect documentation about which capabilities
are included and excluded.
■ Product breadth: CSG has limited functionality in areas such as preventative maintenance
contract agreements and time-and-materials-based invoicing, which are important for many
companies, especially in industries other than communications service provision. Additionally,
although a mobile UI refresh is on CSG’s roadmap, the current mobile app is dated and much of
its UI is not intuitive.
GEOCONCEPT Group
GEOCONCEPT Group is a Niche Player in this Magic Quadrant. This status reflects its strong
scheduling and forecasting functionality, but poor sales execution and growth. Gartner estimates
its revenue from FSM to be below $9 million.
GEOCONCEPT’s Opti-Time product is focused on forecasting and scheduling optimization, but

GEOCONCEPT has also expanded its planning capabilities based on historical data and added
GPS support to its mobile app. It is investing in automating truck stock counts using RFID tags
and predicting work duration and weather impact on scheduling.
Most of GEOCONCEPT’s customers are midsize or large organizations in the energy and utilities,
healthcare, and auditing industries in EMEA. GEOCONCEPT also has a small presence in North
America.
In June 2021, after the cutoff date for this Magic Quadrant, GEOCONCEPT Group merged with two
other vendors, Danem and B&B Market, to become Nomadia. Nomadia expects combined annual
revenue of $20 million, with $15 million specific to FSM. In September 2021, GEOCONCEPT will
become GEOCONCEPT by Nomadia.
Strengths
■ Scheduling and forecasting: GEOCONCEPT’s Opti-Time has strong in-day scheduling features
but also powerful simulation, analytics, and integration functions to help with forecasting and
planning both short- and long-cycle work. GEOCONCEPT has also improved the scalability of its
UI and kernel.
■ Pricing: The starting price for Opti-Time is among the lowest for products from vendors
evaluated in this Magic Quadrant. The price is based on resources scheduled, not number of
dispatchers.
■ Operations: GEOCONCEPT customers that Gartner has had contact with have received good
end-user training and support, with access to senior resources, where possible. Furthermore,
GEOCONCEPT has provided this support while remaining profitable in all but one of the past five
years.
Cautions
■ Sales execution and growth: For the second year in a row, GEOCONCEPT did not significantly
grow its customer base in 2020. It expects the completion of its transition to SaaS and the
formation of Nomadia to change this in 2022, but prospective customers should seek evidence
of continued growth.
■ Brand awareness: Despite numerous press mentions, GEOCONCEPT is not well known,
especially outside the utilities industry and EMEA.
■ Product breadth: GEOCONCEPT has not invested heavily in innovation based on technologies
such as the IoT for equipment as a service and AR-supported collaboration.
GMS Development
GMS Development is a Niche Player in this Magic Quadrant. This status reflects its innovation in
the areas of AI-supported work planning, analytics and contracts management, but small
customer base and limited implementation capacity. Gartner estimates that GMS generated over
$10 million in FSM product revenue for 2020.
GMS’s Service1 has broad functionality, with a focus on scheduling and operations. Most recently,
GMS extended its natural language interfaces for technicians (such as the car UI) and refreshed
its mobile app. It has also invested in the capability to run on the Salesforce platform, alongside
SAP software, or on a stand-alone basis.
GMS’s operations are mostly in EMEA. Its customers are mainly large manufacturers, healthcare
providers and specialty service providers.
Strengths
■ Functionality and experience: GMS Service1 has deep contract administration, warranty,
predictive schedule optimization and analytics functionality. Additionally, GMS continues to
offer templates for its target industries.
■ Innovation: GMS-funded benchmarking has shown the company’s schedule optimization to be

highly scalable. Furthermore, its investments in Newton AI have yielded speech-, inventory-,
document- and work-duration-related capabilities that help with scheduling and debriefing work
orders.
■ CX: Customers like GMS’s release cadence (which aligns with that of Salesforce), the level of
customer engagement, and the design experience, particularly when working with GMS’s
professional services.
Cautions
■ Implementation capacity: GMS has performed its most recent implementations itself — and did
not have implementation or sales partner support. Customers may need to allocate extra time
and hire from a relatively inexperienced pool of partners to help overcome any potential, growth-
driven constraints on GMS’s resources.
■ Customer base: GMS has sold to large organizations but has relatively few customers overall.
Prospective customers may have difficulty getting references from organizations of similar size
in their industry, and should allow extra time to conduct pilots and other due diligence.
■ Integrations: Despite improvements to its integrations with SAP and Salesforce, GMS has
relatively few templated integration connectors.
IFS
IFS is a Leader in this Magic Quadrant. This status reflects its strong understanding of this market
and broad functionality, which are, however, offset by low adoption of its multitenant offerings and
high implementation costs. It generated over $860 million in revenue in 2020. Gartner estimates
that $240 million of that came from all FSM products, and $90 million of that from the IFS Field
Service Management (FSM) product.
IFS FSM is an end-to-end solution with emphasis on scheduling, contracts and operations. IFS has
recently improved its customer self-service, chat and platform functionality. It is investing in
containerization architecture that preserves the choice of single or multitenant deployment.
IFS has deployments across the world, with high concentrations in the energy and utilities,
manufacturing, and telecom sectors in EMEA and North America. Additionally, in November 2020,
it acquired Clevest, a provider of utilities mobile workforce management solutions.
Strengths
■ Product functionality: IFS FSM is one of the broadest and deepest FSM products we reviewed,
especially in areas such as parts logistics, contracts, billing and warranty. It also addresses
underserved requirements like project-oriented service and forecasting.
■ Sales execution: IFS more than doubled its FSM license growth in 2020, helped by its
geographical expansion to more than 60 countries, and acquisition of industry expertise.
■ Marketing execution: Despite a low level of global brand recognition, IFS had one of the highest
numbers of press mentions of the vendors in this Magic Quadrant. It also maintains a strong
pipeline for FSM revenue growth.
Cautions
■ Market responsiveness and platform: Some customers have reported to Gartner that it is
difficult to influence IFS’s roadmap. Also, while other vendors have responded effectively to
demand for low-cost packaged ERP integrations and multitenant deployments, IFS integrations
remain difficult, despite API and integration partner investments. Also, only a small percentage
of customers have chosen IFS’s multitenant offering. Prospective customers should study IFS’s
product management process and roadmap and join its customer advisory boards.
■ Implementation: Partly due to IFS’s growth, prospective customers should plan for the
possibility that the implementation resources of IFS and its partners may be scarce. Also,
implementation costs may be relatively high and fairly difficult to predict.
■ Portfolio and pricing structure: IFS now has several field-service-related products and multiple
licensing types. As a result, FSM pricing proposals can be complex and lacking in transparency.
Customers should plan for a long learning curve and expect to have to expend extra effort when
negotiating contract prices.
Microsoft
Microsoft is a Leader in this Magic Quadrant. This status reflects its strong sales strategy and
product functionality, which are, however, offset by a lack of product maturity in some areas.
Microsoft generated revenue of $143 billion in its fiscal 2020, of which Gartner estimates over
$190 million came from Dynamics 365 Field Service (D365 FS).
D365 FS has broad functionality and emphasizes IoT and AR capabilities. Microsoft recently
integrated Dynamics 365 Remote Assist with its new Power Platform-based mobile app to
improve stakeholder collaboration. It is investing in areas such as scheduling, connected
equipment and self-service.
Microsoft’s FSM customers vary in size and are geographically diverse, with an especially strong
presence in North America and EMEA, often in the healthcare, manufacturing and facilities
management industries.
Strengths
■ Addressable market: Microsoft has broad geographical coverage for FSM products and
services, including offerings from what it claims to be over 100 gold (top-tier) ISVs. It also
supports multiple cloud deployment options and hybrid deployments using private, public and
government clouds.
■ Sales strategy and execution: Microsoft’s FSM user base growth in 2020 was among the
highest of the vendors evaluated in this Magic Quadrant. It achieved this growth primarily
through partners — an approach that reduces its direct investment risk and the cost of sales,
ensures viability and enables more investment in R&D.
■ Product breadth: D365 FS has some coverage of all the critical capabilities assessed for this
Magic Quadrant. It also has significant depth in areas such as connected equipment triage (for
the IoT), AR-enabled guided support and inherited Power Platform capabilities (Power BI, Power
Apps, Power Automate, Power Portals) and Dataverse.
Cautions
■ Product depth: Customers seeking deep functionality in areas like parts logistics, forecasting
and scheduling for subcontractor-heavy workforces may need to seek partners to extend the
capabilities of D365 FS. Also, although its latest mobile app is based on the established Power
Platform, it is new and deployed only by early adopters.
■ Implementation CX and community: Some customers that Gartner has had contact with have
indicated difficulty finding peer communities and knowledgeable partners to help overcome the
product learning curve, improve upgrade management and overcome integration challenges.
Customers may need specialized staff to provide domain and technical expertise for the
Microsoft ecosystem.
■ Value and pricing: Microsoft D365 FS is priced similarly to more mature products in the market,
despite some lack of depth. Some customers have reported to Gartner that pricing and
flexibility issues are key drawbacks.
Oracle
Oracle is a Leader in this Magic Quadrant. This status reflects its strong product strategy, which is,
however, offset by a low number of ISV partnerships. Oracle generated $39 billion during its fiscal
2020, of which, Gartner estimates, $240 million came from Oracle Field Service (OFS).
The OFS product is focused on scheduling and multiexperience support. Recently, Oracle has
connected its Multivariate State Estimation Technique 2 (MSET2), which is a broad ML capability
for IoT prognostic applications, to OFS. It is continuing to invest in Cloud Service Logistics (CSL)
and simplifying cost capture in mobile apps.
OFS customers tend to be large organizations in the cable and telecom, manufacturing, and
utilities industries, in all regions, but especially North America, EMEA and Latin America.
Strengths
■ Product strategy: Oracle has expanded its FSM coverage by packaging OFS with CSL (which
includes capabilities like return of merchandise authorization [RMA], parts logistics and pro
forma invoicing) and MSET2 (which can generate work order requests in OFS based on
detected anomalies). It is also investing in integration with its multiple ERP and CRM solutions.
■ Marketing strategy: OFS is now a separate pillar within Oracle Service (and no longer a hidden
component), which reflects a distinct emphasis by Oracle. Also, Oracle offers usage-based
pricing for the mobile app used by technicians who work for its customers’ subcontractors.
Additionally, Oracle’s packaging gives these subcontractors free use of the scheduling engine.
■ Platform: Oracle OFS has strong schedule optimization capabilities. Additionally, customers
can extend Oracle’s AR-enabled collaboration and chatbot (“digital assistant”)-based guided
support and its knowledge management capabilities to its mobile app. The Oracle
Cloud@Customer option allows a customer to run OFS in its own architecture, if needed.
Cautions
■ Mobile extensibility: Despite recent investments, some Oracle customers with whom Gartner
has had contact have indicated that its mobile forms are difficult to extend and expand.
■ Ecosystem: Despite Oracle’s size and geographical reach, OFS has very few ISV partners.
Customers needing capabilities not delivered by Oracle directly may need to find development
partners and maintain custom solutions.
■ Product positioning: Although OFS is ERP-agnostic, Gartner finds that customers using a
competitor’s ERP are often unaware of this or may intentionally exclude OFS from their
shortlists. As a result, customers may lose the potential benefit of additional sources of
innovation ideas. Also, OFS is not featured in the press as often as many competing products
evaluated in this Magic Quadrant.
OverIT
OverIT is a Visionary in this Magic Quadrant. This status reflects its strong product innovation,
which is offset by a relatively poor upgrade CX. Gartner estimates that OverIT generated over $50
million in 2020, with $17 million coming from FSM licenses.
OverIT’s’s Geocall FSM product has broad capabilities and a focus on scheduling, technician
enablement and multiexperience support. Recent investments in AI have added AI-predicted skill
requirements and work duration estimates, while improving the vendor’s knowledge harvesting
with autotagging and just-in-time knowledge sharing.
OverIT’s customer base is largely made up of manufacturing and energy organizations in EMEA,
but it also includes some organizations in Latin America and North America.
Strengths
■ Innovation: OverIT consistently develops cutting-edge capabilities. For example, it was one of
the first vendors to offer hands-free mobile debriefing and first-party AR-supported
collaboration for both employee-to-employee (E2E) and employee-to-customer (E2C) scenarios
(through its SPACE1 product). More recently, OverIT has introduced AI-driven functionality to
help organizations harvest field knowledge and redistribute it to the workforce.
■ Pricing flexibility: OverIT offers low-cost entry points for its products. It has been able to deploy
to regions where cost prevents many vendors from competing.
■ Industry expertise and integration: OverIT has a deep understanding of, and has developed key
capabilities and configuration templates for, its primary industries. It also has key integrations
with, for example, GISs and ERP applications popular in industries such as utilities, oil and gas,
and telecommunications.
Cautions
■ Upgrade CX and business model: While SPACE1 is mostly multitenant, many Geocall
customers require on-premises or single-tenant deployments, and customization to meet
localization, regulatory or business requirements. Some customers with whom Gartner has had
contact with have found upgrading difficult and costly, and some, therefore, defer it (which
increases support costs). New clients should either avoid customizations or ensure skilled
resources are available to maintain them.
■ Marketing and geographical ecosystem: Despite having large customers in Latin America and
recent investments in North America and Asia/Pacific, OverIT has low brand awareness and
traction outside its home region (EMEA). Customers with operations in other regions may need
to provide their own resources for both software and services.
■ Commercial field service: Compared with other vendors in this Magic Quadrant, OverIT received
low scores for customer-facing features like self-service chatbots, portals and invoicing. Many
of its customers use it for use cases that do not emphasize these areas, such as owned linear
infrastructure.
Praxedo
Praxedo is a Niche Player in this Magic Quadrant. This status reflects its low implementation
service requirements, but narrow geographical presence and small size. Praxedo is a privately held
organization and, based on Gartner’s estimates of its 2020 revenue, is among the smallest
vendors in this Magic Quadrant.
Praxedo’s FSM offering focuses on mobile app functions and built-in analytics, along with basic
scheduling optimization and plug-in connectors for ERP applications and other systems. Recently,
Praxedo has built IoT signal-based workflows, enhanced its routing functions and improved its
recurring work order functions. It is investing in AI-based quality control and its own IoT platform.
Praxedo’s customers are often large telecom, retail and energy sector service providers, and their
subcontractors, in EMEA.
Strengths
■ Implementation cost: Praxedo has embedded a digital adoption solution in its FSM offering and
further enhanced its industry and integration templates. This improves the time to value for
customers. Furthermore, its ratio of professional services to product cost is the lowest of the
vendors in this Magic Quadrant.
■ Industry expertise: Praxedo targets specific industries and develops its organization vertically
with specialization in sales, support, and offering native integration connectors and analytics.
■ Sales strategy: Praxedo achieves economies of scale and strong growth by selling first to a
large telecom service provider or facilities management company, and then selling to its
subcontractors. Additional sales are conducted prescriptively, which creates consistency and
better integration for the large organization, while also lowering the total cost of ownership and
complexity for its subcontractors.
Cautions
■ Capacity and geographical breadth: Praxedo only has offices in France, the U.K., Germany,
Spain and Canada, and partners only support a small number of Praxedo customers’ service
needs. Customers may have to wait for Praxedo’s corporate resources to become available or
develop skills in-house, and they may have to invest in their own software development.
■ Product breadth: Praxedo lacks strong functionality for managing complex parts sourcing and
predictive maintenance use cases. Also, it relies on partners for key areas such as voice of the
customer (VoC), the IoT and advanced analytics. Prospective customers should check
Praxedo’s suitability using detailed pilots and questionnaires. They should also budget for costs
from additional vendors.
■ Release cadence: Praxedo is self-funded and, although it releases bug fixes biweekly, it
introduces new capabilities only twice a year. Prospective customers should take steps to
ensure its roadmap includes the enhancements they need.
Salesforce
Salesforce is a Leader in this Magic Quadrant. This status reflects its strong sales growth, which
is, however, offset by customer feedback about shortcomings in terms of implementation cost
and support. Salesforce generated revenue of over $21 billion in its fiscal 2020, of which Gartner
estimates $420 million came from its FSM offering, Salesforce Field Service.
Salesforce Field Service is focused on scheduling, mobile functionality and broad features for
knowledge management and collaboration. Recently, it introduced customer self-service and
partnered with ServiceMax to co-sell its Asset 360 offering. It is investing in technician
enablement and industry verticalization.
Salesforce’s FSM customers are primarily in North America and EMEA, in industries such as
commercial and residential services, utilities and retail.
Strengths
■ Alliances and partnerships: Salesforce has more ISV partners for its FSM than any other vendor
in this Magic Quadrant. They support capabilities like project management, payments, forms
and industry-specific field service. Salesforce’s new Visual Remote Assistant (for AR-supported
collaboration) and Asset 360 (for warranty, RMA and process management) products are
offered as part of partnerships with TechSee and ServiceMax, respectively.
■ Product breadth: For FSM use cases, Salesforce has tailored adjacent products, such as its
Trailhead learning management system (integrated with scheduling for skills matching and
gamification for technicians and subcontractors) and knowledge management solution
(artifacts can be attached to work orders).
■ Sales execution: Salesforce has the strongest growth and highest FSM revenue of the vendors
in this Magic Quadrant. This is attracting new partners that will further extend its capabilities
and geographical footprint.
Cautions
■ Extensibility: Some customers have found built-in reports to be inflexible and had difficulty
creating localized scheduling rules and workflows. Also, because Salesforce built its mobile
app for FSM outside the Salesforce mobile platform, some have had difficulty extending its
capabilities. Salesforce believes that use of its standard Lightning Web Components can help
address this issue.
■ Product depth: Certain areas of functionality, such as mobile features, parts supply chain
features, and integrations of financials require customization and enhancement to support
some production field service organizations. Customers may need to budget for add-on
products and development services.
■ Support: Some customers have reported to Gartner that Salesforce’s support expertise has not
kept up with the pace of product innovation, and that Salesforce is slow to resolve issues after
its initial response. Self-implementation costs can increase substantially without strong
support resources.
SAP
SAP is a Challenger in this Magic Quadrant. This status reflects its strong geographic strategy and
business network, which are, however, offset by a lack of product innovation and some
inconsistency in support and upgrade communications. SAP generated over $31 billion in revenue
during 2020, of which Gartner estimates $195 million came from its FSM offering, SAP Field
Service Management (FSM).
SAP’s FSM is an end-to-end solution with a focus on third-party service collaboration and
connected equipment. Recently, SAP has improved its scheduling and secured partners for AR and
parts prediction. It is investing in ML-based scheduling and improved analytics capabilities.
SAP’s FSM customers are geographically diverse but concentrated in the industrial machinery,
high-tech, and energy and utilities industries.
Strengths
■ Business network integration: SAP’s FSM solution is integrated with SAP’s Asset Intelligence
Network. The combination provides a standard way to enable an organization and its
customers, vendors and subcontractors to communicate equipment structure and telemetry.
SAP’s FSM solution is also integrated with SAP FieldGlass, and this combined crowdsourcing
platform enables its customers to build a marketplace to foster subcontractor ecosystems and
advertise and manage work.
■ SAP portfolio integration: SAP’s FSM solution is integrated tightly with SAP ERP, SAP Service
Cloud, SAP Predictive Maintenance and Service, SAP Intelligent Asset Management (IAM) and
several other SAP products. Prebuilt integrations mean that SAP implementations entail less
risk in one of the most common areas in which implementation costs overrun, while also
improving product usability.
■ Industry and geographic strategy: SAP’s FSM solution is closely aligned with SAP’s existing
customer base. This has naturally resulted in an emphasis on functionality for industries that
require broad capabilities for managing complex equipment structures, subcontractors, and
both equipment and parts logistics. Deployments tend to correspond to the broad geographical
presence of the rest of SAP’s portfolio.
Cautions
■ Support and vision consistency: Customers have reported to Gartner that SAP’s support is
difficult to manage and keep track of, especially when resolution requires a long time frame.
They have also reported that SAP’s communications about its roadmap and vision for FSM are
inconsistent. Customers may need to seek contractual commitments from SAP if certain
roadmap items are critical.
■ Marketing strategy: SAP markets its FSM solution to existing SAP customers only — an
approach that risks stifling innovation, which would otherwise be inspired by relationships with
other providers. Also, the way SAP markets its commitments to integrations with partners such
as Microsoft is inconsistent, as shown by its removal of Azure as its preferred ERP platform
recommendation and delays in executing Microsoft Teams integration.
■ Product maturity: SAP lacks strong AI-driven scheduling optimization case studies, and its
scheduling optimization is used (and influenced) by relatively few customers. Also, SAP has
been refreshing much of its mobile app functionality, so prospective customers should allocate
time for detailed testing and piloting.
ServiceMax
ServiceMax is a Leader in this Magic Quadrant. Its position reflects its domain expertise and deep
functional depth, offset by immature schedule optimization and market confusion about its
direction. Gartner estimates that ServiceMax generated FSM revenue of over $100 million in 2020.
ServiceMax’s Core offering is focused on commercial functions such as contracts, warranties and
complex process flows. Recently, it has added support for larger projects and field change orders,
along with ServiceMax Engage for customer self-service. It is investing in chatbots and ML-
supported scheduling.
ServiceMax’s customers tend to be industrial equipment and medical device manufacturers,
dealers and construction-related service providers in regions including North America, EMEA and
Asia/Pacific (where it has a small presence).
After the evaluation period for this Magic Quadrant, ServiceMax announced that it had signed a
definitive agreement to acquire LiquidFrameworks, a specialist in FSM functionality for the energy
sector.
Strengths
■ Product depth: Of the vendors evaluated for this Magic Quadrant, ServiceMax has some of the
deepest functionality for commercial providers of complex, equipment-centric services. An
indicator of this strength is the firm traction of Asset 360, a product authored by ServiceMax
and co-funded by Salesforce and ServiceMax, that adds warranty, RMA and process flow
management functionality (among other features) to Salesforce Field Service.
■ Partnerships and alliances: ServiceMax has over 40 ISV partners and premier alliances with
several vendors that provide sophisticated capabilities like parts-related AI, low-code form
development and compliance. It also has global system integration (SI) partners, and is rapidly
attracting more. ServiceMax’s offering is built on the Salesforce platform.
■ Industry expertise and thought leadership: ServiceMax provides industry-specific packages for
the medical device, oil and gas, and OEM manufacturer dealer network sectors (among others)
that include forms, analytics, connectors, best-practice flows, project management and
commitment to industry-specific roadmaps. It also has a vibrant community and has published
books, articles and other detailed guidance on FSM.
Cautions
■ Portfolio direction: ServiceMax Core is built on the Salesforce platform, so the decision to
create Asset 360 to extend Salesforce’s own FSM product has caused some confusion in the
market. ServiceMax indicates that it is committed to both products, but customers should
carefully evaluate the direction of its overall product portfolio.
■ Scheduling optimization: The nature of ServiceMax’s customer base has not driven it to invest
heavily in scheduling optimization. Although ServiceMax can be a good fit for organizations
heavily focused on equipment details and telemetry, customers with heavy scheduling
automation requirements in other parts of their organization may need to seek complementary
optimization products.
■ Market responsiveness: ServiceMax has a long track record of innovation in response to

demand, and sometimes to alter market conditions affecting its customers. But it has not
recently been first to market with many functions in areas such as AR-supported collaboration,
labor requirements forecasting and AI.
ServiceNow
ServiceNow is a new Niche Player in this Magic Quadrant. This status reflects strong customer
experience feedback, which is offset by the relative immaturity of its product and marketing.
ServiceNow generated over $4.5 billion of revenue in 2020, of which Gartner estimates more than
$20 million came from FSM.
ServiceNow’s Field Service Management offering is focused on mobile process complexity and
extensibility. Recently, ServiceNow has added scheduling optimization and connected field service
(using the IoT) to its capabilities. It is investing heavily in ML, which it will use for FSM
requirements like identifying the next best action in its mobile app.
Many of ServiceNow’s new FSM customers have previously chosen ServiceNow products in other
areas, such as IT service management and customer service. They are primarily in the
telecommunications, manufacturing, and transportation industries in North America and EMEA.
Strengths
■ Platform extensibility: Customers with whom Gartner has had contact have indicated that
ServiceNow’s overall Now Platform works very well, and that this is their main reason for
considering ServiceNow for FSM.
■ Customer base: ServiceNow has a significant customer base that uses adjacent products for
Customer Workflows, Employee Workflows, and IT Workflows. By using the same architecture
and established best practices, new FSM capabilities like ServiceNow’s Connected Operations
(for IoT connectivity and analysis) and knowledge management may achieve a faster-than-
expected ROI.
■ CX: Although ServiceNow is relatively new to the FSM market (it is one of the latest vendors to
launch a dedicated FSM product), recent feedback from some customers has been positive.
Additionally, ServiceNow indicates that renewal rates are at 100% over the past year, and its
growth rates are among the highest (by percentage) of the vendors in this Magic Quadrant.
Cautions
■ Product maturity and innovation: Most of ServiceNow’s recent product additions are features
already present in products from other vendors in this Magic Quadrant. Furthermore, its
roadmap, which includes items like crew scheduling and a mobile app SDK, does not indicate
innovation.
■ Alliances and partnerships: Despite having numerous ISV partners overall, ServiceNow has very
few ISV partners specifically for FSM. Customers may need to develop their own capabilities to
satisfy any unmet requirements. Some existing customers have indicated expectations of high
costs for development work.
■ Industry template configurations and integrations: ServiceNow has no prebuilt integration

templates specifically for FSM. It offers integration connectors or “spokes” with its native
IntegrationHub tool that work with all ServiceNow products and enable execution of third-party
APIs, but customers may need to hire SIs to configure integrations for FSM, such as with ERP,
GIS and CRM systems. Also, ServiceNow’s packaged industry best practices and direct
configuration guidance for FSM are limited.
ServicePower
ServicePower is a Visionary in this Magic Quadrant. This position reflects its strong product
strategy and marketing strategy, which are offset by the limitations of its platform and capital.
Gartner estimates that ServicePower generated over $35 million in FSM revenue in 2020.
ServicePower has a suite of FSM products that emphasizes scheduling optimization, mobile
functionality, warranty claims and subcontractor ecosystem management. Recently, ServicePower
added integrations for knowledge management, computer vision and virtual appointments. It is
investing in data warehousing for analytics and usability for subcontractors and insurance
providers.
ServicePower’s customers are mostly midsize and large manufacturing, insurance and retail
organizations in North America and EMEA.
Strengths
■ Sales execution: Of the vendors evaluated for this Magic Quadrant, ServicePower achieved one
of the highest revenue growth rates in 2020. It has expanded its industry footprint to cover the
property and casualty insurance and home security sectors, among others.
■ Subcontractor ecosystems: ServicePower has comprehensive functionality to support the

intelligent management of blended workforces, contractor onboarding, schedule optimization,
claims and invoice adjudication, as well as a network of available servicers (for certain
industries and geographies).
■ Product strategy: ServicePower tailors its products, integration packaging and template
configurations to different sizes of customer, different industries and different workforce
compositions.
Cautions
■ Platform: Several of ServicePower’s products are built on a variety of technologies, and some
users sometimes have to navigate multiple styles of UI, which impedes adoption. Also, the
scheduling optimization engine requires a single-tenant deployment. In addition, some
customers may find the mobile app difficult to extend.
■ Pricing complexity and rigidity: ServicePower has many separate products. It can be difficult to
understand all the options and to negotiate pricing.
■ Geographical breadth: ServicePower sells primarily in North America and EMEA. Elsewhere,
customers may need to use alternative products or build their own localizations to comply with
regulations, customs and data residency requirements.
Vendors Added and Dropped

We review and adjust our inclusion criteria for Magic Quadrants as markets change. As a result of
these adjustments, the mix of vendors in any Magic Quadrant may change over time. A vendor's
appearance in a Magic Quadrant one year and not the next does not necessarily indicate that we
have changed our opinion of that vendor. It may be a reflection of a change in the market and,
therefore, changed evaluation criteria, or of a change of focus by that vendor.
Added
■ CSG
■ ServiceNow
Dropped
■ FieldAware
■ FieldPower
Inclusion and Exclusion Criteria

For Gartner clients, Magic Quadrant research identifies and analyzes the most relevant providers
in a market. The inclusion criteria represent the specific attributes that Gartner analysts deemed
necessary for vendors to have in order to be included in this Magic Quadrant.
Market Presence and Momentum
A vendor’s presence in the market and the observed momentum of its growth are factors that
affect its inclusion in this Magic Quadrant. A vendor with stagnant sales or an ineffectual
marketing organization should concern prospective buyers.
Gartner sought independent confirmation — from Gartner’s Peer Insights platform and direct
communications with customers, for example — that each vendor had customers that:
■ Covered at least two regions: A minimum of 10 new FSM customers that first began using the
product no earlier than 1 October 2019, covering at least two of the following regional markets:
North America, Latin America, EMEA, Asia/Pacific and Japan.
■ Had achieved midsize or large, stabilized deployments: A minimum of five new FSM customers
with more than 150 technicians in production environments for between six and 24 months.
These customers had to be actively using the latest major version of the software and had to
have deployed integration with system(s) of record.
Additionally, each vendor had to provide evidence of:
■ Revenue traction: Evidence of revenue growth, year over year, and at least $8.5 million in FSM
software license, maintenance and support revenue (excluding professional services), per
generally accepted accounting principles (GAAP) or International Financial Reporting Standards
(IFRS), during the four fiscal quarters that end closest to 31 December 2020. This revenue
threshold had to be met by the product suite submitted for review, not a combination of other
overlapping or non-FSM products. The following had to be well represented and supported:
■ Large or midsize businesses (average deal size above 150 mobile technicians).
■ Two major geographical markets (out of North America, Latin America, EMEA, and
Asia/Pacific and Japan).
■ Two industries (examples being utilities, telecommunications, high tech, oil and gas,
manufacturing, aerospace and defense, automotive, financial services and insurance,
chemicals, medical devices, healthcare).
Gartner required written confirmation of achievement of the revenue and growth requirements.
The confirmation had to be from an appropriate finance executive. If a vendor chose not to supply
this confirmation, Gartner was at liberty to use its own market research, as well as insights from
public sources, to judge its eligibility for inclusion.
■ Alternatively, a vendor could satisfy the revenue traction requirement by providing:
■ Confirmations from five customers secured since October 2019 that were each live before 1
October 2020 with over 1,000 technician licenses in active use.
■ Confirmation of revenue growth of at least 20%, year over year.
■ Functional breadth: The submitted product had to provide functionality to support at least the
first five of the following six functions (plus integration and extensibility):
■ Demand management and customer experience
■ Work planning and scheduling
■ Technician enablement and multiexperience support
■ Work order debriefing
■ Analytics and proforma invoicing
■ Management of agreements, subcontractors and operations
■ Market awareness: Recognition by the market, as evidenced by regular appearances on the

shortlists of Gartner clients, by appearances at tradeshows, and by mentions as a competitor by
other vendors.
■ Market following: Thought leadership, adopted by customers in live operations, communicated

through webinars, market-related white papers, blog articles and user communities.
Short-Term Viability
To be included in this Magic Quadrant, each vendor had to provide evidence of:
■ Funded operations: Sufficient cash to fund 12 months of operation at the current burn rate.
■ Onboard professional services capacity: Sufficient professional services to fulfill customer

demands during the next 12 months.
■ Additional professional services capacity: A practice and ecosystem with sufficient third-party
consulting and integration firms to grow at a double-digit pace for two years.
■ Sales pipeline: A pipeline of prospective customers and an adequate sales team to drive growth
in new business.
■ Forecast revenue: Evidence that results for the upcoming four quarters (from 1 January 2021)
will exceed the previous four quarters’ results.
Evaluation Criteria
Ability to Execute
Gartner analysts evaluate providers on the quality and efficacy of the processes, systems,
methods or procedures that enable IT providers’ performance to be competitive, efficient and
effective, and to positively impact revenue, retention and reputation. Ultimately, providers are
judged on their ability and success in capitalizing on their vision.
Product or Service: This includes current product/service capabilities, quality, feature sets and
skills defined in the market definition and detailed in the subcriteria, whether offered natively or
through OEM agreements/partnerships.
Vendors that directly support a wide range of functionality or a high degree of depth of
functionality and complexity have greater market potential and are rated accordingly. This is a
cross-industry Magic Quadrant, so the evaluation of a provider’s offering is focused on the
provider’s ability to serve several distinct industry sectors, as well as on its ability to provide
intuitive, industry-specific configuration templates and integrations.
To score highest, the vendor likely will offer customers a choice of deployment models, including
on-premises, “private cloud” hosted and multitenant software as a service (SaaS), with SaaS
receiving the highest weighting. See the critical capabilities definitions in Note 1 for additional
FSM subcriteria.
Overall Viability: Viability includes an assessment of the overall organization’s financial health, the
financial and practical success of the business unit, and the likelihood that the individual business
unit will continue investing in the product, will continue offering the product and will advance the
state of the art within the organization’s portfolio of products.
Sales Execution/Pricing: A vendor’s capabilities in all presales activities and the structure that
supports them. This includes deal management, pricing and negotiation, presales support, and the
overall effectiveness of the sales channel.
The vendor will be measured on its flexibility in supporting multiple pricing scenarios, such as in-
house licensed, hosted, SaaS and business process outsourcing.
Market Responsiveness/Record: Ability to respond, be nimble and achieve competitive success

as opportunities develop, competitors act, requirements evolve and market dynamics change.
This criterion also considers a vendor’s history of responsiveness.
Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver an
organization’s message to influence the market, promote the brand and business, increase
awareness of the products, and establish a positive identification with the product/brand and
organization in the minds of buyers. This “mind share” can be driven by a combination of publicity,
promotional initiatives, thought leadership, word of mouth and sales activities.
Customer Experience: Relationships, products and services/programs that enable clients to be

successful with the products evaluated. Specifically, this includes the ways customers receive
technical support or account support. It can also include ancillary tools, customer support
programs (and the quality thereof), availability of user groups, service-level agreements and so on.
Operations: The ability of an organization to meet its goals and commitments. Factors include the
quality of the organizational structure, including skills, experiences, programs, systems and other
vehicles that enable the organization to operate effectively and efficiently on an ongoing basis.
Table 1: Ability to Execute Evaluation Criteria
Evaluation Criteria Weighting
Product or Service High
Overall Viability Medium
Sales Execution/Pricing High
Market Responsiveness/Record Medium
Marketing Execution High
Customer Experience High
Operations Medium
Completeness of Vision
Gartner analysts evaluate providers on their ability to convincingly articulate logical statements
about current and future market direction, innovation, customer needs, and competitive forces, as
well as how well they map to Gartner’s position. Ultimately, providers are rated on their
understanding of how market forces can be exploited to create opportunity for themselves and
their customers.
Market Understanding: Ability of a vendor to understand buyers’ requirements and to translate

those into products and services. Vendors that show the highest degree of vision listen to and
understand buyers’ wants and needs, and can shape or enhance them with their added vision.
A vendor should demonstrate strategic actions around partnership opportunities and trends in the
market, such as CX enablement, the composable enterprise, the shift toward outcome-based
contracts, digital service (technician or customer) support channels, predictive analytics and parts
planning, and third-party service partner integration, as well as new application functionality (such
as AR, AI, IoT enablement, customizable workflows and forms, short- and long-term labor capacity
planning tools and field knowledge management).
The vendor’s strategies should address ongoing vendor market dynamics such as platform versus
best of breed, venture funding, coopetition, consolidation, ecosystem development and industry
requirements.
Marketing Strategy: A clear, differentiated set of messages consistently communicated

throughout the organization and externalized through a website, advertising, customer programs
and positioning statements.
A vendor should have a well-articulated strategy for revenue growth and a sustained opportunity
for profitability. Key elements of the strategy include a sales and distribution plan, internal
investment priority and timing, and partner alliances. A vendor should influence a market by
offering users proven best practices, expected results, templates and samples by industry. We
sought evidence that customers continue to grow their solutions and that there is a range of
modular choices (at varying price points) that do not lock them into a platform decision.
Sales Strategy: The strategy for selling products that uses a well-respected network of direct and
indirect sales, marketing, service, and communication affiliates that extend the scope and depth
of market reach, skills, expertise, technologies, services and the customer base. These should
achieve success for a significant percentage of the vendor’s business.
Offering (Product) Strategy: A vendor’s approach to product development and delivery, with
emphasis on differentiation, functionality, methodology and feature sets as they map to current
and future requirements.
Each vendor should openly communicate to its customers and to Gartner a “statement of
direction” for its next two product releases that keeps pace with or surpasses Gartner’s vision for
the FSM market. Each vendor should understand major technology/architecture shifts in the
market and communicate a plan to exploit them and address customer migration needs.
Business Model: The soundness and logic of a vendor’s underlying business proposition can
determine the extent of its success. Sales channel and partnership strategies for implementation,
integration, training and support are important components.
Vertical/Industry Strategy: A vendor’s strategy to direct resources, skills and offerings to meet the
specific needs of individual market segments, including vertical markets. A provider must ensure
sufficient diversification to ensure a continuous revenue stream and drive best practices across
industries, while still investing the appropriate focus and expertise in strategic industries to ensure
its product can be part of Gartner’s evaluation process.
Innovation: Direct, related, complementary and synergistic layouts of resources, expertise or

capital for investment, consolidation, defensive or pre-emptive purposes. A vendor’s innovation
should demonstrate synchronization with its market understanding and strategy.
Geographic Strategy: A vendor’s strategy to direct resources, skills and offerings to meet the
specific needs of geographies outside its “home” or native geography, either directly or through
partners, channels and subsidiaries, as appropriate for the geography and market.
Depth of partnerships should be visible through joint implementations, integration certification,

professional certification, pricing and deployment options, in addition to easy-to-follow written
programs.
Table 2: Completeness of Vision Evaluation Criteria
Evaluation Criteria Weighting
Market Understanding High
Marketing Strategy Medium
Sales Strategy Medium
Offering (Product) Strategy High
Business Model Medium
Vertical/Industry Strategy Medium
Innovation High
Geographic Strategy Low
Quadrant Descriptions
Leaders
Leaders demonstrate a market-defining vision of how technology can help service professionals
achieve business objectives. Leaders have the ability to fulfill their vision through products,
services, ecosystems and solid business results in the form of revenue and earnings. They have
strong partner programs, which are formalized and “gamified,” and they track proof of renewal
every year.
Leaders have significant, successful reference customer deployments in North America, EMEA
and Asia/Pacific in a wide variety of industries, with multiple proof points above 2,000 users. They
have a robust native scheduling engine that is scalable to thousands of employee and third-party
technicians. They also have strong and innovative technology-based service enablers (such as IoT
enablement, social collaboration, AI-driven decision support and chatbots), and end-customer
engagement tools for, and coverage (either directly or through certified partners) of, all six
categories of FSM capability. Leaders have many successful integrations with multiple systems of
record (especially ERP and CRM systems) from multiple providers; and many deployments in
multitenant deployment models.
Other providers measure themselves against the Leaders and emulate their strategies and tactics.
Leaders demonstrate market strength, based on installed-base depth, and they affect market
trends in terms of all the criteria by which they are evaluated. Leaders’ software users often
consider that they are gaining a competitive advantage over others in their industry.
Challengers
Challengers are often larger than Niche Players, and demonstrate a high volume of business,
especially with existing customers. Challengers have the size to compete worldwide and an
existing base of customers to sell to.
Challengers understand the evolving needs of service organizations, but may lack the ability to
lead customers into new functional areas with their functional vision, product breadth, innovation
or enhancement velocity. Challengers tend to have a good technology vision for architecture and
other IT organizational considerations, but they may not have a strong influence on the direction of
the FSM market. They may lack native scheduling optimization, robust mobile apps, proven
integration with multiple ERP providers, or proven coverage of both high-volume and high-
complexity use cases.
Challengers often have a strong market presence in other application areas (such as parts and
asset management, salesforce automation, customer engagement center support, finance and
order management). But they either have not demonstrated a clear understanding of the FSM
market’s direction (toward end-to-end processes) or are not well-positioned to capitalize on
emerging trends, due to incomplete product breadth or the nature of their delivery model.
Visionaries
Visionaries lead many competitors in terms of technology, functionality or business model
innovation. They influence, or have strong potential to influence, the direction of the FSM market.
However, they are typically limited in terms of execution or demonstrated track record. In general,
their products and market presence are not complete or established enough to challenge the
Leaders.
Like Leaders, Visionaries have a robust scheduling engine that is scalable, strong and innovative;
technology-based service enablers; and coverage, either directly or through certified partners, of
all six categories of FSM capability. They have single-tenant and multitenant offerings with proven
scalability and adoption, and are introducing new ways of utilizing cloud processing power or
deeper support for underserved field service business models, such as outsourced field service
and connected outcome-based field service (packaged IoT).
Although Visionaries have many of the same product capabilities as Leaders, these are not as
deep or as fully proven through repeatable deployments at scale. In addition, Visionaries’
reference customers or partners may point to gaps in service or functionality execution.
Visionaries may not yet have the alliances and partnership maturity necessary to execute globally
and to deliver the innovation and flexibility enhancements expected by the market. As they mature
in execution, Visionaries could become Leaders, Challengers or Niche Players, depending on their
pace of innovation and how their vision evolves.
Niche Players
Niche Players offer strong FSM products, but they may lack some functional components, may not
show the ability to consistently handle deployments of more than 1,000 field technicians across
multiple geographies, or may lack strong business execution.
Niche Players may offer complete portfolios for a specific industry or use case. However, they
face challenges in one or more important areas in terms of supporting cross-industry
requirements, such as complex forecasting and translation of SaaS’s cloud computing power into
functionality. They may have an inconsistent track record of implementation or inconsistent
references, or may lack the ability to support large-enterprise requirements.
Despite these potential shortcomings, Niche Players can often offer the best solutions for the
needs of particular service organizations, given the price-to-value ratio of their solutions.
Context
FSM suites have achieved mainstream recognition among CIOs and field service leaders.
However, because these products vary in functionality from broad to narrow, and because of
differences in terminology and usage by industry, in organizational size, and in B2C and B2B
requirements, sales cycles can be long. Vendors have focused largely on functionality without
building a continuum that properly facilitates the education process during the sales cycle, which
leads to a lengthened process or even “no decision” results.
Prospective customers should first consider how much weight any existing relationships with
vendors carry, and their desire for platform, best-of-breed and packaged business capabilities
(PBCs; see 2021 Strategic Roadmap for the Composable Future of Applications).
Next, they should narrow their lists of potential suppliers according to the nature of the service
required. At the highest level, most organizations fall into one or both of the following categories:
■ Organizations with a high volume of work orders per technician per day and high schedule
volatility: Technicians in these organizations perform many work orders per day (more than
eight) and many of the technicians’ planned schedules change dramatically throughout the day,
due to emergency or other unplanned work and customer cancellations (see How to Achieve
Scheduling Optimization in Field Service). For these organizations, we often advise using
products capable of real-time intraday schedule optimization at scale (as opposed to batch
optimization), such as those of CSG, GEOCONCEPT Group, Oracle, Salesforce and
ServicePower.
■ Organizations with complex, or both complex and high-volume, service requirements:

Dispatchers in these organizations must carefully analyze each work order to identify the most
appropriately skilled technician. Orders are often for special parts, tools, knowledge artifacts
and helpers that must be coordinated ahead of the visit. Vendors such as Accruent, Microsoft,
SAP and ServiceMax specialize in complex services, but also provide basic schedule
optimization. There are also vendors like IFS that add capabilities such as customer
management or invoicing traditionally found only in ERP applications.
Third, they should look for vendors that serve specialized needs, such as for:
■ AI-informed decision support: Organizations able to train AI models should look for vendors
with capabilities in areas such as prediction of necessary parts, prediction of work duration and
prediction of future traffic conditions. They should also assess conversational AI embedded in
chatbots and digital assistants and computer vision, which are emerging in field service use
cases. GMS Development, Salesforce and ServicePower are examples of relevant vendors.
■ Native GIS capabilities: Several vendors, especially those that work with gas or electrical
transmission utilities, have integrations with GISs. Data from a GIS is useful to enable
visualization of hidden infrastructure (such as transmission pipelines beneath a street) or to
determine the GPS locations of assets that do not have an address (such as cell towers and
telephone poles). Vendors such as GEOCONCEPT Group and OverIT offer native capabilities, in
addition to integrations.
■ Use of subcontractors: Organizations that outsource field service work through brokers, talent
agencies or by directly managing subcontractors or freelancers should look for software that
can help align vetted vendors, onboard new vendors, and assign work to other organizations in
a way that integrates with internal scheduling (see Eight Components of Successful Outsourced
Field Service Management). Vendors such as SAP, Praxedo and ServicePower specialize in
connecting external providers with the primary organization. Several other vendors integrate
with companies like Field Nation and WorkMarket to provide this functionality.
■ Asset centricity and connectivity: Organizations that manage equipment with heavy reliance on
integration with IoT platforms should look for capabilities that help triage work demand initiated
directly by customers’ equipment or via machine customers acting as proxies for the equipment
(see Why Machine Customers May Be Your Service Departments’ Best Advocates). However,
some vendors, such as Accruent, Microsoft, SAP, ServiceMax and ServiceNow, have special
strengths or more proof points in this area.
■ Ease of implementation: For organizations looking for an easy-to-learn solution with a short
implementation time and the ability to easily create new screens, checklists and forms in a
mobile app, products from vendors such as Oracle and Praxedo are often suitable.
Other needs can also be defining factors that help identify the most suitable products — for
example, support for complex or regulatory custom mobile forms, depot repairs and returns,
warranties, predictive maintenance contracts, maintenance plans and workforce attributes
(including experience level and knowledge of existing digital tools; see The Future of Field Service
Management). The systems of record to be integrated and the effort required to integrate them
may also greatly influence an organization’s choice. In many cases, a service organization must
evaluate not only a vendor’s suite of product offerings, but also the ecosystem of providers that
can fill any functional gaps in the main vendor’s offering.
This Magic Quadrant evaluates prominent FSM vendors, but is not intended to be an exhaustive
examination of all FSM vendors, solutions and products. It is intended to be a valuable tool with
which to assess and compare vendors. However, readers are encouraged to develop a clear
understanding of their own objectives and requirements, and to use this Magic Quadrant in
conjunction with inquiries with Gartner analysts.
Vendors included in this Magic Quadrant have demonstrated an ability to provide multitenant SaaS
and, in many cases, single-tenant hosted products that support FSM for midsize and large
enterprises in a range of industries. Some provide narrow, but deep, field service scheduling
optimization or mobile apps. Others provide broad service suites.
It is common for large enterprises to use more than one FSM application, depending on the
industry, nature of service and regional makeup of their user base.
Market Overview
Gartner estimates that revenue from packaged FSM cloud subscriptions, software licenses and
maintenance — not including services — amounted to $3.01 billion during the 12 months ending in
December 2020 (up approximately 16% from 2019).
The past year has been marked by improvement in capabilities that improve all four pillars of great
customer service (getting connected, process orchestration, knowledge and insight, and resource
management), customer experience and across all 10 FSM critical capabilities (see Note 1).
Among the biggest trends were:
■ Augmented reality (AR)-supported collaboration: In early 2020, many organizations had small,
casual pilots of AR solutions underway, but they often lacked integration and usability
optimized for technicians using FSM mobile apps and the ability to capitalize on insight from
interactions. Fueled by the no-touch service requirements of COVID-19 safety considerations, all
vendors in this Magic Quadrant now have their own solution, an OEM solution or at least one
integrated ISV mobile video collaboration solution that uses AR to improve live guidance (see
“Augmented Reality for Customer Support” in Hype Cycle for Customer Service and Support
Technologies). Many customer organizations are even using mobile AR to enable technicians to
collaborate with customers for previsit diagnostics or support.
■ Knowledge harvesting and curation: Several products, especially from vendors whose
portfolios contain knowledge management solutions, now offer ways to record sessions and
use AI and process orchestration to facilitate curation for contributions to knowledge
management archives that technicians and remote experts can reuse in other interactions.
■ Customer self-service: Most products now offer basic customer self-service portals that allow
customers to do things like follow the status of work orders and initiate work requests. Some
vendors have taken this further by adding capabilities like the ability to register new products,
review IoT-based telemetry and pay invoices.
■ IoT: All vendors in this Magic Quadrant have a partnership or built-in functions that help
automate the creation of work orders based on demand initiated by other systems (such as
APM, customer service and ticketing systems, and machine customers [see Why Machine
Customers May Be Your Service Departments’ Best Advocates]), and directly from equipment in
the field. These capabilities help enable outcome-based contracts, where accountability for
maintenance is outsourced to a separate field service provider entity.
■ Mobile extensibility: All vendors in this Magic Quadrant now offer the ability to extend their out-
of-the-box mobile apps using low-code or no-code methodologies. Several also offer the
capability to “deep link” their apps to “sidecar apps” (apps that are homegrown or sourced
externally), usually with single sign-on options.
There are also trends among customers in several industries that fewer vendors have addressed
effectively, but that we expect to grow in importance in vendor roadmaps. Some examples:
■ Use of ML and natural language processing to mine historical work order data and use it to
provide more accurate and efficient scheduling optimization automation. This is valuable for
purposes such as:
■ Predicting the parts needed for a repair and driving work order assignment based on this
prediction.
■ Predicting work duration based on the individual and dozens of other inputs.
■ Suggesting the best action based on past success.
■ Predicting which knowledge artifacts and guides will be most useful and preloading them on
technicians’ devices for offline consumption.
■ Quality control driven by computer vision that can help automate the process of verifying that
technicians complete tasks as prescribed.
■ Subcontractor enablement that helps subcontractor organizations integrate with customers’

FSM systems.
■ Digital prebriefing to better prepare technicians, avoid misalignments and callbacks, and ensure
parts availability before technicians travel to sites.
■ Support for regulatory guidelines like ISO 55000, 9001, 27001, SOC2 and 21 CFR Part 11.
■ Built-in platform integration with adjacent systems, such as customer engagement centers,
GISs, and systems used for knowledge management, ticketing, digital twins, ERP and EAM.
■ Risk mitigation techniques that help organizations prioritize the work that carries the largest
risk of impediments to safety and productivity and of increased business loss.
■ Advanced analytics that include built-in dashboards and drill-in analysis, as well as broad and
deep capabilities to pull together relevant data from multiple systems, including FSM systems.
■ Handle scheduling for technicians whose remit includes project work (with product support for
requirements like task dependencies, work breakdown structure and earned value analysis) and
field service work.
Note 1. Critical Capabilities: Detailed Functionality

Requirements
Gartner evaluated vendors’ product strategy and ability to execute against that strategy using 10
critical capabilities, which are described in greater detail in the companion Critical Capabilities
report (see Critical Capabilities for Field Service Management). For clarity, a high-level summary is
provided below:
■ Demand management and customer experience covers the general product capabilities that
reduce the customer’s (or work requester’s) level of effort to initiate, triage and manage work,
and enhance their awareness of work progress and issues. A product should gather all work
order demands in one place, including the parts, tools and skills that technicians will need to be
successful.
■ Connected equipment triage focuses on IoT and/or APM platform integration, sensor data
visualization, advanced analytics and escalation workflow development tools that are useful for
deriving an actionable and defined scope of work based on data collected from real-time or
near-real-time equipment or environment sensors.
■ Work planning and scheduling concerns functions such as automated technician, crew and
equipment schedule optimization, routing, capacity planning, parts prediction and allocation,
certification management, and organization of multichannel demand.
■ Technician enablement provides communication via mobile devices and applications to ensure
that technicians are engaged and arrive on site well prepared, with the right tools, parts,
knowledge, site information and equipment information.
■ Multiexperience service support involves remote expert guidance with video streaming, AR with
collaborative annotation and self-served guided repair instructions, and self-service virtual
assistants with suggested knowledge base artifacts. It should enable, and improve the quality
of, technicians’ access to resources for assistance using multiple communications modalities.
■ Work order debrief includes technicians’ ability to record time, expenses, parts, tasks
completed, approval signatures, checklists, surveys, videos or pictures, and recommendations
digitally. Bar code readers, voice-to-text and handwriting recognition may be used for more
accurate and timely work order reporting.
■ Invoicing and reporting supports pricing and discounting for parts, labor and packaged tasks,
thought-leading reports and analysis, pro forma and/or final customer invoices and credit
memos. It also includes recurring billing for maintenance agreements and negotiated pricing
contracts.
■ Agreements, operations, contractors encompasses primarily back-office and subcontractor

user-facing functions, such as maintenance agreements and prediction-based planning,
installed equipment management, contract entitlements, customer warranty and warranty
claims, reverse logistics, depot repair, subcontractor enablement, scheduling and payment
adjudication, and third-party service provider networks.
■ Integration refers to connectors that link FSM application data and functionality with business
processes that are outside the FSM application’s own functionality area (such as integration
platforms, ERP, CRM, mobile, order management, billing, multiechelon parts distribution,
network management and time-keeping systems, among others).
■ Platform, extensibility, industry considers deployment modes, architecture, size and complexity
of existing deployments, as well as packaged localizations, configurations and implementations
by industry, and the effort required to add low-code-based, customizable intelligent forms, logic
and process models.
Additional Capabilities
Additional capabilities and features, such as those listed below, increase the breadth of market
applicability and “value-add,” and impact our evaluations accordingly:
■ Reporting and service advanced analytics
■ Field parts, tools and material/parts management
■ Case-based reasoning/real-time technician knowledge management, harvesting and access
■ Reverse logistics and depot repair
■ A console to administer mobile app permissions and configure workflow and forms
■ Service sourcing, onboarding and subcontractor enablement
■ Social enablement to connect technicians, customers and back-office personnel
■ Integration with knowledge management to aid the sharing of learned expertise
■ Sales integration for quoting, opportunities management and offers
■ Project management software
■ Engineering change request management
■ Fleet management
■ Telematics capabilities, such as tracking of driver behavior
Evaluation Criteria Definitions

Ability to Execute
Product/Service: Core goods and services offered by the vendor for the defined market. This
includes current product/service capabilities, quality, feature sets, skills and so on, whether
offered natively or through OEM agreements/partnerships as defined in the market definition and
detailed in the subcriteria.
Overall Viability: Viability includes an assessment of the overall organization's financial health, the
financial and practical success of the business unit, and the likelihood that the individual business
unit will continue investing in the product, will continue offering the product and will advance the
state of the art within the organization's portfolio of products.
Sales Execution/Pricing: The vendor's capabilities in all presales activities and the structure that
supports them. This includes deal management, pricing and negotiation, presales support, and the
overall effectiveness of the sales channel.
Market Responsiveness/Record: Ability to respond, change direction, be flexible and achieve

competitive success as opportunities develop, competitors act, customer needs evolve and
market dynamics change. This criterion also considers the vendor's history of responsiveness.
Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver
the organization's message to influence the market, promote the brand and business, increase
awareness of the products, and establish a positive identification with the product/brand and
organization in the minds of buyers. This "mind share" can be driven by a combination of publicity,
promotional initiatives, thought leadership, word of mouth and sales activities.
Customer Experience: Relationships, products and services/programs that enable clients to be

successful with the products evaluated. Specifically, this includes the ways customers receive
technical support or account support. This can also include ancillary tools, customer support
programs (and the quality thereof), availability of user groups, service-level agreements and so on.
Operations: The ability of the organization to meet its goals and commitments. Factors include
the quality of the organizational structure, including skills, experiences, programs, systems and
other vehicles that enable the organization to operate effectively and efficiently on an ongoing
basis.
Completeness of Vision
Market Understanding: Ability of the vendor to understand buyers' wants and needs and to
translate those into products and services. Vendors that show the highest degree of vision listen
to and understand buyers' wants and needs, and can shape or enhance those with their added
vision.
Marketing Strategy: A clear, differentiated set of messages consistently communicated

throughout the organization and externalized through the website, advertising, customer programs
and positioning statements.
Sales Strategy: The strategy for selling products that uses the appropriate network of direct and
indirect sales, marketing, service, and communication affiliates that extend the scope and depth
of market reach, skills, expertise, technologies, services and the customer base.
Offering (Product) Strategy: The vendor's approach to product development and delivery that
emphasizes differentiation, functionality, methodology and feature sets as they map to current
and future requirements.
Business Model: The soundness and logic of the vendor's underlying business proposition.
Vertical/Industry Strategy: The vendor's strategy to direct resources, skills and offerings to meet
the specific needs of individual market segments, including vertical markets.
Innovation: Direct, related, complementary and synergistic layouts of resources, expertise or

capital for investment, consolidation, defensive or pre-emptive purposes.
Geographic Strategy: The vendor's strategy to direct resources, skills and offerings to meet the
specific needs of geographies outside the "home" or native geography, either directly or through
partners, channels and subsidiaries as appropriate for that geography and market.
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Gartner Reprint 11/3/21, 11:09 AM

Licensed for Distribution

Magic Quadrant for Field Service

By Jim Robinson, Naved Rashid

Vendors’ positions in this Magic Quadrant reﬂect clients’ expectations in areas

FSM technologies must:

■ Manage additional operations: They should handle installed equipment management,

maintenance agreement management, maintenance plans, subcontractor management,

Figure 1: Magic Quadrant for Field Service Management

Source: Gartner (August 2021)

Vendor Strengths and Cautions

■ Cost: Accruent’s proﬁtability (despite lower-than-average prices) and implementation templates

GEOCONCEPT’s Opti-Time product is focused on forecasting and scheduling optimization, but

■ Innovation: GMS-funded benchmarking has shown the company’s schedule optimization to be

ServiceMax’s customers tend to be industrial equipment and medical device manufacturers,

■ Market responsiveness: ServiceMax has a long track record of innovation in response to

■ Industry template configurations and integrations: ServiceNow has no prebuilt integration

■ Subcontractor ecosystems: ServicePower has comprehensive functionality to support the

Vendors Added and Dropped

Inclusion and Exclusion Criteria

Market Presence and Momentum

Additionally, each vendor had to provide evidence of:

■ Alternatively, a vendor could satisfy the revenue traction requirement by providing:

■ Conﬁrmation of revenue growth of at least 20%, year over year.

■ Demand management and customer experience

■ Work planning and scheduling

■ Technician enablement and multiexperience support

■ Work order debrieﬁng

■ Analytics and proforma invoicing

■ Management of agreements, subcontractors and operations

■ Market awareness: Recognition by the market, as evidenced by regular appearances on the

■ Market following: Thought leadership, adopted by customers in live operations, communicated

■ Onboard professional services capacity: Sufﬁcient professional services to fulﬁll customer

through OEM agreements/partnerships.

Market Responsiveness/Record: Ability to respond, be nimble and achieve competitive success

Customer Experience: Relationships, products and services/programs that enable clients to be

Table 1: Ability to Execute Evaluation Criteria

Evaluation Criteria Weighting

Product or Service High

Overall Viability Medium

Sales Execution/Pricing High

Market Responsiveness/Record Medium

Marketing Execution High

Customer Experience High

Source: Gartner (August 2021)

Market Understanding: Ability of a vendor to understand buyers’ requirements and to translate

Marketing Strategy: A clear, differentiated set of messages consistently communicated

Innovation: Direct, related, complementary and synergistic layouts of resources, expertise or

Depth of partnerships should be visible through joint implementations, integration certiﬁcation,

Table 2: Completeness of Vision Evaluation Criteria

Evaluation Criteria Weighting

Market Understanding High

Marketing Strategy Medium

Sales Strategy Medium

Offering (Product) Strategy High

Business Model Medium

Vertical/Industry Strategy Medium