[TechAssist] Re: NSA
- From: "LeRoy Westlund" <llw@xxxxxxxxxx>
- To: <techassist@xxxxxxxxxxxxx>
- Date: Thu, 5 May 2005 22:52:09 -0600
Thanks, Perry.
Isn't it amazing,.. that ONE name seems to come up MORE often then any
others ?
(Randy Whitehead @ Service West,...headquartered in Salt Lake City.)
There's your man !
The other names mentioned are simply puppets of his.
I leave the rest up to YOU !
;-)
LLW
LeRoy Westlund
Westlund TV & Electronics
97 North Main " I forgot,..to remember,..
Centerfield, UT 84622-0087 to forget "
Ph./Fax 435-528-3822
mailto:LLW@xxxxxxxxxx
-----Original Message-----
From: Electric Medic <info@xxxxxxxxxxxxxxxxx>
To: techassist@xxxxxxxxxxxxx <techassist@xxxxxxxxxxxxx>
Date: Thursday, May 05, 2005 2:59 PM
Subject: [TechAssist] Re: NSA
>National Service Alliance:
>Friend or Foe to Independent Service?
>
>National Service Alliance (NSA). A consortium that brings smiles of
>contentment to some, and raging fury to others. What is it? How does it –
or
>might it – affect you in the service business?... By Wallace Harrison
>
>We hope to answer those questions for the many people who have been seeking
>more information on this topic. But, before we can talk about what NSA is,
>we will first have to explain how – and why – it came about.
>
>A LEGACY SET IN STONE
>Immediately after an enterprising cave dweller invented the wheel, three
new
>industries were born: (1) wheel manufacturers; (2) wheel re-sellers; and
(3)
>wheel servicers. Not long after that, each industry segment more than
likely
>tried to increase its level of profitability at the expense of the others.
>And within each segment, the entrepreneurs looked for ways to gain a
>competitive advantage to either help ensure its survival, or increase its
>level of prosperity. The wheel had to be built progressively more round,
>wider, stronger, with more features. The price had to come down to allow Og
>to outsell Groof, and get more people to buy more wheels. And once the
>wheels were sold, someone had to grind the rough edges, patch the holes and
>cracks, and help consumers attach them to their various carts or barrows.
>The segments had to find ways to work together while fiercely competing,
>both inter-industry, and intra-industry. Some of that Neanderthal mindset
is
>alive and well today.
>
>The electronics industry of today is far removed from the birth of the
>wheel. It is also far removed from the electronics industry of fifty,
>twenty – or even ten – years ago. With the evolution of the industry, the
>battle for business survival and profitability – among and between
>manufacturers, retailers, and servicers – becomes more intense each year.
>
>THE BATTLE OF THE TITANS
>Manufacturers battle each other over brand image, market share, product
>price points, service cost containment, and other issues affecting their
>profitability. Retailers battle each other over roughly the same issues.
>However, where once upon a time, manufacturers could dictate terms and
>prices to retailers, that is no longer the case. The growth of
>mega-retailers and their clout with consumers, and their intense
competition
>with each other, means their demands for the lowest possible price point
>will be heeded, if not by that manufacturer, then by the next. This
>competition among manufacturers also fuels their extensive efforts to
>minimize the costs of in-warranty service.
>
>Caught in the middle (or out on the exploding fringe) of this phenomenon,
is
>the independent service community. Also enter into this equation the
>realization of the long-sought-after national service company, and it
>becomes obvious that the pressures on independent service are tremendous.
>
>WHITHER NATIONAL SERVICE?
>Better than half a century ago, the first lasting national trade
association
>was formed to enhance the lot of radio and television servicers. But the
>fierce independence of those in the industry, and even of those who saw
>value in association, kept it from realizing its promising
>potential...Continued on next page
>
>The associations could never attract anywhere near even 10% of the eligible
>professionals. Many of those who did join were subject to perpetual
>infighting. Factions broke off to form new "national" associations, which
>further diminished the industry’s effectiveness.
>
>The National Electronics Service Dealers’ Association (NESDA) is the oldest
>and arguably the most successful of these organizations. It and the others
>provide numerous avenues for members to work together and gain professional
>self-improvement. But it, too, is limited in what it can do for individual
>member-businesses.
>
>These limitations provided an incentive for some of the largest and most
>successful of the independent service companies to band together in
>different kinds of groups. Most often, their purpose was to obtain
knowledge
>and gain concessions they couldn’t get from within the existing trade
>associations. They sought group purchasing advantages or exclusive product
>lines, petitioned for favorable warranty business, bargained for discounts,
>and pushed for better warranty reimbursement rates and amenities that might
>not have been available to the average independent.
>
>One of these groups of servicers was called "The Dirty Dozen" (TDD). Over
>time, TDD matured and expanded to accommodate changing business conditions
>(and eliminated the parameters of being merely a dozen). In the mid-1980s,
>it became the Service Advisory Group (SAG), and included several members of
>the existing national associations, including NESDA. It was a prestigious,
>self-help group that allegedly did not seek and would not accept special
>favors from manufacturers or distributors. This group found advantage in
>discussing industry issues and trends, as well as sharing their own
>"confidential" management and financial information.
>
>In the meantime, numerous companies (including some manufacturers, and
>eventually, some servicers) tried to create a lasting all-brand national
>service company. Some of these were: RCA, Philips, Tronics 2000, Montgomery
>Ward, Sears, etc. In 1998, some NESDA members, including NESDA’s
>then-president Randy Whitehead CSM, set up a far-reaching group, Service
>Express International. None of them succeeded to any great degree. In 1999,
>Gerry McCann CET/CSM/EHF, a NESDA member from Metairie LA, tried to
>institute an alliance of independent servicers, the NESDA World Service
>Network, through NESDA. This failed too, partly because NESDA had no
ability
>to sign national service support contracts or establish collective
>bargaining.
>
>In 2002, NESDA launched another well-intentioned program to serve the
>industry: NESDA/FieldPower. Three manufacturers invested substantial sums
of
>money to develop software to provide independents with an on-line
>service-call scheduling and dispatching system. This was developed from a
>program already used by MCI to enhance its customer service capabilities.
>Among other benefits, this program would: (1) directly schedule repairs by
>manufacturers and warranty centers; (2) provide real-time comprehensive
>reporting of work status and accounting activity; and (3) import and export
>data automatically without any special software. (Servicers with their own
>software would have had the expense of writing import/export routines for
>their in-house software.) This was an innovative program that some say
could
>have been the basis for a comprehensive nationwide service information
>system. However, it failed to succeed because it was not sufficiently
>embraced by the servicers, nor supported adequately by enough
>manufacturers...
>
>WHY NSA?
>Even though some manufacturers’ service personnel remained solidly behind
>independent service, many weren’t getting what they thought they needed in
>the way of quality service, or timely service information. While most
>service companies were both competent and honest, far too many were
>incompetent, dishonest, and provided lousy customer service. Many others
>were simply mired in "business as usual," being unable or unwilling to
>modernize, or serve modern consumer needs.
>
>Many of the manufacturers felt they needed an alternative. And they were
>being courted by the latest incarnation of national service; conglomerate
>companies that were promising much of the alternative methods the
>manufacturers and retailers desired. These were nationally oriented
>companies like A&E, Decision One, IBM, Rent-A-Center, Rent Way, and UPS.
>(Allegedly, at least one of these companies was disparaging the overall
>independent industry as being dishonest and incompetent.)
>
>According to Lane Norman CSM (Atlanta GA), one of the attractions of these
>national companies is the ability to aggregate all data throughout the
>service experience; from service request to repaired-product delivery.
>Critical information is at the finger tips (or mouse click) of the
>manufacturer or retailer during the repair process. They no longer have to
>wait for the after-service report. Manufacturers want to know that a
>consumer’s service request is promptly attended to, if a particular part
>shows a pattern of premature failure, or if consumers are having
>connectivity problems with a particular model, etc. That information serves
>them better if they can get it the day of the repair process, rather than
>days or weeks after the repair is complete.
>
>Gradually, according to Randy Whitehead, president and CEO of NSA, the
>independent servicers have already lost a sizeable chunk of warranty
>business. Many manufacturers have already stopped, or are in the process of
>ceasing the production of CRT-equipped TV sets. This includes Sony,
Hitachi,
>Mitsubishi, and Toshiba. Within a few years, many of the major brands will
>even stop making plasma-screen sets in favor of LCD. The carry-in market
>(small TVs, VCRs, DVDs, component music systems, boom boxes, etc.) has
dried
>up to the extent that many independents are already out of the picture.
>These units, when out-of-warranty, are being replaced rather than repaired.
>Even Circuit City, which at one time had 37 service centers, now has
>difficulty keeping technicians busy at five depots. Some manufacturers have
>started the process of phasing independents out of board-level repair, with
>this business going to large computer repair companies.
>
>For example, Sony uses Decision One for its laptop and computer repair.
Sony
>is currently doing a pilot service program with both Decision One and
>Qualxserve on their Grand Wega and Plasma sets. Samsung has done a trial
>with Decision One. InFocus, a major projector manufacturer, uses UPS for
>their repair. IBM has assumed the functions of Philips' service division,
>including the repair of all Philips products. Major retailers, including
>Circuit City, were also looking in the direction of a single national
entity
>for repair service.
>
>MEETING A CHALLENGE
>One member of SAG relates that, at one of their meetings on March 29, 2004,
>in San Diego, some key manufacturers’ representatives implored them to
>create an alternative to the big national service companies. Otherwise,
they
>said, they would also be forced to throw their lot with those groups which
>were hotly pursuing them.
>
>In May, 2004, not willing to accept the alternative, the bulk of the
members
>of SAG formed the National Service Alliance (NSA). It is incorporated in
the
>state of Delaware, with its headquarters in Salt Lake City UT.
>
>WHAT IS NSA?
>In an advertisement to recruit technicians that appeared on the Internet in
>January 2005, the company claimed to be: "a consortium of the premier
>independent repair facilities across the U.S." It claims to need
technicians
>"in every major city in the U.S." – from Boston to Los Angeles, and from
>Portland OR to Miami FL. It also informs that it "has a national contract
>with one of the largest electronic retailers to repair television products
>from more than 600 (out of approximately 620) of its stores nationwide."
>(That retailer is Circuit City.)
>
>Our information indicated that there are now 18 shareholders who have put
up
>substantial sums of money to get the program off the ground. Most of these
>are present or former movers and shakers within NESDA (including several
>past presidents).
>
>The Board of Directors of NSA consists of the following officers: President
>and CEO, Randy Whitehead, Service West, Salt Lake City UT; Vice President,
>Charles Chappell, United Radio, Syracuse NY; Secretary, Gerry McCann,
McCann
>Electronics, Metairie LA; and Treasurer, Chuck Masa, Electra-Sound Inc.,
>Parma OH. Additional members of the board are: Brian Weisner, AVRC,
>Kernersville NC; Jeff Manning, Sharper Video, Portland OR, Lane Norman,
>Norman’s Electronics Inc., Chamblee GA, and John Spiridakis, Advisory TV,
>New York City.
>
>According to Lane Norman (one of those past presidents), a portion of the
>seed money went to develop software and interfaces for the most commonly
>used business management systems. They have successfully linked popular
>software packages, such as SoftServ, CDA, and Servicing Systems, that are
>used by other servicers. One of the eventual results is that customers,
>including manufacturers, and retailers, can go to a website and immediately
>determine the status of their product. These clients also have the ability
>to access the NSA website to retrieve information in the format they
desire.
>
>Gerry McCann outlines the purpose of NSA as "to study, offer, negotiate,
>standardize, establish common MIS technology, and organize the service of
>member servicing companies and their associated contractors." He also says
>the plan is to "develop and establish programs with manufacturers,
>retailers, third-party administrators, and others." He adds that, "Further
>development is intended to expand toward a network of servicers with equal
>commitment to satisfying the needs of the consumer electronics
marketplace."
>
>According to some key NSA participants, the funding by investors into the
>creation of NSA is many times the manufacturers’ investment in NESDA’s
>FieldPower. They also claim that the engine for scheduling, product
>tracking, and reporting is ten times stronger than that used in FieldPower.
>Nevertheless, the NSA founders have tried to make this venture valuable to
>NESDA as well. They encourage their shareholders and participating service
>centers ("associates") to be members of NESDA. They also must be – or be
>prepared to become – a Certified Service Center (which requires both
>management and technician certification).
>
>BASIC REQUIREMENTS
>The contract that "Authorized Service Providers" (ASP) must sign include
the
>following provisions: (1) use only industry standard parts; (2) provide the
>highest quality customer service; (3) maintain clean, orderly, and sanitary
>premises and vehicles; (4) achieve Certified Service Center status within
>one year (with encouragement to be or become a NESDA member); (5) comply
>with all pertinent laws; (6) guarantee the repair (and labor on the entire
>unit) for an agreed-upon duration: (7) accept referred resolution of
>unserviceable units; (8) assume total responsibility for possessed
products;
>(9) honor extended warranties at a predetermined rate; (10) submit to
random
>quality control inspections; (11) transmit to NSA a monthly management and
>performance report for each client relationship; (12) pay NSA 3% of
>applicable billed labor; (13) carry a million dollar-plus general liability
>insurance policy, and add "additional insured" as required; (14) submit
>daily status reports on all NSA-related repairs to NSA FTP; etc. Agreements
>are for one year unless terminated "as per agreement."
>
>Another requirement is that those without one of the requisite service
>management software, must obtain it (at up to $4,000) in order to collect
>and transmit the requisite data.
>
>Each investor will cover their respective (exclusive) service area using a
>combination of resources. This will include sub-contracting with other
>independent servicers to cover areas outside the NSA member’s normal
service
>territory.
>
>Of course, some sub-contractors (such as small servicers who fill coverage
>gaps in rural or outlying areas) could not, and will not be expected to
meet
>all of these requirements. However, the ASP is ultimately responsible for
>all aspects of service it performs or sub-contracts. Therefore, the ASP
will
>be careful who it selects, and what type of criteria it establishes for
>sub-contractors.HOW DOES NSA WORK? NSA negotiates a contract with a client.
>In theory, this would be either a manufacturer, service contract company,
or
>mass retailer. (In practice, at this time, NSA’s only national client is
the
>retailer, Circuit City.) The service center then gets together with that
>client to personalize the transaction, and determine the client’s service
>needs, and logistics.
>
>Units are picked up on an agreed-upon schedule. When they arrive at the
>service depot, the units are logged into the ASP computer system. This
data,
>and subsequent repair information, is automatically forwarded (through an
>interface) to the NSA server. There, it is consolidated with data from all
>ASPs. In-warranty units are billed to the applicable manufacturer, while
>non-warranty merchandise is repaired up to an agreed-upon cost limit.
>
>If an estimate approval is needed, the service center puts the service
order
>in an estimated status in his own computer system and indicates the dollar
>amount of the estimate. Their computer transfers this estimate data to the
>NSA server where it is then presented to the client on the website. The
>client reviews each estimate on the website and clicks the appropriate box
>to indicate if the estimate is approved, declined, or if more information
is
>needed.
>
>The website then immediately sends an email to the respective service
center
>to inform them of the decision. (A text file can also be sent to the
service
>center if their computer is capable of importing the authorization number
>and estimate-approval information.) The estimate submittal and approval
>notification process is totally automated.
>
>On the day prior to delivery, the NSA server automatically notifies the
>client. The ASP prepares a manifest, and returns the repaired units to the
>client.
>
>At any point, 24/7, the client can inspect this data, and extrapolate
>whatever information the company needs: stock availability, repair part
>needs, failure trends, repaired-product availability, etc. In the case of a
>nationwide chain (such as, say, Circuit City), national headquarters can
get
>information on all of its stores serviced by NSA associates that day (or
any
>day). Each individual store can view only the information applicable to
>them.
>
>After the units are returned, the ASP bills the manufacturer or client
>directly. All billing to an NSA client, like Circuit City, is automatically
>exported through the website and validated before it is submitted. Circuit
>City uses the NSA website to approve all claims for payment according to
>their own pre-programmed business rules. Rejections are automatically sent
>by email to the servicer for notification. The servicer goes to the website
>to correct any incorrect data and resubmits the claim for payment. Most
>potential clients have indicated a preference for the automated claims
>processing and payment option. However, according to Mr. Whitehead, they
may
>request a consolidated file that contains their claims from all NSA
members.
>The ASP is then responsible for forwarding the applicable
>transaction/administration fees (3% of labor) to NSA. (Some of these
>procedures may change in the future.)
>
>NESDA President Brian Gibson CET of Wellesley MA, reported that Gerry
McCann
>outlined the purpose of NSA’s business model to the NESDA Board of
Directors
>in August 2004. He said that NSA intends to negotiate national contracts,
>including a national or regional rate structure, along with performance
>metrics with the manufacturers. NSA also plans to develop programs such as
>call scheduling, enhanced service billing, and reporting with
manufacturers,
>retailers, and extended warranty providers, utilizing advanced
>computerization.
>
>In the works are such additional features as allowing participating
>servicers to share generic information, permitting consumers to schedule
>their own service calls with the ASP, and more.
>
>NESDA’S POSITION
>By NESDA President, Brian Gibson CET, owner Elite Media Solutions,
Wellesley
>MA (This is condensed from an article that appeared in NESDA’s ProService
>Magazine.) At the 2004 NESDA convention in Nashville, industry figures made
>two separate significant presentations to the NESDA Board of Directors.
>
>The first was by representatives of Philips Consumer Electronics Co., Wayne
>Nichols and Ken Goins. They related that IBM was assuming the customer
>relations, parts distribution, and service administration functions of
>Philips’ entire service division. It is anticipated that board-level repair
>of their products will replace current component-level repairs for
>in-warranty service within the next few years.
>
>The second presentation was by Gerry McCann of the National Service
>Alliance. He explained what NSA is, the reason for its creation, and its
>potential impact on the NESDA membership.
>
>NESDA’s position on national service has not wavered. We still believe that
>the independent service network is the best way to provide warranty and
>extended warranty service to the entire country.
>
>If Philips’ conversion to IBM includes the use of independent service
>networks, then we could mutually benefit. However, if IBM intends to use
>independents only in the short term merely for their component-level
skills,
>then completely take over in-home service once board-level repairs becomes
>the norm, then everyone will lose. Consumers, especially, will lose when
>they are deprived of service options when the warranty expires.
>
>NSA’s efforts to secure a national contract seems more encouraging for
>independents than those of other national entities. Presumably, some of us
>will be included, albeit as sub-contractors.
>
>As always, the devil will be in the details. We find it troubling that the
>criteria mandates that membership in a clique is more important than
>competency. Some superior service centers may be harmfully left out due to
>their geographic relationship to an NSA investor. Also, the task of
covering
>the entire country seems daunting and implausible.
>
>Many manufacturers have expressed staunch support of NESDA and independent
>service. However, it seems that some manufacturers have been disingenuous.
>Several years ago, we were told that better times were coming. When the
new,
>expensive products arrived, they said, the service of these high-tech
>products, like HDTV, would bring increased profitability. We were advised
to
>increase the proficiency of our technicians, and to invest in new, modern
>(and expensive) test equipment.
>
>Now that these new products are here, we hear a different tune. Some are
>suggesting that we no longer need technically knowledgeable technicians
>because no great technical expertise is required to swap boards.
>Coincidentally, they say, since high-salaried technicians are no longer
>needed, we have to reduce our rates.
>
>NESDA realizes that the actual repair of new products may be less costly.
>However, the complex technologies, and the likelihood the sets will be
>interconnected with other devices, requires additional technical skills,
>such as networking and computer repairs. It also requires extensive
>customer-relations skills. So, it’s NESDA’s position that we still need
>highly skilled technicians to meet the complex challenges of the future.
>
>NSA, and the Philips/IBM partnership – and the unrealistic expectations of
>some manufacturers – top the list of our challenges. We feel we can meet
>those challenges. as we always have.
>
>THE BOTTOM LINE
>Obviously, this isn’t a plan that everyone can fit into. Many servicers can
’
>t qualify for this, just as they couldn’t qualify for a Certified Service
>Company or NESDA World Service Network designation. Some who could qualify,
>won’t want to submit to the kind of rules and scrutiny that NSA requires.
>Some won’t like being "naked," with real-time information readily available
>on-line.
>
>Now, procrastinating servicers will lose the ability to gain time by
falsely
>blaming others (such as claiming that "the part is on order" when it isn’
t).
>Some of the smaller companies will not wish – while some cannot afford – to
>invest up to several thousands of dollars in a compatible management
>software program..
>
>A portion of the servicers feel that NSA is another unfair structure that
>the smaller independents have to compete with, or is an abandonment of the
>all-for-one philosophy that NESDA and the other trade associations embody.
>Some feel that the requirements drain whatever profits there might be,
>rendering any increase in business worthless, while leaving them scant time
>to care for their current customer base. There’s also the fear by some that
>NSA will take some of their existing service business (such as with Circuit
>City), and award it to an NSA investor. And others are assured that such a
>national consortium is doomed to failure like all the predecessors.
>
>COMMENTS, PRO & CON: Following are comments from some of the people in each
>camp: those who are for it, or believe it’s the way to go; and those who
are
>agin it, or feel it can’t succeed.
>
>PRO: THE WAY OF THE FUTURE…. KEEPING OPPORTUNITY ALIVE
>By Randy Whitehead CSM, President/CEO, National Service Alliance, Salt Lake
>City UT:
>
>One thing that helps put this issue into perspective is projecting what it
>will mean to independents and the industry two to four years into the
>future. We all know in-shop repairs are going away. That means independents
>will be doing only in-home repairs.
>
>There are two types of in-home repairs: component-level repairs, and
>board-level repairs. The major manufacturers have said that most in-home
>componen- level repairs will disappear within three years as traditional
>analog-CRT televisions are phased out. HDTV has accelerated this change
>because High Definition sets are based on digital technology which
>incorporates circuitry that is small and difficult to repair to the
>component level. Some time ago, manufacturers recognized the service
>challenge posed by HDTV. They have moved to a board-level repair model that
>makes it easier to repair a set in a timely manner for the customer. This
>trend is not new, and soon all sets will be board-level repair.
>
>Knowing that the future of service will be in-home board-level repair, this
>major threat to independent service becomes obvious. More and more
>manufacturers are choosing to outsource board-level repairs to the large
>national computer repair companies. This would leave nothing for most
>independents to do. Some could remain in business for a couple of years
>living off the diminishing scraps of component-level repairs. However, that
>avenue will eventually evaporate completely.
>
>If independent service doesn't provide a viable and competitive alternative
>to the large national computer repair companies, then independent
>electronics repair becomes a "buggy whip" industry. It will be doomed to
dry
>up and disappear.
>
>NSA was formed in response to that threat. Its mission is to become the
>absolute best solution in the industry. It is a strong and competitive
>offering that can turn the tide. It can allow independents to retain their
>position as the premier providers of electronics repair in the industry.
>
>It is important to remember that the NSA service model is to create a
>nationwide network for on-site service. All NSA service providers will be
>connected by May 2005. Then, a manufacturer, retailer or extended service
>company can schedule service calls on-line any where in the country.
On-line
>service call scheduling, dispatching and complete tracking of repair status
>is what sets NSA apart. It is what national accounts are begging for. It is
>what will enable independents to compete against the national computer
>service companies that don't have the technical expertise that we do.
>
>PART OF THE SOLUTION
>By William Sims CSM, Owner Bayard Electronics, Dallas TX; NESDA Region 4
>Director; Past President, Texas Electronics Association
>
>I have consistently tried to alert my fellow members of NESDA and the
>independent service industry to the growing threat from the
non-independent,
>national service companies. These are aggressive entities, and if they are
>successful, will leave you, me, and all of NESDA out in the cold. They have
>put intense pressure on the manufacturers to move the service of their
>products to them, and away from the independents who have served the
>manufacturers and consumers so well for so many years. NESDA was warned
that
>such changes, if not properly responded to, would put an end to our
>profession as we know it. Like the warnings of icebergs sent to the
Titanic,
>my warnings were not well-received. In the spring of 2004, the threat
became
>more urgent and more ominous.
>
>A group of us in another association decided to create a nationally
oriented
>service organization of our own. This was partly because NESDA had not, and
>actually could not, create such an organization. Our rationale was that by
>doing this, we might retain most of this service work for us and many other
>independents.
>
>As we held discussions with manufacturers, we perceived that many of them
>preferred to continue dealing with progressive independent servicers like
>you and me. But we knew that things were going to change fast, and we had
to
>move quickly to succeed.
>
>The formation of NSA is now history, and I am proud to be a part of the
>forward-looking stockholders and other participants. I am still a "little
>guy," trying to stay in business and represent your interests as a member
of
>the NESDA board of directors. And believe it or not, the founders of NSA
are
>still concerned about, and are working for the benefit of the independent
>electronics industry.
>
>CON: A MISGUIDED PLAN….TOO MANY QUESTIONS
>By Al Moses CET; Owner, Al’s TV Service Center, Dover DE; President
>VPEA/Chairman Mid-Atlantic Conference There are three main thoughts that
>persist about this NSA venture:
>
>(1) If Circuit City could not survive financially doing their own service,
>why does NSA think they can? RCA, Philips, and Sony are among many who have
>tried to compete against independents with all-brand national service, and
>they all failed.
>
>(2) The only people I can envision this program working for are those who
>are just starting a service business. In that case, you can afford to give
>your devoted attention to the record keeping and financial demands of the
>NSA group. If you are already established in business,
>
>and are taking care of the manufacturers and customers who have helped put
>you where you are today, it’s a different matter. You can’t afford to give
>your current clientele any less attention or you are sure to fail.
>
>(3): Even if you were to join this NSA group, there is a major concern.
>There are no guarantees that Circuit City and/or the NSA group is going to
>be around in two or three years. How will you then satisfy your
investments,
>and who will pay your invoices for the work already accomplished. I would
>personally rather take my chances in the stock market.
>
>With or without NSA as a contender, I expect to be servicing my contented
>customers many more years.
>
>MFRS. WILL KEEP CONTROL
>By John Eubanks CET/EHF, Owner, Quality TV, Jacksonville FL; Editor FESA
>Watts Current; NESDA Immediate Past President; ISCET Treasurer
>
>NSA has a pact between them and Circuit City to repair their stock
>merchandise nationally. To me, this is the very worst form of service.
>That's because every store tries to claim that all their defective stock
>sets are in-warranty. They do this even when consumers have registered
those
>products with the manufacturer before they are returned to the store. That
>always causes extra work and/or delay for payment.
>
>I am neither pro or con towards this venture. I view it as a good-sounding
>idea that isn't going any further than such schemes have in the past. And
>there’s very good reason for that. Manufacturers never have and never will
>allow external forces the kind of control this will create. Others would
>then have too much influence over their options. They are not going to
paint
>themselves into any service corner.
>
>This arrangement might appeal to "bean counters," but the novelty will soon
>wear off and prove to be an overall unwise choice. Then they will all march
>in their own directions, and to their own bands.
>
>INDEPENDENTS OUT OF BUSINESS
>By Al Leatherman, Al’s TV, Mine Hill NJ
>
>If NSA succeeds, the manufacturers will feel that their problems are
solved.
>However, everybody else will have to fold their businesses and either
retire
>or go to work for the big guys. But those companies will cut the less
>productive employees, while they operate without competition. That is,
until
>the manufacturers put NSA (or other national company) out of business.
>Remember, once you shut your doors for a length of time, you most likely
>could not get your business going again.
>
>The only real concern I have about NSA is the possibility of them upsetting
>or siphoning off support from the manufacturers. That could be detrimental
>to NESDA, as we depend on the manufacturers for service support, technical
>training, and financial aid for the annual convention. Without that
support,
>NESDA would have to hold NPSC in a tent at the Fair Grounds.
>
>COSTLY LONG-DISTANCE SERVICE
>By R. Daniel Champion CSM/CET, Electronics Specialists CSC, Lansing MI
>
>National all-brand service? We have witnessed many failures at this concept
>in the past. What I’d like to know is how they approach servicing the small
>towns, rural areas, and places that require travel in excess of 20 miles.
>Our company is getting increasing requests to take care of consumers with
>in-warranty products in such areas.
>
>But, I am saying "no" to servicing any in-warranty product that involves
>travel of 60 miles for an intermittent shut-off problem.
>
>The business costs are huge for long-distance service, and most
>manufacturers don’t want to assume this cost themselves. (Out-of-warranty,
>we can collect the reasonable extra costs from the customer.) So, does NSA
>plan to service only the large metro areas and leave the boondocks up for
>grabs?
>
>VAINLY RAIDING TECHNICIANS
>By Anthony and Linda Falvo, Anthony’s TV & VCR Repair, Utica NY
>
>One of the NSA elite in our area, has been contacting the smaller service
>centers. They ask the owner/tech to shut down his business and go to work
>for them. They are also actively soliciting technicians from our
businesses.
>They should realize there are no good techs left to steal. Their dream of
>100% coverage will never happen.
>
>AUTHOR’S NOTE:
>When I started this article, it was because there seemed to be a great deal
>of apprehension and unanswered questions on the part of many servicers.
>There was also a great lack of specific information. While the subject was
>bandied about extensively on the NESDA e-mail chat forum, NESDAnet, even
>there the pertinent facts were confusingly mixed with non-facts and even
>some paranoid conjecture.
>
>We attacked the topic without any preconceived notions. We sought truth –
>and some worthy opinions – without any desire to either witch-hunt or
>whitewash. We contacted some people, on both sides of the equation, who
>either would not talk openly, or who seemed less than candid in their
>responses. Others, including those whose opinions are printed on these
>pages, displayed both unique frankness, and a passionate concern for their
>industry. (Some of those came not from direct interviews, but from opinions
>published on NESDAnet. In those cases, we requested permission to publish
>their edited comments.)
>
>The primary source of this information, however, were some of the people
who
>are heavily involved with NSA. I was pleasantly surprised at the degree of
>openness and candor I encountered. Gerry McCann, Lane Norman, and NSA
>President Randy Whitehead did not take offense at any questions, even the
>hard ones (well, maybe one), and freely cooperated in helping me arrive at
a
>factual presentation.
>
>I have no idea whether this venture will ultimately be judged fair or foul
>to the industry, or whether it will even succeed. But, unlike some previous
>ventures, this one is not currently cloaked in a lot of secrecy. An open
>book, and the light of truth, are good things.
>
>
>-----Original Message-----
>From: techassist-bounce@xxxxxxxxxxxxx
>[mailto:techassist-bounce@xxxxxxxxxxxxx]On Behalf Of Jim Myers
>Sent: Thursday, May 05, 2005 4:36 PM
>To: techassist@xxxxxxxxxxxxx
>Subject: [TechAssist] Re: NSA
>
>
>I tried, unable to find anything. Can you lead me through it? I really
>would like to see it.
>
>
>********************************
>Since 1972 *
>Jim Myers *
>Telrad Electronics *
>Fort Wayne Indiana *
>********************************
>
>
>J Silverman wrote:
>> As far as UPS goes, just go to their web site and click on the link to
>their
>> Supply Chain Systems division, where they will give you examples of the
>many
>> products that they provide exclusive service on. The SCS division has a
>> gross of about 3 billion dollars a year.
>> Jerry Silverman
>> Greentron Inc
>> 4 Newland Ave
>> Greenville SC 29609
>> Fax/Phone 864 232 3889
>> mail to: greentron@xxxxxxx
>> ----- Original Message -----
>> From: "Jim Myers" <jr.myers@xxxxxxxxxxx>
>> To: <techassist@xxxxxxxxxxxxx>
>> Sent: Thursday, May 05, 2005 2:35 PM
>> Subject: [TechAssist] Re: NSA
>>
>>
>>
>>>This list is the only place I have ever heard of NSA. I have had a few
>>>follow up jobs after someplace called Decision One screwed things up,
>>>another NSA? And I thought they were a mortgage company! Then we have
>>>UPS as a competitor? I have not found any way to verify that but again I
>>>heard it on this list only.
>>>I think "We have seen the enemy and he is US"
>>>
>>>
>>>********************************
>>>Since 1972 *
>>>Jim Myers *
>>>Telrad Electronics *
>>>Fort Wayne Indiana *
>>>********************************
>>>
>>>
>>>Jim Myers wrote:
>>>
>>>>Maybe change the subject line then?
>>>>
>>>>
>>>>********************************
>>>>Since 1972 *
>>>>Jim Myers *
>>>>Telrad Electronics *
>>>>Fort Wayne Indiana *
>>>>********************************
>>>>
>>>>
>>>>LeRoy Westlund wrote:
>>>>
>>>>
>>>>>I have nothing against Keyprestiege.
>>>>>I am trying to effectivly change the subject to NSA.
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