Software runs my life

Tag: Business

Globalisation Crunch

Starbucks Crushed
Some would say this is the silver lining to a US economic slowdown, a clean out of global mega-companies that prevent local competitors from entering the market. Starbucks seems to be the first to suffer publicly, with an announcement to close 61 of their 84 stores in Australia. The few stores that they are keeping (for now) are listed in this PDF. Looks like they are focusing on their more profitable inner city markets in Sydney, Melbourne and Brisbane.

Some commentators have had very strong words for Starbucks, particularly Chris Berg from The Age. He wrote an article putting Starbuck’s demise down to the vibrant coffee culture already present in Australia. It seems to me that Starbucks failure is a case of producing a sub-par product, rather than any local competition. Gloria Jeans for example is just as commercialised as Starbucks and has continued to grow rapidly over the last six months, but maybe they get a bit more local help.

Hopefully we are going to see more cases where fundamentally better products prevail. One could argue that GM and Ford are heading down this path too. I am definitely not anti-american either, I would love to work in the US at some stage in my life. I am simply an engineer, so I like to think that the best product will win at the end of the day; regardless of the marketing and sales pitch surrounding it. I have been in business long enough to know this isn’t always true, but cases like this make me feel less naive and more motivated to put that extra bit of effort into everything that I produce.

The Top-Down effect

The org chart shows the culture flow

A company culture is something that is very difficult to describe, let alone create. One of the blogs I read, systematicHR, posted up an interesting response post which covers the top-down flow effect that a CEO has on company culture. I think the closing lines sum it up very nicely:

The CEO absolutely defines culture whether they intend to or not.  HR then further defines what that strategy will look like.

So what are some ways that a CEO can do this? Well I like realestate.com.au‘s approach of having a CEO blog and bi-annual company conferences where the CEO presents the company achievements, strategy and goals. Just engaging in this open communication helps create an open culture, but the real key is in the actual organisational strategy. As the post says, this strategy will directly dictate culture and will change depending on the nature of the business.

Having worked in a sales organisation almost 5 years I would say there is a very fine line between a competitive and a demoralising organisational strategy (and therefore company culture). The nature of sales people and cycles makes this line a fluctuating target. The two biggest things I believe are:

  • Consistency – client spread, discipline, sense of fairness
  • Communication – Competitive but still collaborative (teams help)

In the end I guess the key is to clearly communicate and inspire passion for what you do. People will pick this up whether it is active or passive and positive or negative. The moral of the story is be aware of your influence.

The Rise of CRM

Long’s post about talking to customers sparked my interest due to my current thesis work surrounding CRM packages. It raises a very interesting question, and that is do these companies genuinely not care or are they not capable of caring?

Company communication facesA company can only ‘appear’ to be capable of caring if it has invested in systems that ensure each customer interaction is responded to in the best possible way (for both the customer and the company). This requires a lot of business strategy planning and scripting, often using inputs such as customer surveys, psychologists, marketing managers and front line staff. Getting to know your customer clearly takes a lot of time and effort.

All this planning work is in vain however without a successful implementation. Big companies for many years have invested heavily (millions of $) in packages from SAP and Oracle.

It is only now that small and medium enterprises (SME’s) are investing in this area. This shift has mainly occurred due to 2 things, an increase in customer service quality expectations and a decrease in the implementation cost of CRM software.

To give you an idea of what CRM software is capable of I would suggest watching this demo video. It is tucked away on the Microsoft Dynamics website, but it gives an excellent overview of how a CRM system works.

Microsoft and a number of other providers are making a large scale push into the smaller end of the market. By smaller I definitely mean employee numbers, not value. In Australia the SME market actually represents 92% of businesses and 80% of total business value. As far as developing areas of IT go this is a huge one, and it brings with it a whole load of business analyst, software customisation/integration and many other job opportunities
with it.

The exciting part for me however is not that I will have a career path, but that IT is being recognised as a business driver and competitive advantage rather than a necessarily evil to support a business. The TLA‘s of CRM, SFAERP and logistics areas are leading the way in this area. One day will the CIO always
have a seat at the board table? Will IT staff be recognised and valued as revenue generators and as holders of crucial business knowledge? Sooner or later, time will tell.

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