No enterprise can exist for itself alone. It ministers to some great need, it performs some great service, not for itself, but for others.Calvin Coolidge
One of the great disciplines of being a niche provider of telco services is that we’re forced to be very strategic in working out who we target, engage with and ultimately, serve.
We start by targeting only those organisations within key industry verticals that are directly aligned to our smarter, healthier and safer vision. A shared vision for a better Australia is a great foundation for a strong and sustainable relationship.
Our attention then turns to how the company is positioned in the market – leader, challenger or follower.
Followers we leave alone. They play the game to survive. They spend money on services as opposed to investing in them. That’s not what excites us.
Leaders we engage, but with a high degree of caution. We’re mindful of the comfort many of these big boys feel with the ‘razzmatazz’ of the incumbent telcos and their general aversion to change.
It’s the challengers we like. Challengers understand that the comfort with status quo is the ‘Achilles heel’ of market leaders. They have the drive of the leaders plus an uncommon willingness to innovate, change and invest in ICT that enables their strategic objectives and business success.