With the current volatile business climate, the rules have changed in developing win-win relationships between client and vendor. Creative solutions are not enough. High quality customer service is not enough. To insure effective client relationship management, active strategic partnerships make all the difference in the bottom line of both entities. Businesses that position their services as extended resources to clients makes all the difference in how long a relationship will last.
Emoshuns.com recently engaged NetTECH to provide technology consulting services. Although Emoshuns.com is a startup organization with a very unique business model, NetTECH's 10 year business relationship with its Founder, Frank Mannarino, positioned us as technology vendor of choice. Frank's vision and business savvy has established him with a solid track record for success in other organizations. Since Frank "walks the walk" with his ability to deftly combine relationship management and extended team resources, Emoshuns.com and NetTECH look forward to a very successful strategic partnership.
Taking an active interest in a client's business success makes all the difference between ordinary and extraordinary results through "active" strategic partnerships . Under promise and over deliver.
Thursday, September 07, 2006
Monday, March 13, 2006
Snippets by iTechSpeak March 11, 2006
Update on the latest technology happenings this past week, from NetTECH consultants assigned to our strategic partner blog site iTechSpeak.
Saturday, March 04, 2006
Snippets by iTechSpeak - March 4, 2006
Update on the latest technology happenings this past week, from NetTECH consultants assigned to our strategic partner blog site iTechSpeak.
Saturday, February 25, 2006
Communication Makes or Breaks
This past week we started a new project, which involves 4 different companies on both sides of the Atlantic Ocean. We have a small, but important role of a very large information technology implementation project. NetTECH has been hired to manage and implement a migration strategy from Microsoft Exchange to IBM Lotus Notes/Domino.
It has been very impressive seeing the professional, succinct and thoughtful communication by all members on the team. The flurry of 40-50 follow up emails, right after a couple of very productive conference calls, insured everyone was on the same page. At the bottom of his conference call reminders, the project manager writes "so no balls get dropped". It strikes me as a powerful statement. Effective communication can make or break the success of any organization.
A project of this magnitude epitomizes effective communication, with obvious professional consideration being given to include team members who are 6 hours ahead of team members in the Eastern United States.
It is equally important to insure the end users of computer technology are included in system implementation communications. Getting "buy in" from end users is directly proportional to the perceived success of any technology implementation. The earlier end users are included in communications, the less teeth gnashing will occur at the desktop level. This is especially important, when technology users have to be interrupted from their daily work, for software installations on their PC. Keeping end users in the communication loop also facilitates better understanding from them, when system outages occur.
It has been very impressive seeing the professional, succinct and thoughtful communication by all members on the team. The flurry of 40-50 follow up emails, right after a couple of very productive conference calls, insured everyone was on the same page. At the bottom of his conference call reminders, the project manager writes "so no balls get dropped". It strikes me as a powerful statement. Effective communication can make or break the success of any organization.
A project of this magnitude epitomizes effective communication, with obvious professional consideration being given to include team members who are 6 hours ahead of team members in the Eastern United States.
It is equally important to insure the end users of computer technology are included in system implementation communications. Getting "buy in" from end users is directly proportional to the perceived success of any technology implementation. The earlier end users are included in communications, the less teeth gnashing will occur at the desktop level. This is especially important, when technology users have to be interrupted from their daily work, for software installations on their PC. Keeping end users in the communication loop also facilitates better understanding from them, when system outages occur.
Saturday, February 18, 2006
Track-It! Upgrade a Success
This past week our team successfully upgraded an installation of Track-It! version 6.5 to 7.0 for a client. Over the last couple of years we have run the helpdesk for this client, using Track-It!. The Crystal Reports program bundled with Track-It!, by Business Objects, has had senior management going gaga in keeping their finger on the pulse of the bottom line with the cost of providing IT helpdesk services to 2,000+ international computer users.
The beauty of the upgrade was watching Track-It! 7.0 migrate version 6.5 data (i.e. users, technicians, work orders etc.), in a seamless fashion. The icing on the cake was being able to push the client technician and agent manager down to the staff desktops. This dramatically cut down on time previoulsy required to visit PC desktops.
With more clients requesting implementations of Track-It!, we will be requiring some of our consultants to acquire Track-It! administrator certification.
The beauty of the upgrade was watching Track-It! 7.0 migrate version 6.5 data (i.e. users, technicians, work orders etc.), in a seamless fashion. The icing on the cake was being able to push the client technician and agent manager down to the staff desktops. This dramatically cut down on time previoulsy required to visit PC desktops.
With more clients requesting implementations of Track-It!, we will be requiring some of our consultants to acquire Track-It! administrator certification.
Thursday, February 09, 2006
MICROSOFT vs SYMANTEC
Written and Reported by:
LA Reid, Senior NetTECH Consultant
The fans are really going to get their monies worth, though no one has predicted an early knockout. The smart money is on Microsoft over powering Symantec in the late rounds, after what is anticipated to be a fierce battle of wills.
This fight is scheduled for 12 rounds of boxing under the rules of the unified boxing committee.
Rule Number One: Everything Goes
Scoring will be conducted by: Well, everyone.
Round one beings with Microsoft delivering a punishing assault. Symantec’s back is up against the ropes and appears unprepared for the blistering beating it's taking this early in the bout.
LA Reid, Senior NetTECH Consultant
The fans are really going to get their monies worth, though no one has predicted an early knockout. The smart money is on Microsoft over powering Symantec in the late rounds, after what is anticipated to be a fierce battle of wills.
This fight is scheduled for 12 rounds of boxing under the rules of the unified boxing committee.
Rule Number One: Everything Goes
Scoring will be conducted by: Well, everyone.
Round one beings with Microsoft delivering a punishing assault. Symantec’s back is up against the ropes and appears unprepared for the blistering beating it's taking this early in the bout.
Wednesday, February 08, 2006
Vendors are Strategic Partners
Wikipedia appears to give a thorough definition of strategic partnership. Part of the definition says it's an alliance between 2 parties to create a specialized new product. The word "product" brings to mind something tangible we can touch. Service can also be considered a product.
Vendors can be considered strategic partners, if they add that extra touch of excellence to their services. This means going above and beyond what may be called for in the "scope of work". Similar to a personal relationship, it's the little things that add value.
In a Inc.com article "Choosing Partners that Really Partner" by Lisa H. Buksbaum, she writes "Once you've done the right analysis, ponder the following questions: What's your gut feeling about the partner you're considering? Is there synergy? Is there a natural fit in terms of values, integrity, and personality? Do your potential partners "get it"? That is, do they have a solid understanding of your objectives and goals, and are they genuinely excited about joining forces for an alliance?"
Successful consulting companies understand each client is a potential referral to several new business opportunities. This minimizes sales and marketing costs. As a vendor, they want their client to consider each entity as a strategic partner.
Becoming a strategic partner is very easy and costs almost nothing. To be valued as a strategic partner, the questions to be answered are :
1. Does the vendor's actions throughout a project show a "vested" interest in a long term relationship?
Vendor staff who use the pronouns "we" "us" and "ours" usually perpetuate more team spirit throughout the organization.
2. Does the vendor go the extra mile in continuously presenting low cost, high impact solutions to business problems?
Vendors putting out their hand to be paid for every little suggestion or solution won't last long as strategic partners.
3. Does the vendor stay connected (phone calls, emails, newsletters etc) long after a project is over?
This is usually an excellent acid test of how much a vendor is really a strategic partner.
4. Does the vendor present themselves as a resource extension to the particular department that engages their services? Even a temporary placement agency that has temp staff in a mailroom, is providing resources that augment that department's effectiveness. The same holds true for consulting companies.
5. Does the vendor leverage or refer their network of vendors, partners or clients to help a current client solve unrelated business problems?
A resource referral provides more trust and value in any relationship. This provides clients with the best bang for their dollar. Referrals save the client time and money. This proves a serious committment for a long term relationship, even if the vendor does not benefit financially.
Vendors can be considered strategic partners, if they add that extra touch of excellence to their services. This means going above and beyond what may be called for in the "scope of work". Similar to a personal relationship, it's the little things that add value.
In a Inc.com article "Choosing Partners that Really Partner" by Lisa H. Buksbaum, she writes "Once you've done the right analysis, ponder the following questions: What's your gut feeling about the partner you're considering? Is there synergy? Is there a natural fit in terms of values, integrity, and personality? Do your potential partners "get it"? That is, do they have a solid understanding of your objectives and goals, and are they genuinely excited about joining forces for an alliance?"
Successful consulting companies understand each client is a potential referral to several new business opportunities. This minimizes sales and marketing costs. As a vendor, they want their client to consider each entity as a strategic partner.
Becoming a strategic partner is very easy and costs almost nothing. To be valued as a strategic partner, the questions to be answered are :
1. Does the vendor's actions throughout a project show a "vested" interest in a long term relationship?
Vendor staff who use the pronouns "we" "us" and "ours" usually perpetuate more team spirit throughout the organization.
2. Does the vendor go the extra mile in continuously presenting low cost, high impact solutions to business problems?
Vendors putting out their hand to be paid for every little suggestion or solution won't last long as strategic partners.
3. Does the vendor stay connected (phone calls, emails, newsletters etc) long after a project is over?
This is usually an excellent acid test of how much a vendor is really a strategic partner.
4. Does the vendor present themselves as a resource extension to the particular department that engages their services? Even a temporary placement agency that has temp staff in a mailroom, is providing resources that augment that department's effectiveness. The same holds true for consulting companies.
5. Does the vendor leverage or refer their network of vendors, partners or clients to help a current client solve unrelated business problems?
A resource referral provides more trust and value in any relationship. This provides clients with the best bang for their dollar. Referrals save the client time and money. This proves a serious committment for a long term relationship, even if the vendor does not benefit financially.
Friday, February 03, 2006
Do Your Homework - Ask for References
Today one (1) of our team members were at a potential client's office. They were looking for a consulting company to help them implement a helpdesk system. It was a very comfortable and productive meeting. During a friendly exchange of problems and solutions we presented, the IT manager nonchalantly requested a list of references.
To us, a client asking for references is a compliment. We are leery of a client that does not ask for references. Checking references gives everyone a "warm an fuzzy" feeling.
We always provide unsolicited references. This means we do not call previous clients and business associates, in advance. There is no doubt our references will be taken aback. This approach allows potential clients to receive objective feedback on NetTECH's past performance.
Always get at least 3-5 references from any [consulting] company you are considering as a business partner.
To us, a client asking for references is a compliment. We are leery of a client that does not ask for references. Checking references gives everyone a "warm an fuzzy" feeling.
We always provide unsolicited references. This means we do not call previous clients and business associates, in advance. There is no doubt our references will be taken aback. This approach allows potential clients to receive objective feedback on NetTECH's past performance.
Always get at least 3-5 references from any [consulting] company you are considering as a business partner.
Thursday, January 05, 2006
Executive Bulletin: Sold on SOA
It's the hot technology for most large companies, but business, technical and cultural issues must be addressed for a successful SOA implementation. Get the whole story, from the big picture to the how-to-do-it details, in this Executive Bulletin.
Computerworld's Executive Bulletin, "Sold on SOA," explains why CIOs are excited about service-oriented architectures, which have the potential to reduce IT costs, improve business and IT agility, increase software asset reuse, orchestrate business processes based on reusable "services," and ultimately replace the proprietary IT integration model that proliferated in the 1990s with a lower-cost, standards-based SOA approach to enterprise integration. The report also details the challenges that CIOs face in completing a successful implementation. For example, SOA is an IT discipline that requires proper strategy and planning, a new governance model that involves the IT and business organization, a new architecture model and development process, and new technology solutions to be able to realize these potential benefits.
Read more . . .
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