The InfoComm 100 has become an annual institution and a must-have invitation. This year's think tank took place in Portland, Oregon and the discussion topic was the convergence of AV and IT. The general consensus was that convergence had come and gone, but there were a variety of perspectives as to what it left behind. My own point of view is that our business landscape has been changed dramatically by both convergence and a new economic reality. I pecked away at my iPad throughout the event so I have a running order stream of consciousness record of the ideas and comments that interested me. Here's a few of those thoughts:
Noted futurist, author, and speaker
Daniel Burrus was the opening keynote and he immediately chided our room full of executives for being too busy to be truly strategic. I have to agree. A majority of the industry folks I talk to feel that strategic thinking is a frivolous activity compared to "real life" problems of shrinking margins and stagnant growth. My takeaway? Too many business leaders are waiting out the economy for a return to business as usual. Mr. Burrus continued by explaining the difference between hard and soft trends. In short, hard trends are linear and soft trends are cyclical. He suggested that it would be a big mistake for anyone to view current economic trends as part of a cycle. The world has changed and so too, will successful business models.
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Mark Valenti of The Sextant Group (left) and Andrew Milne of Tidebreak Inc (center) woek up the crowd with cutting edge technology trends.
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If our businesses will change, then what about those of our clients? When was the last time you asked your best client how this new economy will affect his or her business? Relationships with suppliers? Needs for infrastructure? My notes say,
"If we don't understand our client's business we won't earn the trust needed for a collaborative relationship. And we certainly can't innovate solutions that will meet their needs and expectations." One topic touched on in discussion groups was the idea of leasing integrated environments to clients in lieu of selling the equipment to them. This is nothing new; many integrators dabbled with this in the 90's. However, today's business climate is ripe for a model that would limit the customer's risk in adopting cutting-edge technology that could be obsolete before the project is completely finished (not to mention reducing their capital exposure). Who is listening closely enough to the buyer to sniff out the solution to this opportunity?
Which brings me to another interesting note: "
Do we need to redefine finished? Is IT's job ever done? No! Is an AV install ever done? Yes! This is why AV appears transactional." AV integrators are project-oriented and focused on sign-off, completeness, and walking away from the finished project. Even our service contracts are designed to engage once the install is complete. Is the project-centric sale and installation of eccentric equipment that is then turned over to the customer -
what the customer actually wants? Or do we follow this model because it meets our own expectations as equipment dealers that employ installation crews? No wonder we can't get a seat at the table in the early stages of a project. AV won't be there after the job is done either.
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Duffy Wilbert with InfoComm (far left) moderated a panel of business consultants: Kit Lisle, Acclaro Growth Partners; Bill Sharer, Exxel Management and Marketing; and Tom Stimson, The Stimson Group.
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David Nour was the second keynote speaker. He is well-known for trademarking Relationship Economics, the quantifiable value of business relationships. While he was funny and engaging, I had only one major takeaway: Mr Nour quipped that Americans are the only culture that forms business relationships
after business is conducted. The rest of the world forms relationships that lead to doing business. This may explain why so many of the companies I speak with struggle with defining and executing business development strategies. Too many folks think biz dev is a sales function: chasing orders from customers you haven't met yet. Maybe trust should come first?
The closing session of the InfoComm 100 put three business consultants in the hot seat. For two days, guest speakers and industry experts said the same thing over and over again.
The key to survival is innovation. Our little team of consultants were supposed to send folks home knowing how to do just that. One thing that I believe we agreed upon was that (save for a few companies represented in the room) most AV integrators lack the Sales acumen to embrace and sell truly innovative strategies. In my opinion, our sales force is decidedly 20th century with little hope of moving beyond the transactional sales methodologies handed down over two generations. Mr Burrus made a brilliant observation on day one: this is the first era in human history in which four distinct generations are in the workforce together. That is a linear trend we cannot ignore it. He asked, "Are you combining those talents?" If our Gen X and Gen Y employees don't force us to change, maybe our Next-Gen customers will.
If you have thoughts or comments from your
InfoComm 100 experience, please
share them and I will post next month.