The Old Man’s Approach to Sales Strategy for Private Network Industry
In the past, salespeople played a crucial role in identifying opportunities and contributing to product development. This approach ensured a solid roadmap and a planned budget for product advancements. As an example, the deployment of 2G base stations transformed data communication into a necessity, followed by the transition to 3G systems to meet the demands of mobile data access. Presently, our focus is on 4G and 5G technologies, demonstrating a well-defined and sustainable business trajectory.
However, the landscape has evolved significantly. Today, the “start-up” owners who are actually young software developers are taking the lead, resulting in an impatient and somewhat chaotic sales policy. It is akin to a sharply dressed individual sprinting through the bustling streets of Manhattan, clutching a multitude of documents. What is his route? What will left in his hands upon arrival?
Is this chaos a consequence of fiercely competitive conditions? Competition for what, exactly? Emptying out investors' pockets with glamorous business plans and flashy presentations?
Of course, investors need to develop their perspective too. How can they believe that someone who has never irrigated a cotton field under scorching Sun can produce a technology that will “revolutionize” the agriculture? Or how can someone who has never smelled coal produce a “perfect” solution in heavy industry? Non-Sense...
Ultimately undermining the essence of the business. As a result, one part of the world dreams of effortless profits through artificial intelligence investments, while the other half fears job loss. This is not business; it is a nightmare!
For a business to thrive sustainably, it must be built on a foundation of deep moral understanding. A morally conscious businessperson should strive to increase employment opportunities, while concurrently producing solutions that significantly improve the lives of customers and enhance profitability over the long term.
Therefore, the question arises: What kind of strategy should we adopt to develop our business in the telecommunications field?
To foster growth in the private 4G/5G business sector, we must depart from traditional technology sales strategies. Our role no longer revolves around selling antennas or radios. Over the years, we have evolved into solution providers for mobile network operators (MNOs), offering comprehensive solutions and deploying thousands of base stations. We have encountered numerous challenges, from rooftop installations to remote mountain sites that seemed inaccessible to others. However, the times have changed. With the advent of 4G and 5G technologies, we now have thousands of potential customers.
Yet, there lies a challenge: these potential customers are unaware that they can benefit from our services.
The issue stems from our continued focus on MNOs. Although collaborating with MNOs is relatively straightforward due to their familiarity with the technology and existing procurement practices, we have yet to tap into the vast market of businesses that could greatly benefit from private 4G/5G solutions. Consequently, the private 4G/5G business sector has not experienced the desired growth.
So, why can't we reach these businesses?
The reason is simple: businesses outside the MNO realm have little interest in the technical details of our offerings, such as antenna types, radio power, or core network capacity. Whether it is 4G, WiFi, or 5G is inconsequential to them. Their primary concern is achieving cost stability by maintaining control over their operations. Whether they accomplish this through traditional means or by adopting innovative technologies is immaterial.
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In the telecommunications infrastructure industry, a small number of companies dominate the global market, with only four major players serving over 90% of the industry. Given their limited presence, these companies are understandably occupied. Furthermore, service providers utilizing their products have become highly specialized, mirroring the expertise of these manufacturers. Consequently, when vendors approach long-standing customers, minimal effort is required to promote their products. In the past, MNOs relied on vendors for guidance, purchasing their offerings and relying on the vendors to implement them. However, the dynamics have changed, and MNO managers and engineers now proactively contact vendors to specify their requirements. In essence, vendors no longer need to dedicate extensive time to business development activities.
However, the private network sector primarily revolves around businesses in various industries. For example, approaching a mining company and discussing 5G antennas or radio technologies would hold little significance to them. In this domain, the installation of 4G or 5G is not an end in itself; it is a means to an end. The crucial question becomes: what will this tool, this technological solution, bring to businesses?
Ultimately, businesses aim to maintain control over their operations and manage costs effectively. They seek transparency regarding annual expenses, both in terms of timing and amounts. Unexpected costs can place significant strain on a business, extending beyond financial losses and undermining confidence in their capabilities and future investments.
Therefore, for businesses to flourish, they must possess a comprehensive understanding of their operational costs well in advance. Developing a five-year plan shifts the focus from cost magnitude to cost management and control. This control empowers businesses to foster growth, seize opportunities confidently, and cultivate an environment conducive to success.
As technology professionals, how can we contribute to businesses in this capacity?
First and foremost, we must acknowledge that our role extends beyond providing technological solutions. We are enablers of growth and efficiency. To benefit businesses, we must focus on offering holistic solutions tailored to their specific needs. This requires understanding their operational intricacies, pain points, and long-term goals.
Furthermore, we should prioritize cost predictability and transparency. By developing pricing models and service agreements that offer clarity and stability, we can alleviate the burden of unforeseen expenses. Businesses need assurance that their investment in technology will yield predictable returns and facilitate better financial planning.
Additionally, we can provide consultation and guidance to businesses, helping them navigate the complex landscape of telecommunication infrastructure. By sharing our knowledge and expertise, we empower them to make informed decisions that align with their strategic objectives.
Moreover, fostering innovation and adaptability is crucial. Technology is ever-evolving, and businesses must stay ahead of the curve to remain competitive. As technology professionals, we should keep businesses informed about the latest advancements and collaborate with them to explore how these innovations can drive their growth and operational efficiency.
Ultimately, our aim should be to become trusted partners to businesses. By consistently delivering value, demonstrating reliability, and focusing on their unique requirements, we can forge enduring relationships that transcend the mere provision of technology. Through our collective efforts, we can help businesses anticipate costs, optimize operations, and cultivate an environment conducive to their long-term success.