Are you resisting change that could help with improving a business process automation portion of your operations?
Brent: One of the issues, particularly with this guy with the buckets and pipelines, is they’ve been carrying buckets very effectively and very profitably for a long time. But they dont see that theyre throwing their work out consistently. They’re making a lot of money by creating a marketing campaign, sending it out and making a whole bunch of money.
But they’re not seeing that the seventy-seven percent of their income that they’re making from this means they have to reinvent the wheel every year to make money out of this. They’re not seeing that they’re doing it in two promotions, why cant they be doing it in six promotions that happen on a calendar that happen on a repeating cycle throughout the year? Then you have a particular time when youre focusing on one aspect of the product and another time when you focus on another aspect of the product. Then you keep on selling in different ways on a repeating basis throughout the year.
I guess they’ve become victims of their success in that example. I cant blame them for having achieved a huge amount of success and not really realising it. You have to argue to get people to systemise or automate a lot of this work. They realise, what we’ve been doing is great and we’ve got commitments around it as well.
That client I showed you at the start, the upshot of that argument or that discussion, was we can either carry your buckets or we can build you pipelines. In the end, they said, lets carry buckets in the short term. They did’nt want to actually build the pipeline in the short term. They had all these commitments to promote other peoples products and they could’nt work on their core business, at least for the next three or four months after that.