Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Navigating to the Future: 
The Annual Pulse Check and 
Action Plan for Small and 
Medium Business in Australia & 
New Zeal...
Webinar Panel 
Melissa Apte 
Senior Marketing Manager 
Salesforce 
Jeff Downs 
CEO 
RedBack Conferencing 
Joshua Tanchel 
...
Webinar Overview 
• Salesforce commissioned Deloitte to prepare the first of a series of annual reports 
about the changin...
SMB Action Plan 
Quality & Customer Service 
SMBs can lift quality and customer service even 
higher by focusing on doing ...
How are SMBs competing? 
The quality of goods 
Great customer service 
Competitive prices 
An efficient workforce 
Product...
Lift quality & customer service 
even higher 
• Focusing on doing something great and very high quality. 
• Start from the...
Redback Conferencing 
Making Distance Obsolete 
SMBs need to avoid 
commoditised services and 
differentiate 
Redback Conf...
SMB’s cutomers can experience 
significant churn 
Small to medium sized businesses 
(i.e. up to 200 employees) 
Consumer o...
Make efficient sales and broaden 
marketing 
• Reassess the processes involved in selling to new customers (including webs...
Cloud and data analytics are the 
next big digital trends 
Mobile devices, 
including 
smartphones, 
tablets and mobile 
a...
Digital tools to help you get ahead 
of the curve 
• Consider cloud services for business functions including sales, IT, f...
War for talent 
Recruiting the right talent 
Increasing productivity 
Competitive pricing 
Improving quality 
Adapting to ...
Attracting and retaining talent 
• Consider new ways of finding and recruiting new employees including social media and on...
Planning and profitability 
% of SMBs 
90% 
80% 
70% 
60% 
50% 
40% 
30% 
20% 
10% 
0% 
39 
56 
62 
83 83 
33 
27 25 
19 
...
Build business agility 
• Have a flexible corporate plan. Constantly review market segments and 
identify weaknesses; 
• H...
Final Report 
The final “Navigating the Future (2014)” will be emailed to all 
registed participants. 
Alternatively, an o...
Research Methodology and 
Sources consulted 
Background research 
• Desktop research of existing SMB publications and stat...
This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or the...
Upcoming SlideShare
Loading in …5
×

Navigating to the Future: The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand

4,117 views

Published on

Based on research by Deloitte Access Economics commissioned by Salesforce, this Action Plan presents 5 steps for business owners and managers to respond to the changing competitive landscape and shifts in digital technology. Find out how your business can succeed with these practical tips from insights into Quality & Customer Service, Cloud & Data, Building Business Agility, Sales & Marketing and Attracting & Retaining Talent.

http://www.salesforce.com/au

Published in: Technology
  • Be the first to comment

Navigating to the Future: The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand

  1. 1. Navigating to the Future: The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand Salesforce November 2014
  2. 2. Webinar Panel Melissa Apte Senior Marketing Manager Salesforce Jeff Downs CEO RedBack Conferencing Joshua Tanchel Partner Deloitte Private John O’Mahony Director Deloitte Access Economics II Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  3. 3. Webinar Overview • Salesforce commissioned Deloitte to prepare the first of a series of annual reports about the changing landscape for middle market SMBs; • Deloitte Access Economics have produced a Pulse Check of changing conditions for SMBs – the competitive landscape, digital technologies, and the aspirations and planning of SMB owners and managers; and • Deloitte Private have assisted in producing an Action Plan for SMBs to succeed in Navigating to the Future. 1 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  4. 4. SMB Action Plan Quality & Customer Service SMBs can lift quality and customer service even higher by focusing on doing something really well, improving sourcing, rapidly refining products based on customer feedback, and using the best channels to communicate. Cloud & Data Cloud services for business functions including sales, IT, finance and accounting, HR and general business management can be cheaper and provide more information about the business that can better inform decisions. By using data analytics - the next big trend on the horizon - it can challenge the instincts of business managers so they are better informed. Sales & Marketing SMBs can make sales more efficiently by reassessing their sales cycle, offering free trials, reducing friction points. Online channels can offer superior ways to reach new markets. It’s also important for more mature SMBs to avoiding complacency on customer satisfaction. Building Business Agility Business agility is particularly important for SMBs, as businesses in the sector often have a narrow focus in the market and rely on a small number of customers for their revenue. Strategies like a flexible corporate plan, reviewing market performance, having real time information about the business and releasing products and services as soon as they are viable can increase a business’s agility. Attracting & Retaining Talent Social media and online services can be a cost effective way of reducing on-boarding time and costs. Alongside traditional engagement tools such as recognising personal objectives of staff and offering training and variety, flexible ways of working and access to new digital tools can also lift employee satisfaction. 2 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  5. 5. How are SMBs competing? The quality of goods Great customer service Competitive prices An efficient workforce Product differentiation-niche goods Better marketing and sales strategy Catering to changing market demand Internal operational efficiency The use of technology Proprietary supply chain 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 13.7% 12.3% 11.5% 6.0% 7.9% 6.7% 8.1% 7.7% 5.4% Question: Which of the above are most important to the success of your organisation? (multiple selection) 20.8% Two years ago Now 3 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  6. 6. Lift quality & customer service even higher • Focusing on doing something great and very high quality. • Start from the source. A great starting point to improving quality is sourcing better; inputs material. • Refine products based on customer feedback. • Reconsider your channels to interact with customers. 4 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  7. 7. Redback Conferencing Making Distance Obsolete SMBs need to avoid commoditised services and differentiate Redback Conferencing is a teleconferencing and online events business founded in 2007. It expects to host 1200 events this year. According to Redback Conferencing CEO Jeff Downs SMBs need to avoid commoditised services and differentiate. That is why Redback is moving from standard teleconferencing to providing a high quality events service. “Don’t try to be a biggest guy in the market, but try to be biggest guy in the room.” There were early struggles to get services to market in the first 18 months. The next step for the business required a ‘leap of faith’. “Business owners have to stop working IN the business and start working ON the business, empowering employees.” Building employee engagement is very important for success, especially in SMBs. Hiring for cultural fit, not just skills, is a good strategy. Also important are offering an attractive working environment, and recognising that employees have their own aspirations for the business and their personal lives. 5 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  8. 8. SMB’s cutomers can experience significant churn Small to medium sized businesses (i.e. up to 200 employees) Consumer or households Large corporate businesses (i.e. more than 200 employees) Government departments, agencies or organisations 50% 26% 15% 5% Question: What is the largest share of your customer base? • Half of the customers in the SMB sector are SMBs themselves. • There are approximately 300,000 new SMB businesses each year, and a similar amount of business cease to operate (RBA, 2012, 0-199 employees). 6 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  9. 9. Make efficient sales and broaden marketing • Reassess the processes involved in selling to new customers (including websites and mobile apps) – when they understand the value proposition, how they are contacted. • Recognise that it usually cheaper to maintain customers than find new ones, so keep an eye on existing customer satisfaction levels. • Broader markets exist beyond immediate locales, and can be reached more cheaply through online channels. 7 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  10. 10. Cloud and data analytics are the next big digital trends Mobile devices, including smartphones, tablets and mobile apps Social networks such as Facebook or Twitter Internet, including websites and search engines advertising etc. Data analytics and Data visualisation Machine to machine technology Two years ago Now Two years from now 1 2 3 4 5 6 7 8 Question: Which of the above digital trend do you believe most affecting your business? • SMBs are increasingly influenced by different types of technology. • Internet, Mobile and Cloud are the top 3 Influences. • Most noticeably, cloud has increased its importance from 8th to 3rd. Cloud computing and Cloud-based tools such as salesforce or google docs Wearable technology Teleworking 8 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  11. 11. Digital tools to help you get ahead of the curve • Consider cloud services for business functions including sales, IT, finance and account-ing, HR and general business management. Do not see cloud as simply an opportunity to reduce costs, but also provide more information about the business that can better inform decisions. • Data analytics strategies can range from basic spreadsheet analysis, to harvesting online and mobile data to better design services for customers. Data offers a way of challenging and testing the ‘instincts’ of business managers. 9 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  12. 12. War for talent Recruiting the right talent Increasing productivity Competitive pricing Improving quality Adapting to technology Increasing market reach Diversifying product or services Improving supply chain Diversifying revenue Acquiring other businesses 15% 20% 25% 30% 35% 40% 38% 36% 34% 34% 30% 28% 27% 22% 20% 20% Question: Which of the following do you believe are most important to the growth of your organisation? (multiple selection) • Business believe future growth is more likely to come from recruiting the right talent and increasing in productivity. • Separately, they cite accessing skilled labour as the number one issue facing their business. 10 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  13. 13. Attracting and retaining talent • Consider new ways of finding and recruiting new employees including social media and online services. This can be a cost-effective way of reducing on-boarding time and costs. • Improve employee engagement by offering staff flexible ways of working, including allowing bring your own device, use of the internet/social media for work tasks and telework. • Beyond perks and pay, development opportunities are a very important staff motivator – offer-ing job rotations, formal training, and variety of work or collaboration opportunities can also build staff loyalty. • Recognise that staff have personal objectives outside of work – value them, such as through appropriate time off or flexibility policies, and celebrating employees’ personal achievements. 11 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  14. 14. Planning and profitability % of SMBs 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 39 56 62 83 83 33 27 25 19 7 13 19 24 9 4 Don’t have a plan Current financial year One to three years Three to five years More than five years Increased profit No change Reduced profit 12 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  15. 15. Build business agility • Have a flexible corporate plan. Constantly review market segments and identify weaknesses; • Have scalable systems that can respond quickly to ups and downs; and • Minimum viable product. Have the processes to enable informed but timely decisions. 13 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  16. 16. Final Report The final “Navigating the Future (2014)” will be emailed to all registed participants. Alternatively, an online version will be available for download next week at: www.deloitte.com.au www.salesforce.com/au 14 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  17. 17. Research Methodology and Sources consulted Background research • Desktop research of existing SMB publications and statistics • Informing overall project scope and survey design. Survey • Deloitte designed the survey in conjunction with Salesforce • Stancombe Research and Planning carried out the fielding to 502 SMB owners/managers across Australia and New Zealand • Survey fielded between 4th Sept 2014 and 16th Sept 2014 • 31 questions in total covering 19 industries. Consultations • Individual consultation was conducted with three middle market Australian companies including Revelian, Cohen Handler and Redback Conferencing. Sources • Australian Bureau of Statistics, 8167.0 Selected Characteristics of Australian Business • Australian Bureau of Statistics, 8219.0 Business Use of Information Technology • ACMA (2014), Communications report 2012 – 13 series: Report 1 – Australian SMEs in the digital economy • Australian Taxation Office (2010), Understanding the Small and Medium Enterprise Market • CPA Australia (2013), The CPA Australia Asia-Pacific Small Business Survey 2013 • Deloitte Access Economics (2013), The Connected Small Business • Deloitte Access Economics (2013), Digital Disruption: Short Fuse, Big Bang? • Feng et al (2012), Customer orientation for decreasing time-to-market of new products: IT implementation as a complementary asset. Industrial Marketing Management, 41, 929-939. • RBA (2012) Small business: an economic overview • Telstra (2007), SME trends and achievements • Telstra (2007), Australia’s future and the challenge for SMEs • Telstra Business, Back to business survey series (2009 – 2011) • Salesforce (2013), Secrets to Business Growth: Tips from 3 successful entrepreneurs • Sensis, e-Business report series (2012 – 2013) • Yellow pages (2013), Yellow social media report 15 Navigating to the Future The Annual Pulse Check and Action Plan for Small and Medium Business in Australia & New Zealand
  18. 18. This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication. General use restriction This report is prepared for Salesforce. This report is not intended to and should not be used or relied upon by anyone else and we accept no duty of care to any other person or entity. The report has been prepared for the purpose set out in our Standard Form of Agreement dated August 2014. You should not refer to or use our name or the advice for any other purpose. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/au/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte has in the region of 200,000 professionals, all committed to becoming the standard of excellence. About Deloitte Australia In Australia, the member firm is the Australian partnership of Deloitte Touche Tohmatsu. As one of Australia’s leading professional services firms, Deloitte Touche Tohmatsu and its affiliates provide audit, tax, consulting, and financial advisory services through approximately 6,000 people across the country. Focused on the creation of value and growth, and known as an employer of choice for innovative human resources programs, we are dedicated to helping our clients and our people excel. For more information, please visit Deloitte’s web site at www.deloitte.com.au. Liability limited by a scheme approved under Professional Standards Legislation. Member of Deloitte Touche Tohmatsu Limited © 2014 Deloitte Touche Tohmatsu. MCBD_Hyd_10/14_50881

×