Infinite Computer Solutions is a $42 million IT software and services company that was ranked among the seven fastest growing tech companies in North America in a poll conducted by Deloitte & Touché. Its CEO, Commodore Navin Chandra (Retd.), elaborates on what he feels are essential ingredients for doing business in a global environment

In the last few months the US IT sector has come full circle, making it swiftly but surely through a big bubble and a bust to an upswing once again. According to a recent Gartner survey, while 44 percent of respondents said that they were cutting IT spending sharply this year, their expectations from IT to increase performance levels remained undiminished. Obviously, outsourcing as a cost cutting measure would play a large role and another outsourcing movement is looming large on the horizon.

Is India ready for the exciting new opportunity?
Without doubt, the first generation of software service providers in India have done an excellent job of making India known as the preferred destination for IT services, despite the cut-throat competition from other countries. The time has come however, for the Indian brand to move beyond the point of being regarded as just a provider of cheap labour for low end work.

We, the ‘Next Generation’ of software service providers have realised that, in the past, although Indians have proved to be innovative, they have perhaps not been focused enough. Customers today are extremely discerning and the Indian USPs—a critical mass of manpower, 24x7 services, and even the much touted SEI-CMM levels are just not sufficient as differentiators any more.

Software companies with a presence overseas, over time and with enough experience of closely working with global players have come to realise that awareness levels about the ‘Big’ Indian software brands is extremely low amongst US customers. This has left the US market wide open for the ‘Next Generation’ software services providers who are not only ambitious enough to dream of filling top slots, but also savvy enough to figure out the smart way of doing business in a global scenario.

So what is this Next Generation way of doing business?
Think global, act local Rudimentary and easy, but a rule we most often forget to implement. While the business strategist can view the world as one huge global village, the man in actual contact with the customer can ill afford to do so. In the United States, or in any country for that matter, the only way of doing business is LOCAL. Local mannerisms and customs, pride and prejudices can be ignored at the risk of losing business. Having stumbled and learning the hard way in the United States, I have gleaned some nuggets of business wisdom along the way:

• Be specific, be succinct and be direct—Unfortunately, perhaps this goes against our very nature as Indians. We like to hint. We like to leave things a little vague—open ended in most instances. “We’ll get back to you soon”—which typically in the Indian context could mean an hour to a month. In the US however, this could be disastrous, as customers expect specifics. For example, we’ll get back to you by forenoon coming Monday. When we mean No, he expects us to say No and not “Maybe” or “Perhaps.”
• Deliver on your commitments—It’s a tough environment out there. We need to learn to follow up aggressively, need to learn to accept those, and I repeat, only those commitments we can definitely deliver on.
• Learn to do business on voice mail—We tend to leave inane messages: Called, will call again. Do you think anyone really wants to hear that? In a land where voice mail usage is wide spread, the person wants to know WHY you called. So say it upfront.
• Talk the local talk—Let’s face facts—the esoteric story has limited appeal. So stay strictly with local stuff. If you happen to be in South America, don’t discuss New York. Chances are you’ll know far more about it than he will. Like I said—JUST TALK LOCAL. Or talk football or baseball.

The truth of the matter is that Indian software services providers do not have sufficient senior people with decision making authority in place in the US market place. The constant need to revert back to headquarters in India even for the smallest of matters can be a major irritant to the client who needs on the spot decisions and very often—just handholding. Like a wise man once said—You need to keep the ball rolling!

CLM and not just CRM
By CLM, I mean a primarily a paradigm shift away from mere Customer Relationship management (CRM) towards Customer Loyalty Management (CLM).

A good CRM program that sets clear, measurable goals and integrates all aspects of business can prove to be an excellent blend of technology and customer centric business philosophy. Too often, however, if it fails to capture the heart of what really drives customer loyalty—customer perceptions, opinions, attitudes and evaluation of events they experience. A simple CLP needs to emphasise some things:

• Take time to listen: We believe that customer loyalty hinges on an outside-in approach. It starts by listening to customers and consulting them, so that we truly understand their needs. It is only through proactive listening that we can develop solutions, which will help them improve their efficiency.
• Set the adrenaline pumping: Only when one is totally committed to delivering superior services that provide all promised benefits together with excellent customer service, can one get truly excited about client needs. Excitement and commitment are contagious.

The customer who experiences your excitement will in turn find it easier to be excited about you. Not only will he believe you can provide the right solution for him, but he will also recommend you to others.

• Maintain the excitement: Connect frequently and reinvigorate the client—just be careful it doesn’t touch the point of harassment.
• Keep your employees happy: Yes, employees too! Only satisfied, productive and efficient employees can help a company retain customer loyalty. Employees who are not micro-managed, who know they are trusted and valued professionally exude a certain aura of assurance and commitment. Believe me, it is a tangible aura. The client can sense it.

If we want to do business with the world, we have to learn to do it their way. We have to learn to step out of our own cultural ivory tower and walk the streets of the land we want to do business in. That’s the only road to success I know of.

The author is the CEO (India Operations) & director at Infinite Computer Solutions. He can be contacted at navinch@infics.com