Consulting for Business Infrastructure

Consulting for Business Infrastructure

It is rare for any single document to contain a map of an entire business infrastructure.

The foundation of our Consulting is aimed at evaluating your operations in terms of an Integrated model, and in this we are going to call it you business infrastructure.

In addition to your Business Plan and Marketing Model, your Infrastructure is keyed to day-to-day operations experienced within your physical resources as well as business assets at all levels of operation; it includes any non-trivial software used to connect those locations, products, or services, online assets, and remote assets such as (leased or owned) datacenters, hosts and servers or networks.

We provide strategies to integrate your day-to-day operations and customize workflows. Benefits tied to specific technical gains are possible, as well as those features existing in your current operations and their capability to produce under new circumstances.

Our services are useful for marketing automation, online sell-through campaigns, and Total Systems Integration, with paperless office conversions as well as automation solutions for web and administration, and ease of customer maintenance as by-products.

We deliver blueprints and a strategic guide that is tailored for your business goals, a prospective view of your market during the next 3 years, a discussion about your current market position and your current strategies, and then we will present our metrics.

Systems Integration Old and New

The Systems Integration approach introduced here is not quite typical and it is going to require some context to understand if you are not thoroughly technical.

Systems Integration is not a new concept, but it’s making headlines as Big Business players now turn towards “sustainable” models of infrastructure.

Unfortunately, there aren’t many vendors offering Enterprise Services at Small-business and Micro-business scale.

Systems Integration is happening because the Modular Systems approach is over-specialized, and it is collapsing under conditions of growth and complexity- which ironically is at least partly a result of their phenomenal success in the market. Yet, this has exposed a flaw in its capability of handling shifting scope. With the advent of the App, everyone advertises that they plans for scale, but what happens in the real-world is a shift in scope.

What happened: The Appification of the Web

Apps, and the “Appification” of the web suffers under complexity, customization options (including branding) and even ordinary growth trigger conflicts of ownership, and these limit scope of services.

Using multiple services without Integration means that operations become more fragmented, and the result of this system (again, particularly when it is successful and begins to grow)- more fragmentation means that in actual operation there is communication issue built right into the model…

I’ve always loved the language of software systems providers who state something like

“Avoid the pitfalls of…”. As if when driving towards an abrupt cliff there’s going to be an avoidance of total system breakdown.

Call it what you will, by the time “it” happens, it’s too late.

This is where fundamentals show a difference in the Architect, not necessarily the components.

Concept: Integration with selective Modularization

Since 2010 our concept of handling a specific but broad problem has resulted in the offering of a single platform of integrated services with some modularized components.

The process of customization of infrastructure that you own is a process of Integration, and if you follow this process in serving your business and marketing model, you will gain control of your market position.

Too Many Boxes, not enough checks

In addition to communicating your Brands, delivery of your products and services to your clients is just as important as sales and marketing. Would you agree with that?

Your business model may not live on a single piece of paper somewhere- but your business works a certain way, your sales and advertising and your online presence works a certain way. These things- or lack of these things- all become part of the customer experience.

Serving content on a regular basis is needed to promote growth but also to prevent stagnation with viable clients.

This is to say that specialized systems will need to be changed, and ultimately it is to your advantage to invest in ownership and stabilizing at least the most business-critical segments of their market, and the support systems required with them.

Ownership in the Digital Age

Ownership seems insignificant compared to the expense of digital asset management.

It is almost expected that some agency or 3rd Party will manage the technicalities of business, because everything online seems best managed at a corporate level. But it is a mistake to outsource the ownership of your own business infrastructure.

It is this idea of endless fragmentation of a system which quickly informs the needs of your business; fast-forward 18 months and you will have either spent time and money and other resources mitigating yet another phase of growth, and splitting again; or being able to reinvest in your platform and own your next phase of growth.

This is the idea of ownership vs. renting pure and simple, but it is effective when you begin doing more and modeling your content delivery systems, tending to automated marketing, and developing your passive income streams.

Your Infrastructure

Ownership of your business infrastructure ultimately includes ownership of software and hardware used to operate and accommodate your workflow.

Using your infrastructure you will build and develop sales systems, and you will engage marketing strategies using your client base. You will actively obtain new leads and you will cull stale leads.

It allows your production staff (even if that’s just you) to develop your next market, and continue to serve existing clients. Except for physical products or services, your infrastructure will include complete or partial online market segments, educational material and their management systems, and advanced client communication through continuity programs, drip-fed content, or other automated campaigns.

Leasing Vs. Owning Infrastructure

If you manage your infrastructure on Google Docs, or Microsoft Exchange you are really outsourcing the ownership of your infrastructure.

Even though you believe you are entitled to own your “content” if you do not own the system that generates the content, then in all likelihood you don’t actually own your content. And people continue to provide Facebook with all kinds of images. This used to be a lot more trouble when systems were proprietary (think Betamax format), but now we are very conveniently succored into negotiating the ownership of our business services by trading the ownership of the infrastructure.

In some cases leasing vs. owning makes sense, if your infrastructure is developed in the cloud and you create self-sufficient core systems. These core systems will offer the local integration (implementation) of services.

As services change, new services can be updated. Also, your client base may contain advantages, offering the opportunity to explore new services.