…It’s a marathon, not a sprint. We’re in it for the long haul.
As we head into the upcoming NPA Expo, May & June have been two of the best months Data Age has had in their 28-year history.
During the first half of 2016, the pawn software industry has experienced a lot of turmoil driving great concern around stability at the customer level. This has severely heightened the sense of the consumer. Volatility has taken their focus away from their core business and rightfully so. But that is not what a vendor is supposed to do. A vendor should make your life easier, not creating worry.
In business you have to work with many different vendors to allow you to operate your business. There are vendors who are on the perimeter of your business. By that, I mean you may have a supplier you work with occasionally, but then there are vendors who you would invite into your boardroom that really impact your business on a daily basis. Your software vendor is a part of your everyday life and livelihood. If your software vendor isn’t worthy of being invited into your boardroom, you have a problem.
Data Age strives to be a partner to our customers in their boardroom and not a vendor in their hallways. Our process, people and products all revolve around this practice. As the pre-eminent leader in our space we focus our resources on our customers and this is how we drive the organic growth of our business. This in turn creates a very safe and stable environment for our customers. We have used this approach and have been wildly successful for nearly three decades and the path is clear for many more highly successful years for our clients and for us. We see it as our obligation to take the fear out of the pawn software industry.
In the Fortune 500 world, business events or companies dissolving are well planned out. Business continuums are a non-issue because of the size and resources of the companies involved in concert with well-thought out planning. Leveraging mergers or acquisitions in this arena is a very well-known and highly embraced strategy.
In the small business world however, it is easier said than done and most of the time the end-users get compromised. Limited resources, high-pressured sales, lack of planning, and a company-centric focus can impact the strategy thus taking the “eye off the ball” so to speak — “the ball” being the end user. Once the strategy falls apart the pressure mounts to leverage existing contracts and commitments to try to secure immediate ROI from the event. In the article below, you’ll read about Microsoft’s recent acquisition of LinkedIn. Microsoft should enhance LinkedIn because they are Microsoft — a Fortune 500 company with the resources to develop a well-thought-out plan to execute their LinkedIn acquisition. How many “Microsofts” are operating in the small business world who could pull this off to drive long-term prosperity for the end user though?
Organic growth does not have the same splash but it affords stability, security and long-term prosperity. These recent events will have a lasting impact on many end-users. Many will be forced to reevaluate and ask questions to determine the right course of action for the short- and long-term health of their company.
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