roundtable
demand, and so could command a premium rate. “That increase is being accepted, but we can also be flexible over pricing because we offer a bespoke service.”
Mike Dalloz’s customer service assessment company Performance in People (PiP) has rapidly expanded into the retail sector. Ironically, PiP’s success could now be threatened by client scrutiny of pre-sale costs and consumer pricing. “We are seeing zero- based budgets and having to re-justify our added-value offering, and ensure that clients utilise our abilities fully. With everyone today tendering on competitive market-based pricing, our aim is to present a compelling proposition to clients.”
Taylor Made Computer Solutions engages with clients at a strategic level which can often be based on a five-year plan and ‘journey’, explained Joe Jeffers. “Our business model is changing as organisations are not purchasing as much on-premise equipment. Given the journey to the cloud; the CapEx model is disappearing, and clients are spending their money in a different way.”
Customers need to feel safe, happy and cyber-secure on their journey, which may involve an evolving mix of tangible and virtual solutions.
Pricing is not always the only driver in the niche world of nuclear combat systems, said Atkins. “Clients tend to come to us for our unique offering.”
Government announcements on future defence expenditures were his sector’s chief concern at present, but he suggested TROC – Trump, Referendum, Oil and China – would affect the future business world most.
Garwood thought Robotics should be the ‘R’ of TROC.
Alex Nicholson queried if there were opportunities beyond the UK for Aish.
Atkins: “Yes, but it can take five years to design a submarine, 10 years to build it. Submarines being thought about now, won’t be in the water till around 2030.
Wrankmore asked why the Solent markets were so vibrant, resilient and plainly outperforming other UK regions.
Nicholson: “We see lots of businesses locally that strive hard to innovate and improve in order to stay ahead.”
Donohue: “We also have a much wider business sector mix than other regions whose concentrated industries may be more impacted by specific challenges.”
Are we ready for the global post- Brexit era?
Loadbalancer.org has not been greatly affected yet, said Wrankmore. Foreign exchange sensitivity might become a problem. “Currency shifts around the world
could force businesses to re-consider their pricing strategies, but it is incredibly difficult to predict what might happen at this stage.”
Atkins: “Have you found it difficult to sell abroad?”
Wrankmore: “It is definitely easier if you have language abilities within your team. We can’t sit here and expect the world to come to us and speak English any more. Those times are gone.”
Smith: “This a fascinating strategic moment for businesses generally. They either focus on the UK market they know and trust, or embrace the wider international future, searching out new markets, which may not be in the EU.”
SMEs are already looking towards opportunities overseas for their future success, particularly in the US, Nicholson remarked. “Many of those already trading there are doing very nicely thanks to the dollar exchange rates, but the sheer size of the US markets creates opportunities for many UK-based small and medium-sized businesses.”
While US markets might seem an attractive option post-Brexit, Atkins warned that Trump has announced a strong ‘Buy American’ anti- importing policy.
“But we are number two or three on their shopping list,” added Smith.
Oh, we do like to be beside the seaside … don’t we?
Lawyer Rick Munro of Pitmans Law highlighted the Solent’s reliance on immigrant employment. “As we restrict immigration post Brexit will we be able to get the right skilled people for our region?
Jeffers: “It’s about their technical skills and knowledge rather than where IT engineers are from. However, because of sector skills shortages we often train people up from grass roots within our company.”
Competition for Solent talent was strong, not least from the Thames Valley and London. “Often being on the southcoast is a key attraction for people to work here.”
Atkins: “There are good people out there but we rely heavily on our internal training programmes for both apprentices and graduates.”
Loadbalancer.org also “struggles to find the right people locally”, said Wrankmore. Solent workforces are often transient “lured away by higher salaries and the glamour of working in a larger city”.
Atkins felt one reason for Aish’s low staff turnover was its attractive nine-day fortnight work pattern.
Being on the Isle of Wight presented an additional recruitment challenge for PiP said Dalloz. “For us, it’s all about creating the right
Continued overleaf ... THE BUSINESS MAGAZINE – SOLENT & SOUTH COAST – MAY/JUNE 2017
businessmag.co.uk 25 Alex Nicholson Anthony Donohue Cait Salanson
Will Smith
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