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WAP
(October 31, 2001) Our market is huge. Mostly, we giggle
at the aspirations of companies whose objective is to (somehow) dominate the
industry. The problem with that objective is that it is like any case of being
all things to all people. The net result is mediocrity and failure of the
objective. The size and complexity of the market requires that really successful
offerings be tailored to the niche.
The same thing is true with technology.
Although we don't believe that it has universal applicability, we're
fascinated by the possibility of WAP enabled cell phones as recruiting tools in
certain highly transient markets. WAP, you probably know, is the cell standard
in much of Europe. As we understand it, WAP creates a much cleaner cross
platform multimedia interface for phones than the American standard. Data flow
from the web to phones and vice-versa is cleaner in Europe. And, it's an
accepted current standard.
Here are just a sample of the Non-American companies who are miles ahead of
American technology because of this simple difference in infrastructure.
Although net based HR and Human Capital Management techniques are generally
years behind the US, the fact that crummy phones forced a faster adoption of a
better cellular standard is an obvious place in which non-American tactics are
miles ahead of American methods.
For the management of an on-demand contingent workforce (nursing comes
quickly to mind as does the traveling student marketplace), nothing could be
more sensible than the rapid communication of job openings through phones. That
particular niche is mobile, transient and moves faster than internet speeds
currently allow. Job requirements change faster, are shorter and are more
critical individually than the standard recruiting problem involving the filling
of a position in a department by a professional. Fast and very personalized
technology makes all of the sense in the world in those niches. The investment
would be wasted in Executive Search, for example.
With each passing day, we're more fascinated by the differences of doing
business in a specific niche. One way of thinking about the
"customization" charges being levied on enterprise customers for the
installation of Peoplesoft, Brass Ring or Recruitsoft is that they result from
the design of a technology that is not niche-specific enough. When it comes to
meeting the needs of Job Hunters in those specific niches, the costs really
start to add up.
Although you'd never imagine it from the heavy dosage of reports about our
industry's impending consolidation, the real work has just begun. Just as highly
mobile contingent teams need a particular type of infrastructure, we believe
that the development of real supply management communities will require tailored
technology. The delivery medium is a meaningful component of the equation.
It's fair to say that Monster's offering in the executive search space (what
was it again, MyBossThe Monster.com or IWannaBeAMonsterBoss.com) is a failure.
The brand and messaging simply don't make sense in the space. Regionalization
(the tailoring of software to a specific national niche) is a discipline that is
slow to evolve in our world. It's kind of funny really and shows how few
recruiters work for vendors.
- John Sumser © TwoColorHat. All Rights Reserved.
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© 2013 interbiznet.
All Rights Reserved.
Materials written
by John Sumser
© TwoColorHat.
All Rights Reserved.
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Materials written
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© TwoColorHat.
All Rights Reserved.
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