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Is Software Enough? (April 07, 2004) - We've been on the receiving end of some very smart correspondence. The prevailing view seems to be that the market will, fairly quickly, rearrange itself to become allied camps of technology providers and consulting shops that integrate those offerings. It's the XML/dot net dream scenario. We know so many people who are technical problem solvers that it's hard to imagine where the hybrid consultants (who do the market translation job) will come from. Were not really sure that technology is the issue. Over the years, we've noticed that, in lieu of marketing, software companies seem to add features without regard to whether or not they are needed. It is very rare to see a shop that simply delivers value to its customers. When you think about the coming trends in business software, a very difficult question begins to emerge. We're certain that the future of recruiting technology is pretty clear:
It's a three to seven year horizon line, to be sure. But, the environment we've just described requires at least a couple of new Human functions within the Recruiting Department and in the vendors who serve it.
Surprisingly, the driver behind all of this is the current failure of vendors to provide the market with adequate marketing. The emerging technical world presents the Recruiting department with a box of Lego, so to speak. Rather than this generation's "Lego Kit", the next round will absolutely require that customers become very good at clearly defining their requirements. (Parents in the audience will understand the distinction. A box of Lego is a great big pile of parts that may be assembled into whatever the user wants. A "Lego Kit" is a box of parts designed to be used for a single purpose - a castle, ship, airplane or some other assemblage. With a Kit, following the instructions results in a finished product. With a box of parts, you have to design the final product yourself.) Although the technology is evolving rapidly to the point that we've described (there are already several low cost vendors who leave installation and its risks entirely in the customer's hands), the biggest driver is the failure of current vendors to describe their offerings in a way that makes profitable pricing make sense to the customer. This is a marketing failure that, because so many of the companies are fundamentally technical in nature, makes the management decision to abandon detailed support a "falling off a log" decision. In a market like ours is currently, customers demand and get away with demanding service levels far beyond the prices they pay. The constant entry of
low cost suppliers keeps a lid on market evolution and satisfactory service levels. The real winners in the next phase will be market integrators who take responsibility for the results in their customers organizations. John
Sumser
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