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The knowledge gap between markets is even more apparent when comparing healthcare to education One thing seems certain, however, which is that for the next few years, the bulk of the money generated from mobility hardware sales will continue to be sourced largely from the top five leading verticals, which are, in random order, manufacturing, K-12 education, higher education, government sales, and healthcare With such quantum leads in their mobility investments, these markets demands for mobility will not only be sustained, but will increase as they deploy ever more expansive borderless networks Vertical agility will greatly ensure mobility integrator resilience as they move with correct timing from fading to expanding verticals
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Education and Manufacturing: Resilience par Excellence
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Only two verticals have demonstrated resilience to every stock and economic market condition encountered in the United States: education and manufacturing Education has proven to be especially resilient to macroeconomic conditions; it was the only vertical that held steady during one of the most challenging economic periods in recent times the credit market freeze Most of the education market stability has resulted from strong growth in the K-12 sector, which offset the downturn in the higher education market The education market in general, and the K-12 subvertical in particular, is propped up through government stimulus funding The political and macroeconomic implications of funding sources are outside the scope of this book, but their effect on the mobility integrators and technology providers remains fundamentally the same, tax consequences aside The K-12 subvertical is currently predicted to be a growth industry for the next few years, and as the K-12 segment is far behind the higher education subvertical in terms of total deployments and technology deployments, the K-12 market today is far from approaching mobility deployment saturation The higher education market has been the perennial early adopter of the 80211 standard since its inception in the late 1990s The vertical most amazing to me is manufacturing A careful review of the US macroeconomic cycle versus the stock market cycle reveals a very interesting trend When I first saw this data, it occurred to me that it would be interesting to lay the performance of stock purchases of manufacturing companies over the 11 indicated major verticals in terms of macroeconomic performance Something rather interesting occurred upon overlaying this data Various manufacturing subverticals, in particular consumer durable and nondurable products, basic industry, and precious metals, are positioned at nearly equal intervals in the macro cycles of the stock and economic markets
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System Integrator Mobility Practice Resilience
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This data is likely the single best example of market agility that combines relatively similar vertical expertise with varying macro market conditions Market agility between education, healthcare, and the four main types of manufacturing will provide enormous resilience to system integrators and other enterprises selling into these verticals Timing the entry and exit points of these verticals will assure maximum top-line growth and reduce swings between feast and famine cycles commonly found in most sales organizations While, of course, durable manufacturing goods such as dishwashers and automobiles are different from nondurable goods such as pizza boxes, the general design intent and mobility investment outcomes of both are quite similar Inventory in motion, warehousing, and robotic and hand-assembly manufacturing lines are more or less the same no matter what goods are produced Mobility integrator firms generally don t distinguish between manufacturing subverticals; they are, at least to mobility integrators, quite similar on a technical basis The difference of course is vital in terms of how much revenue can be generated from these subverticals; they offer enormously variable differences in how much they can be harvested And as with any other kind of harvesting, knowing when to advance and when to retreat is essential for business resilience From a tactical perspective, a program in pursuit of K-12 targets could involve customers that have not been contacted for five years Consider those customers that have been assigned geographically or vertically to the top performing 10 percent of the sales force The former SKUs sold and the delta to the current technology, plus the consulting outcome recommendations, such as network analysis and at least two elevator pitches on fast repayment scenarios per customer, should fully identify the target and fully arm the sales team to pursue it On the manufacturing side, gaining intelligence regarding a company s management priorities involves being able to weave those concerns into a vision of what is possible immediately through technology upgrades and how fast these investments will pay off for the customer You ll find that such advance preparation will pay off handsomely when you re working with the customer on site (A side tip: Avoid the let me tell you about my company sales line All that due diligence will have been sorted by the customer in advance Such an approach is rarely a good use of time unless the client asks for specifics about your company) As a mobility technology integrator, you can gain insight into the current political and economic climate inside the company by reviewing the company s public records Cash-flow concerns could tip off the account team to arrive at the engagement armed with solid and attractive financing offers Knowing the backgrounds of key players in the room by doing some research on LinkedIn or a similar site can help you in depressurizing certain points of the engagement if the talks are stalling or if transitions between topics aren t going as smoothly as they should be
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