Business Continuity

Network Resilience

Business Process Contingency Plan

Business Continuance

Business Recovery Objectives

Recovery Objective Planning

Continuity Management

Contingency Planning

(Now I’m confused…Can’t we just call a Potato a Spud?)

So..where and why all these different ways to say “Back up Plan”?

Is it possible that salesmen, reeking with commission breath, are constantly coining alternate terms to appear smarter than their competitor?  Is it collegiate posturing?  Is it corporate bantering?  Is it all meant to create confusion?  Do we need to get them all at the table to then hash out, in bloody detail, the tiny differences?  Or can we simply accept that if and when something goes wrong, and we have a Disaster Recovery Plan…“we’re ready”?

One of the guys on our team stopped in my office and said, “I had a marketing vision last night”.  (Long story short)..It was a mental image of a mouse sky diver.  The mouse pulled his main chute and it didn’t open.  The mouse was horrified!  He quickly pulled his back-up cord and the back-up chute puffed open and the mouse safely floated down.  The back-up chute had the Freewire Broadband name on it!  “What I don’t completely understand” he said,”if the internet is truly mission critical to most businesses…why is it that most companies we talk don’t to have a backup circuit or alternate path to the internet?”  I replied….great idea…but would would we call it?

Related posts:

1. The value in being Exceedingly good at 1 thing
2. Does your Service provider “value” your “time”? Is the relationship on your terms or theirs?

The piece of this definition that rings loudest is “fair exchange”.

Is it a fair exchange, in the service industry, to not be cognizant of the value of each other’s time?  Even if there is a small difference in price, isn’t “time” the trump card?  Don’t we measure efficiency, productivity, reliability, speed, versatility, ease of use, and service by the pending expenditure of valuable time?

At what point do recipients of the service draw the line between a “fair exchange” and a “waste of valuable time”?

In telecom, we write SLA’s (service level agreements) that hold us accountable to our customers’ “time” during the term of the contract.  And this is the norm for the industry for services delivered under contract.  Outside of contract or “off contract” it is often defined as “best effort”, and is not bound to a SLA.  This is usually discussed in the fine print right below the bolded price your eyes are directed to.  However, if the SLA is equal or relatively close between competitive service providers, then how is the “value” of “time” measured?

Is it safe to say…..

In the heat of the moment, when the service is failing, or interrupted, or not meeting the SLA, when the boss is breathing down your neck, when stress is at its peak, when your connection to the outside world is compromised and money is being lost, when suddenly “time” is everything…..then….

Isn’t how soon you speak to a live person at your service provider with the answers to your questions a measurable “value” of “time”?  Why isn’t that in the SLA?

Isn’t it safe to assume then, that we as service providers rarely do anything extraordinary to win customers, rather it is our competitors that do something wrong to lose them?

We believe….

What we do that is extraordinary is ultimately measured by how we retain satisfied customers.  And yes….Freewire Broadband is 24/7/365 live human interaction.

Related posts:

1. The value in being Exceedingly good at 1 thing

It has become increasingly interesting to see how spread out and across the board some of these firms are when it comes to their revenue statements.  As if they are simply interested in chasing whatever dollars they can.  Study American business history and you will learn this a double-edged sword.  On one side, they are grabbing quick revenue opportunities, but on the other, they are spreading their support resources entirely too thin.  The pitfalls are a lack of consumer confidence and constant struggles in maintaining a cohesive support structure. Anyone that has ever called the phone company during an outage would agree.

Wouldn’t these businesses rather be a master of one trade than a jack of all trades and a master of none?

With that thought in mind, we look at our commerce industry as a whole, and take note of some examples of highly successful business models that are masters of their trade. Jiffy Lube does lubes.  The Mac store sells Macs.  Napa Auto Parts sells auto parts. Les Schwab is known for tires. I don’t ever roll into a Mr. Brake and wonder if they know how to put new pads on my brakes. I find it silly to think that anyone on the Geek Squad wouldn’t know how to work on a computer, and I’m confident that the guy at Les Schwab knows how to fix a flat. Yes, Wal-Mart has it all (dang near), but I’m not expecting to roll into a Wal-Mart and find a guy that can steer me to the right water heater or advise me on my healthcare.

If businesses were as sensitive to this as we are for our personal lives, then why would they ever turn to the phone company for all their telecom needs?

Freewire is built on this one simple concept.  To be exceedingly good at fixed wireless.  We excel at using our  fixed wireless network (yes we own our entire network) to deliver Internet and private connectivity for business class customers.  Top to bottom, from sales to support, every member of our team is exceedingly good at this 1 thing.  Freewire Broadband is fixed wireless for business done right.

Certainly any firm we acquire will be rapidly converted to this concept.

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