One dreary UK day in February 2011, I recall reading an article by an end user in Broadcast Pro Middle East about the role of systems integrators in the Middle East often being limited to that of box shifters and what their role should ideally be. Fast forward a year-and-a-half and I am now in […]
One dreary UK day in February 2011, I recall reading an article by an end user in Broadcast Pro Middle East about the role of systems integrators in the Middle East often being limited to that of box shifters and what their role should ideally be.
Fast forward a year-and-a-half and I am now in the Middle East working for a systems integrator to address the issue that was highlighted as well as many others.
It was argued that systems integrators must become real business partners to their clients, sell solutions rather than products they have a vested interest in.
After numerous visits to different clients in plus 40 degrees heat (and yes, I am told to look forward to even hotter conditions!) I can see the end users point of view.
The market is a melting pot of different companies claiming to be integrators, partners of integrators and even, manufacturers here are integrators.
So how can a customer go about selecting the right integration partner?
Well, almost certainly, the partner should be present locally. Their service and after-sales support for any mission critical system should just be a stones throw away. Remote monitoring is an argument against it but I have already seen three cases in two months where people have had to fly in from external countries to resolve problems. Typically, they go three weeks back and forth over email and telephone before somebody jumps on a plane to fly down and fix something. A systems integrator who produces a turnkey system should be giving clients one phone number to call in case of problems. Asking customers to maintain numbers for more than100 different suppliers is not the best use of their time.
Running an integration company takes strong financial backing and running large projects needs cash flow. As an end user, you do not want your projects to be delayed because your systems integration partner has a cash flow issue.
Its important to be knowledgeable but its equally important to have a good solid experienced team of local solution architects and engineers. Wiring resource is crucial. Today, we see a need for international experience coupled with local staff, who are willing to be trained to narrow the skills gap and to keep the experience in the market.
Project management, correct process and scope of works defined with customers at the start of projects are vital to the success of projects finishing on time and on budget for both parties. Looking at historical contracts, a lot of these documents are missed or not adhered to resulting in delays and unexpected costs.
Sadly, customer training on various component parts within a system, cameras, switchers, routers etc seems to be done on PowerPoint instead of providing hands-on training. As a systems integrator, I am in favour of people doing more total workflow solution training.
In addition, to provide the best possible advice to an end user, a systems integrator needs to be independent of manufacturers. Only when this is the case can the end user be sure he is getting an unbiased opinion of his solutions. This is also one of the core values a true systems integrator can promote to its customer base.
In the real world, to take on the challenge of becoming a real partner for the customer takes big investments both fiscal and time wise, so Id like to leave clients with one final thought. If there is a wish for the system integrator to be a natural partner for the end user and provide resources, knowledge, design, after sales and training, a tender or RFP should not be selected solely on price or surely, one is asking for trouble.
Paul Wallis is responsible for business development at Salam Media Cast
