I wasn't just talking about market dynamics, but unless you've worked in a large ISP or a Telco, you just don't understand how hard it is to justify moving before the market is ready to pay what something's worth.
Actually Neil I have every idea, which is one of the reasons I choose to engage in such discussion on line.
One does not have to work for a large provider of anything to understand the dynamics.
I am well aware that it can be extremely hard to build a business case, even getting permission to look at a business case can be complex and meet with questions about why you should be investing time in it while margins are high, investors are happy with returns and customers are not leaving.
I'm well aware that unlike a small business, a technology change or vendor change is insanely more complex, requires an exponential amount more resource and carries a much higher risk.
I'm aware that corporate culture plays a part that doesn't even factor in a small business. In my business, for example, I only have to argue with my wife. In Telecom (just as an example) you have to factor not just individuals but teams of people who can undermine your project if you don't gain real buy in from them.
I only deal with 1 other share holder. You have to deal with massive shareholders who also have interests in other businesses which they also consider before signing off on supporting your technology venture.
I'm also aware you have to consider a very large range of business groups and products. You have to take care, for example, that you don't introduce a new product that then ravages an existing product which is only part way though its business case life cycle and becomes a cost on the business.
You need to consider customer reaction. If you've got customers in a contract who can't take advantage of the new product will they be energised to look for a new supplier when their contract expires?
Can you trust the vendor? Just google "Nortel Shasta Telstra" for a lesson on how the wheels can fall off when a vendor over states their product.
I'm aware that integration issues can be more complex with bigger systems as the size of the systems gets beyond the ability of any single person to have a complete over view of the entire system.
....and I'm quite sure that the few points I've raised here are just the tip of the iceberg.
But as to how we can help?
"Asking for the product." - I'm aware that it's easier to start a business case when someone is actually asking for the product.
"Active discussion" - I'm aware that just discussing value helps consumers to justify in their minds why they should pay more for a new service.
"Understanding your dynamics" - I'm aware that it's easier to work with customers when we try harder to understand your constraints.
"Regulation support" - Sometimes a business case is made easier when everyone has no choice but to do something because of a regulation change. Hence I'm always interested in what the regulators might push.
"Reasonable comparisons" - I've said that comparing us to the US is just unfair and unreasonable, but comparing us to Australia is more in line.
"Consumer education" - getting consumers to understand more about the market dynamics and why they should step away from dated systems helps. eg POTS, FAX, Dialup (anything, including alarms and eftpos).
How am I doing? What did I miss? How can we make your life easier to justify technology upgrades?