Smart Business Telecom Start-Up Analysis

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Table of Contents

Introduction
Start-up background analysis
Future entrepreneurial suggestions
Conclusions
Reference List

Introduction

Smart Business Telecom is an Australian maintained and ran communications commercial start-up. The business has more than ten years of experience and accomplishment in the constantly moving Australian telecommunications business (Gabrielsson & Kirpalani 2012). Smart Business Telecom has formed their inclusive business from modest early development to a company with a huge, devoted client base. As the company says, their slogan and vision are to keep it simple and smart (Rasmussen & Tanev 2016). The crucial factor that contributed the most to Smart Business Telecom’s inordinate triumph is the understanding of the marketplace, people, and customer needs. This has designed our intention of attaining maintainable progress based upon honesty, responsibility, and readiness for accomplishments (Davidsson & Steffens 2011). The company believes that its objectives transfer straight to all of their clientele. Smart Business Telecom’s indicators of exponential development and producing customer gaining together with recollecting their client base is completely simplified by their skilled and business preserved sales and provision stations (Stucki 2016). Smart Business Telecom has rapidly turned out to be identifiable as a business bringing constant annual progress, robust end product revenues and significant business trophies and industry gratitude (Klenner, Hartz-Olsson & Capron 2015). This allowed Smart Business Telecom to establish a platform for continuous growth and development.

Start-up background analysis

In terms of socio-cultural factors, Smart Business Telecom is characterised by the three main points – diversity of expertise, culture, and leadership. These aspects influence the company’s relationships with its customers and are the definition of their image and how they are perceived by their clients. That makes the range of knowledge, practice, and perception imperious (Wonglimpiyarat 2009). To entirely influence the use of pioneering technology, Smart Business Telecom managers formed an interconnected, high-performance organisation that efficiently merges sundry capacities from numerous disciplines and families (McKenzie & Woodruff 2013). They as well use all conventional and non-conventional advertisement and movement networks efficiently and instantaneously, from media manipulation to event promotion. In this niche, Smart Business Telecom is accomplishing an even better multiplicity of involvement by trusting their prospects to directors who – even missing definite experience in the specific telecommunications area or occasionally even in the hi-tech segment – are confirmed thinkers, lodestones for prodigious expertise capacity, and inspiring leaders (Moir 2011).

To assimilate various talent, Smart Business Telecom progressed toward more liberal, cooperative standards that essentially value inventive autonomy, different viewpoints, and extensive modernisation as much as they have conventionally appreciated expectedness and conformance to conditions. The company found how to provide its services at a much quicker pace (Chwolka & Raith 2012). Smart Business Telecom went away from today’s moderately disciplined organisations into more freedom-loving units that sustain the consensus of production, project supervision, and sales. They extended their risk acceptance, more willingly recognised constructive errors, and counterattacked the urge to discard revolutionary thinking as unfeasible and impractical (Román, Congregado & Millán 2013). Smart Business Telecom put the accent on implementation with the innovative requirements of encouraging rapidity and inventiveness, cultivating the many dissimilar types of talent obligatory to objectify the project goals, and generating the consistency to make the organisation work together perfectly.

For the reason that the variations essential for Smart Business Telecom to successfully walk into the smart telecommunications phase begin at the topmost level, proper leadership might fairly be named the most important gear in their organisational mechanism (Nofsinger & Wang 2011). Habitually, telecom companies have been controlled by the directors whose primacies were the user interface, mechanical superiority, distinguished excellence, and stable increases in payments and other extra services. As convergence had disturbed the segment, Smart Business Telecom managers started to chase a broader collection of objectives and proved to have a bigger assortment of leadership assets and principles (Brooks, Heffner & Henderson 2014).

The company has many tactical advantages over other start-ups that it originated during the last couple of years. Smart Business Telecom offers ADSL and ADSL 2+ services in addition to the stream on the Telstra. The company also features the Voice & Data support that is based on the Optus 3G system. These functional inventions subsidize to the company’s start-up image and make this company a role model to other numerous local Australian telecommunications businesses. Smart Business Telecom also provides its clients with a comprehensive billing procedure, professional customer support, and inclusive training packages so that the company’s clientele could nurture an efficacious retail telecom business. Most importantly, this company puts trust in their customers and believes that its success is their clients’ success and vice versa.

Smart Business Telecom can elaborate and sustain the system structure for their clients to get all of their applications working in an organised manner. The company allows you to build a dynamic system that works even on mobile devices or work with an unfashionable local system project (Lerm, Rollberg & Kurz 2012). Smart Business Telecom can develop an appropriate scheme to match your exclusive business outline. They also have a promotional service that is already active for almost ten years. The system that Smart Business Telecom developed allows them to display everything that is happening with their client base from the trivial specifics to the momentous inclinations. Each customer as well as an ability to see the current trends and statistics (Debrulle 2014). With the use of the system developed by Smart Business Telecom, all of the above is available within one humble unified organisation.

Another strong point that supports the overall image of the company is its website. It runs smoothly and presents the information in an easy-to-understand way. All the information is divided into categories and provides extensive insight into the company’ history, areas of practice, and products. The colours that are used are pleasing to the eye, and the logo gives a general understanding of what the company does and what is its niche in the market. Orange colour produces a stimulating outcome and kindles cerebral activity. It as well as very high distinguishability, so Smart Business Telecom used it to attract attention and show off the most significant elements of the website interface. Black, in its turn, is related to authority, stylishness, and secrecy. The black colour gives a feeling of perception and complexity. The black-orange colour scheme provides a professional look and a feeling of interest combined with a subconscious trust in the brand.

Future entrepreneurial suggestions

Because Smart Business Telecom is a telecommunication company, it would be reasonable to penetrate the market in different areas linked to information and computer technologies. Taking into consideration the fast pace of current technological development, I would recommend the company to provide more web-related services to their customers as presently they only provide consulting services (Günzel & Wilker 2012). Smart Business Telecom might emphasise more on web design and websites development to cover another huge niche and increase their profit. In the realities of the modern world, the company should have no problem finding countless experts in the area of web applications development (as Smart Business Telecom already have expert web design staff in their organisation). Another suggestion is to move on to the cloud-based services as these services become more and more relevant in the current times when the customers need reliability and privacy when it comes to storing and processing their data. The business developed in this area would be popular among small- and mid-sized companies looking for non-physical servers established in Australia. Smart Business Telecom might also try expanding its practice in the area of mobile communications. Even though there are numerous mobile operators available, Smart Business Telecom might want to try this option due to its popularity among the customers and the respect it gets (Parker & Praag 2012). This business decision would allow Smart Business Telecom sell their branded cell phones and open themselves to yet another market that is explicitly connected to the communications (especially considering that they have their mobile network active all across Australia). The most nonconformist but stimulating area where Smart Business Telecom might try their hand is the installation of video surveillance systems. This niche gained enormous popularity recently so it should be rather profitable for a technical company to employ this practice in their experience.

Conclusions

Smart Business Telecom is one of the most notable start-ups that appeared in the top 100 fast starters list from BRW 2015. The company embodies innovative approaches both in their client and staff management. The directors of the company masterfully allocate resources and guide the company. The future of the business looks promising as Smart Business Telecom is aimed at the technology market which is currently rather hot. The paper dwelled on the main peculiarities of this company and how they managed to gain their follower base. The author has thoroughly analysed the assets of the business and made several recommendations regarding future entrepreneurial practice. Those include the exploration of the new areas of the business that might be beneficial to Smart Business Telecom and explanation why it might be advantageous for one of the top Australian start-ups.

Reference List

Brooks, G, Heffner, A, & Henderson, D 2014, ‘A SWOT Analysis of Competitive Knowledge from Social Media for a Small Start-Up Business’, Review of Business Information Systems, vol. 18, no. 1, p. 23.

Chwolka, A, & Raith, M 2012, ‘The Value of Business Planning Before Start-up — A Decision-theoretical Perspective’, Journal of Business Venturing, vol. 27, no. 3, pp. 385-399.

Davidsson, P, & Steffens, P 2011, ‘Comprehensive Australian Study of Entrepreneurial Emergence (CAUSEE): Project Presentation and Early Results’, New Business Creation, pp. 27-51.

Debrulle, J 2014, ‘Start-Up Absorptive Capacity: Does the Owner’s Human and Social Capital Matter?’, SSRN Journal, vol. 31, no. 2, pp. 777-801.

Gabrielsson, M, & Kirpalani, V 2012, Handbook of Research on Born Globals, Edward Elgar, Cheltenham.

Günzel, F, & Wilker, H 2012, ‘Beyond High-Tech: The Pivotal Role of Technology in Start-up Business Model Design’, International Journal of Entrepreneurship and Small Business, vol. 15, no. 1, p. 3.

Klenner, N, Hartz-Olsson, L, & Capron, B 2015, ‘Design as a Competitive Advantage in Start-up Fundraising’, Journal of Design, Business & Society, vol. 1, no. 2, pp. 163-182.

Lerm, M, Rollberg, R, & Kurz, P 2012, ‘Financial Valuation of Start-up Businesses with and without Venture Capital’, International Journal of Entrepreneurial Venturing, vol. 4, no. 3, p. 257.

McKenzie, D, & Woodruff, C 2013, ‘What Are We Learning from Business Training and Entrepreneurship Evaluations around the Developing World?’, The World Bank Research Observer, vol. 29, no. 1, pp. 48-82.

Moir, H 2011, ‘Understanding Innovative Firms: An Exploration of the Use of USPTO Data to Identify Innovative Firms in Small and Medium Sized Economies’, SSRN Electronic Journal, p. 1.

Nofsinger, J, & Wang, W 2011, ‘Determinants of Start-up Firm External Financing Worldwide’, Journal of Banking & Finance, vol. 35, no. 9, pp. 2282-2294.

Parker, S, & Praag, C 2012, ‘The Entrepreneur’s Mode of Entry: Business Takeover or New Venture Start?’, Journal of Business Venturing, vol. 27, no. 1, pp. 31-46.

Rasmussen, E, & Tanev, S 2016, ‘Lean Start-up’, Start-Up Creation, pp. 39-56.

Román, C, Congregado, E, & Millán, J 2013, ‘Start-Up Incentives: Entrepreneurship Policy or Active Labour Market Programme?’, SSRN Journal, vol. 28, no. 1, pp. 151-175.

Stucki, T, 2016, ‘How the Founders’ General and Specific Human Capital Drives Export Activities of Start-ups’, Research Policy, vol. 45, no. 5, pp. 1014-1030.

Wonglimpiyarat, J 2009, ‘Financing Innovative Businesses through Venture Capital’, International Journal of Entrepreneurship and Innovation Management, vol. 9, no. 4, p. 380.

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