Case Study Epilogue Sigma Wireless

This Epilogue was written in October, 2003, after a telephone interview with Sarann Kennedy, Marketing Manager, Sigma Wireless. It's purpose is to review progress since the original Case Study, which was produced in the first quarter of 2002.

General Update on situation since implementation

The implementation of a system installed by Sigma Wireless to manage the storage and distribution of all the organisation's documentation (Sharepoint) and the design of a new, customer facing website, were the key deliverables of the organisation's eBusiness program back in 2002.

It was only one part of a much larger project to re-organise and refocus the use of IT within the organisation.

Like many of the companies that took advantage of the eBusiness Acceleration Fund, Sigma Wireless' eBusiness project is a dynamic one. "Each time we develop another part of the system something new seems to pop up. For users to get the full benefit, it really has to be continuously developed", commented Sarann Kennedy, Marketing Manager at Sigma Wireless.

The implementation of the new systems has radically changed the way in which business is conducted both internally and externally and has had a profound effect on the way in which departments work with one another.

Available Measures of Success

The new system is now an integral part of the day-to-day running of the company. As a result it has massively reduced the paper trail with less technical drawings and plans being passed between sales and engineering and engineering and manufacturing departments.

One very important measure of success for any new system, particularly in a SME, is the amount of revenue it generates.

For Sigma Wireless, this has been substantial. The new systems and the digitising of much of the organisation's documentation, allows employees to work more closely together and more efficiently. As a result, more business has been won, particularly in the area of contracts by tender where historically, preparation of the tender document was a long and arduous job. The amount of time to prepare tenders has been reduced to such an extent that more tenders can be undertaken and, as a result, more business is being won.

Additionally, availability of information electronically on the web site and in Sharepoint means that Sigma Wireless no longer has to distribute hardcopy catalogues and brochures. In turn this reduces the time, effort and cost of information distribution and increases levels of service as more time can be spent with a larger number of customers.

Kennedy recalls, "I took a call from a client in Sweden on a Friday afternoon who had a tender that had to be submitted by Monday. With the new systems in place I was able to email the information to him that day allowing him to submit the tender on time. A year ago that wouldn't have been possible - he would have received the required information on Tuesday or Wednesday and missed his deadline".

From a budgetary point of view, around 20% of Sigma Wireless' marketing spend (which was historically spent on distribution of brochures) has been saved, and can be better employed in other marketing activities.

Changes in work practices/business model

Sharepoint and the new website allow staff at Sigma Wireless to do a lot more, in a lot less time with many more customers.

The most evident change internally has been flow of information between sales, engineering and manufacturing. For example, by having a central repository of information, sales staff no longer need to wait for files or drawings to be sent from engineering, they can simply help themselves to the information required.

Likewise, with most of Sigma Wireless' information now digitised, drawings can be sent to suppliers direct from Sharepoint, negating the delays inherent with transporting hard copy documents and ensuring tighter version control of those documents.

In addition, tying Sharepoint into ISO quality procedures, makes it easier for Sigma Wireless to adhere to the exacting standards laid down by ISO 9001:2000.

Ongoing issues/problems to resolve

Ongoing issues in such a system are inevitable. As one piece of functionality is addressed, a new requirement is uncovered. "You think the system can do something until you try it", commented Kennedy. To support this, the organisation has appointed a full time IT resource to look after ongoing development of Sharepoint and the Sigma Wireless website. This affords the company an element of self sufficiency in performing minor changes to the system before they become big problems. This resource was of vital importance when Octagon Technologies, supplier of the Sharepoint system, went into liquidation during the implementation phase of the eBusiness project.

The involvement of Sigma Wireless staff in the specification and implementation of the new systems meant that they were able to pick up the pieces and complete the installation. Undoubtedly, according to Kennedy, it was that level of internal involvement from day one that saved the entire project.

Relevant technology/business developments since implementation.

Sigma Wireless has an engineering agreement with a Paris based consultancy and it was this relationship, and the transfer of large, secure files that drove Sigma Wireless to put in place a virtual workspace. This high security, virtual work area uses broadband to allow staff in both offices to work on projects without the need for slow (and often unsecure) transfers of large files by email.

Any future planned developments.

Future developments for the Sigma Wireless systems include further integration of Motorola and other major customers into the Sharepoint and ERP systems and further reduction of the paper trail allowing staff, customers and suppliers to be even more productive.

Written by Scott McInnes, Freedom Marketing