Wednesday, October 8, 2014

“Oh, what a tangled web we weave”

Is it a viable option to intentionally make mistakes to promote discussion or feedback? Or even more severely, to sell something.

There are a million lists out there these days, usually prefaced with some form of “that you can’t live without”. Some are pretty interesting, but often they are linked to some form of social media publicity harvesting. It seems one of the easiest ways is to make you respond, for example by publishing a list of “25 guaranteed weight loss tips” but then only publishing a list of 10. You then make a comment to point out the error of their ways, and voila, they have you.

So I got to thinking, where and when is it acceptable to warp the truth? In his last blog (http://revenuetechnologyservices.blogspot.com/2014/07/the-number-one-rule-in-sales-is-not-to.html) Raja mentioned that “the key factor that pushes customers over the edge to say ‘YES’ is trust (a combination of integrity, knowledge, and expertise).” As a parent of 3 boys, two of whom are 6 years old, and still enjoy being read to, I find that I purposely change words in their better known stories to elicit a response and see if they are paying attention.

During training courses I will, usually tongue in cheek, throw in a complete misstatement about the topic to test attendees, or at least test if they are awake. Some areas should not have this done, for example if I was doing Health and Safety training, or a pre flight briefing, just in case someone takes it seriously!

Yet if I was doing the same thing in marketing materials, would people see it as a hook or as a lie? Obviously each situation has its own interpretation and merits, and yes, advertisers have been stretching the truth for years, but at the end of the day it loops back to Raja’s trust issue. I will always exaggerate for effect, that is part of my genetic makeup, sometimes a million times in one session, but I have to do it in such a way that it makes the rest of what I am saying credible. It is me, or my colleagues, that people are buying into, not necessarily the specific wording, but the end point still has to be accurate.

So when we sit down and discuss “what we can do for you”, it will likely cover a range of areas. In illustrating points, there may be a slight misrepresentation for effect, for example if we talk about your 5 thousand seat aircraft, or your ship flying from point A to point C. But when we are talking about specifics, actual details and what can and cannot happen, it is off the cards. This approach, a refusal to bend the truth, has made me unpopular in past jobs, as it is very at odds with the “used car salesman” type approach, i.e. say anything to win the deal.

But unlike the used car salesman who likely will not see you again, my team has to deliver what we told you up front we could. We have to deal with you daily, and if something is not as we said, we have to face the music. On occasion things may not happen at the originally envisaged times, but overall, keeping an honest dialogue going serves to keep everyone happy.

And misrepresenting things upfront puts the credibility of me, my team, and my organisation at risk. And that is not acceptable.

As Mark Twain said,
“If you tell the truth, you don’t have to remember anything”


So whilst no one is likely to come out and admit to lying, when is it acceptable to bend the truth? Your thoughts in the comments below please?

Jason Codd
VP, Services

Friday, September 5, 2014

Shaping your career one step at a time

I always thought of a career path as a linear format in which one makes their career growth according to a set path taking guidance from a book, mentor or a class.

In reality very few of us strive to follow this path. It may be a good guideline to follow but typically there is an abstract line that runs in other directions that doesn’t necessarily have to be vertical, but usually runs  multidimensionally to shape one’s career.

Climbing the corporate or business ladders aren’t the only ways to think about career growth, even though it does involve most of the career path decisions.

For some, a professional career is a destination. From the very start, the goal is to achieve some level of proficiency or stature in our chosen field of work.  The destination can be a role, a company, a level of achievement, or other specific and measurable goal.

For others, a professional career is a journey.  From the very start, the goal is to experience work from a variety of perspectives in your field and adjacent fields.  The journey can be different companies or organizations within a big company, job types, geographies, or other varied aspects of your profession. Destination and journey are different ways to look at career progression. 

As I mentioned earlier, we can start to map our path in horizontals and verticals. What is your next step toward that position? What category does that new step fall into? An educational achievement, experiential skill/knowledge, new visibility/recognition, new position or new path? When you're moving up to the next level in your career – for example moving from a manager to a director – that is a vertical move. When you're moving from one company to another or making a lateral move within your company, that is a horizontal path.

Work your way, both horizontally and vertically.


Your thoughts on this topic would be appreciated. 

Deeshi Gandhi
Business Analyst

Thursday, August 21, 2014

IT Process Automation



Automate => An Efficient Process => Analyze & Monitor                                             
                                                                                             


"Automation applied to an efficient operation will magnify the efficiency.                          Automation applied to an in-efficient operation will magnify the in-efficiency - Bill Gates"

Daily, as we go through a process grind at our workplaces, the efficiency of the laid down process can largely affect our efficiency and productivity in turn of the organization as a whole. So it is very important to build efficient processes, automating them in a way to further enhance their efficiency.

Few questions come to mind though:
  • Why we need not fear automation?
  • What is the need to analyze and monitor an efficient process?
  • How can automation be a business opportunity to improve efficiency and productivity?

Automation isn’t something that we should fear, but rather something that we should embrace. It will not replace us, but rather make our jobs easier and more efficient. For example, IT process automation can reduce the need for manual script writing. A self-correcting mechanism can reduce the need for IT support staff to step in and perform routine tasks, such as run scripts, monitor logs, reset passwords and restart servers.

Does it mean we would have a nameless, faceless workplace that is filled with computers rather than people? No. This is because in most cases the tasks that are automated are meant to be automated. The process can generate meaningful data, day in and day out. With automation, there is an option to focus our energies on analyzing that meaningful data for which human input is necessary and take prudent business decisions.

In fact, automation can sometimes be a game changing opportunity in a business for many reasons. Primarily, it can drastically reduce the risk of costly errors. Repetitive manual tasks can at some point have errors – especially when one is under a lot of stress. One simple error can cause huge ripple effects across the entire organization and even result in lost revenue. Shifting to automation for these tasks can eliminate this danger.  It does present a huge opportunity for organizations to not only save money, improve efficiency and output, reduce errors but much more.

While automation will most certainly fuel business growth, the fact is, businesses will always need the human touch - analyzing, communicating and taking corrective actions. These can never be replaced by any high-end technology . Information Technology will complement and support our efforts to grow further and build products which meet both client expectations and high standards of quality.

How has automation helped your business? Leave us your comments. We look forward to hearing from our readers.

Puneet Malhotra



Wednesday, August 6, 2014

Make a Difference

‘You must be the change that you wish to see in the world’
-       M.K.Gandhi

I have worked for a lot of managers but for a very few leaders in my career spanning over 16 years. As a matter of principle I have always told myself that you learn from very person that you come across, making a mental note of the things that you want to adopt and the things that you want to avoid. This is how I viewed every person that I have had the pleasure of working for and with. After years into my career, as I was transitioning into a mid level management position, I was in a conundrum - what kind of a manager should I be? 

As I was trying to look up to different folks that I have known to be in positions of power, I realized that there is a difference between being a manager versus being a leader. My dad further clarified this by pointing out that - A manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In a way they must go hand in hand but are not the same thing. Warren Bennis in his 1989 book ‘On becoming a leader’ has composed an exhaustive list of differences of which I have listed a few of my favorites:

-       The manager administers; the leader innovates
-       The manager focuses on systems and structure; the leader focuses on people.
-       The manager relies on control; the leader inspires trust.
-       The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.

The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. How do you motivate people?

My personal experience  on being an employee as well as a leader has been that focusing on small things goes a long way towards making employees believe in what they do day in and day out with a sense of purpose. From stopping by the cubicle getting to know what’s going in their lives; taking them out for a lunch or a drink establishes a rapport that helps in understanding who they are and what is important to them at a rudimentary level in their work life. I am by no means suggesting that this compensates for traditional pay raises, bonuses or promotions. Given the cyclical economic conditions that we are perennially in, such things will help a great deal. I have come across some great managers, who  don’t seem to have time for activities outside core work or they are socially awkward which stops them from being a true leader. One of my favorite quotes on this topic was from Herb Kelleher, the co-founder and former CEO of Southwest who wrote, ‘A company is stronger if it is bound by love rather than by fear’. Southwest recently celebrated an accomplishment of forty one consecutive years of profit.

I was at our India offices last year and a young manager who wanted to be promoted to lead a larger team accosted me, “I’ve been reading all about leadership, have implemented several ideas, and think I’m doing a good job at leading my team. How will I know when I’ve crossed over from being a manager to a leader?”

I didn’t have a ready answer and it’s a complicated issue, so we decided to talk the next day. I thought long and hard, and came up with three things that will help you decide if you’ve made the shift from managing people to leading them. I referred to Vineet Nayar’s, the former CEO of HCL, spot on perspective on this topic:

Measuring Goals vs. Adding Value.  You’re probably measuring value, not adding it, if you’re managing people. Only managers measure value; some even reduce value by disabling those who add value. If a recruiter is asked to report every 1 hour how many folks he has hired, by distracting him, his boss is subtracting value.

By contrast, leaders focus on creating value, saying: “I’d like you to handle issue 1 while I deal with issue 2.” Leading by example and leading by enabling people are the hallmarks of action-based leadership.

Circles of influence vs. Circles of power. Just as managers have subordinates and leaders have followers, managers create turfs while leaders create circles of influence.
The quickest way to figure out which of the two you’re doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader.

Leading people vs. Managing work. Management consists of controlling a group or a set of entities to accomplish a goal. Leadership refers to an individual’s ability to influence, motivate, and enable others to contribute toward organizational success. Influence and inspiration separate leaders from managers, not power and control.

I encouraged my colleague to put this theory to the test by inviting his teammates for chats. When they stop discussing the tasks at hand — and talk about vision, purpose, and aspirations instead, that’s when you will know you have become a leader.

At RTS we strive to mentor and groom leaders on a daily basis and we’d like to hear how you view leadership?

Mukundh Parthasarathy

Thursday, July 17, 2014

The number one rule in sales is not to sell….

Certainly is puzzling, but let me share my experiences and thoughts on this rule.

I remember my very first active role in working on a major new business development activity with a very large international airline. I never thought that I had the qualities of a salesperson. Growing up in a family of teachers and engineers, I picked up qualities such as paying attention to details and learning new things. Maybe that is what made me into a Boolean person. I saw things as black and white and expected data and substantiation for everything I did in my life. I also had a misconception about sales that it is all about relationships and what you sell (price, value, and quality of the product).  My first experience simply changed a lot of my perceptions and understanding about sales and made me believe in myself. It fueled my confidence and gave me the torque and momentum to excel in winning the confidence of the customer and the by-product happens to be closing a sale.  I learnt that the number one rule in sales is not to sell or not come out as trying to sell.  This certainly holds true at least in the business we at Revenue Technology Services are in.

Any text book or authority on sales will probably tell you that closing a sale or wining a deal depends on a number of factors such as price, value, product quality, service around it, and brand – in no particular order. While these are very important, all these things being equal, in my experience the key factor that pushes customers over the edge to say ‘YES’ is trust (a combination of integrity, knowledge,  and expertise).  I have walked into several Request for Proposal (RFP) response presentations and have experienced something interesting.  People warm up to you very quickly the moment they realize that you know what you are talking about, the confidence you have, and your ability to tell the truth about what you/your company/product can or cannot do. In other words, selling happens in a very subtle way in my opinion.  That is probably why many companies today don’t have titles in business cards that read as VP-Sales or Director of Sales.  They call themselves VP - Business Development or Business Counselor.

By no means am I downplaying other attributes and factors associated with winning a deal. But my experience overwhelmingly shows that integrity, knowledge, and confidence creates trust which leads to a feeling of partnership and eventually results in winning a new customer and retaining an existing customer.  I personally believe in the above philosophy and our people at Revenue Technology Services embrace this as well as they work with our current and future customers.

I am sure you have your own perceptions and opinions about this idea. And you will agree that there is no single formula of success.  I welcome your  thoughts and feedback on what you consider your number one rule when selling.

Raja Kasilingam


Friday, May 23, 2014

The Airport Experience




Summer is fast approaching and along with the warm sunshine, the cold drinks, and barbeque also come vacation plans for many of us. While road trips are fun or so I have heard, I like flying to my destination. In my opinion, there is something special about driving up to an airport that doesn’t match the excitement of a road trip.

Come summer time, airports get busier than usual. The check-in line extends out as long as the one when the first In-N-Out Burger opened up here in Dallas. The security line is loaded with a fair bit of tension…take off my shoes? Not if you’re 12 and under. Take your jacket off? Not if you’re 65 and older. “Laptops need to be taken out please!” Somehow even the “please” doesn’t hide the fact that you have just been given an order!

I find it best to travel really light and with just a personal carry on. Life is so much easier for the 20 minutes that you have to spend going through check-in and security (DFW International airport has spoilt me! I realize that it is much longer at other airports.) The excitement, nervousness, and anxiety of getting past these gates is enough for me to head to the nearest bar to relax before getting on a flight.

Once past check-in and security, I enjoy walking around the airport to look at the stores and checking out the eateries. More than the obvious though, my favorite thing is to people-watch. I like to sit down in a spot from where I can watch the pedestrian traffic and look at all the different travelers. Have you ever caught yourself observing fellow passengers and wonder what their story is? Like why is a certain passenger walking the length of an airport in such high heels when clearly they were meant for a night out?! Or why is someone dressed to the nines, hat and all? Where are they planning to go straight from a flight? My favorite though are the moms traveling with their precious cargo. I am a mom of 2 amazing kiddos myself and have been lucky that they have been great travelers. I try to analyze those ‘calm’ moms who seem to have it together with kids less than 5 years of age (that’s my cut-off after which I believe kids travel better). I watch intently as to what they are doing right (read brilliantly) to have their children stay calm and composed and sometimes even enjoy being at the airport. Some airports are definitely kid friendly (like the Schiphol airport in Amsterdam) but a lot of them aren’t yet.

Another interesting observation is the variety of books I see people reading. Next to a library or a book store, watching people with their different reading material is a great place to add to your reading list!

Traveling can be a source of stress, especially the packing and unpacking but the airport experience definitely makes it worth the effort.

What are some of your fun airport experiences/observations? Do you have a favorite airport that makes your airport experience enjoyable?

Charmi Ramchandani

Account Manager

Wednesday, May 7, 2014

Are you satisfied with what most companies refer to as ‘Customer Satisfaction’?

Every company uses the catch phrase ‘Customer Satisfaction’.  After all, which company can hope to market their solution and get any traction in the marketplace without adhering to this buzz word as one of the core tenets of their offering. Though companies mean well and most of them actually strive to have client satisfaction as a goal, it is debatable as to how highly on their list they are willing to place this particular aspect of their service. Unless you live on Planet Utopia, the possibility of getting a bug free and totally business compliant solution is only a pipe dream.  However in the real world, Mr. Murphy does tend to be hyper active when and where you least expect him to and how the vendor responds to these unexpected and often unpleasant circumstances is what ultimately determines the failure or success of a project. As the saying goes, life is not about the challenges that you face but about how you face up to those challenges.

Client satisfaction taken in the literal robotic sense devoid of any human sentiment can be measured in hard cold statistics that provide a seemingly irrefutable scorecard on the number of issues that have failed or not working as they were supposed to. However a mere scorecard cannot really capture the intangibles,  as it does not reflect deadlines missed due to inaccurate or incomplete requirements, mission creep and other delays caused by acts of God.

Though customers obviously expect on-time and under budget deliverables, in the unfortunate instances when this is not possible, it is the attitude and approach of the vendor in dealing with these challenges that often times mould the reaction of the client. In the spirit of transparency, if the vendor discloses the challenges and outlines the potential pitfalls as the project progresses, that ensures that the client gains a valuable appreciation of the nuances of the project and at the same time helps calibrate their expectations. This is a much more preferred approach than working in a vacuum with minimal periodic or insightful updates creating a false feeling of comfort on the client’s side which gets disturbed rudely when details of an unexpected unsatisfactory outcome are disclosed at the last minute.

Those kinds of approaches will understandably result in strong backlash and is at the core of customer dissatisfaction.  Honest communication lines need to be open between the vendor and the client in order to achieve any semblance of customer satisfaction. Trust is an incredibly core tenet of the client vendor relationship and that is something that has to be earned from day 1 and is obviously not an attribute that can be taken for granted at the outset of any client vendor engagement.  I have personally seen cases where a relatively major adverse impact on a project was met with a reasonable response from the client as they realized that the outcome was in spite of the vendor putting in their best efforts due to a rapport developed between the vendor and the client. Conversely relatively minor issues have been blown out of proportion by clients owing to a toxic client vendor relationship.

The ultimate measure of customer satisfaction is typically gauged by how likely the vendor is willing to put his or her reputation on the line and recommending the solution to his or her peers.  That perception on the client side is shaped obviously by the merits of a solution and it’s execution but what a lot of vendors fail to realize is building trust and rapport through a human connection with the client is hugely important. Ultimately a great solution is not just one that has the most bells and whistles but also that which places a lot of importance on the intangibles involving inter-personal relationships.

We at RTS are proud to proclaim that our client services team has won multiple acclaims around the globe not just in terms of being subject matter experts in the revenue management domain but by nurturing relationships with clients through constant, courteous and consistent communication.  Rather than engaging in typical client-vendor relationships, we strongly believe that working with clients as partners goes a long way in smooth project management and enhanced customer satisfaction. We realize that you do not treat your passengers like mere statistics and we likewise view our clients as much more than just a number.

Please let us know what factors influence the satisfaction levels that you feel with your products. If you are thinking about a revenue management or pricing solution, we invite you to consider us and experience the award winning RTS customer service that a number of our existing clients can attest to.


Pradeep Bandla
VP, Passenger Solutions