How and Why Company Managers Can Impose Safety Conditions
- September 3, 2020
- Posted by: Management inSites
- Categories: Capital Equipment, Insites, Safety
In a previous inSite, we touched on the importance of pivoting during the pandemic to continue to service customers. To go a step further, managers should examine the possibility of imposing rules for safety with their employees and customers in mind. In this post, we’ll specifically look at questions manufacturers of capital and industrial equipment should be asking. Try not to get bogged down in why something can’t be done, and think creatively as to how it can be done.
Some conditions to consider include the following:
- Can all software training be done remotely?
- Can machinery installs be done with only your company’s employee(s) in the room? Will it be possible for the client to review and check after?
- Can 2-way radio headsets be used so that the technician can be at the machine while the owner looks on from a safe distance (especially in noisy factory settings, where social distancing could be hard from a need to hear standpoint)?
- If and when technology allows, can installs and maintenance training happen over video?
- Can clients virtually visit your office and see your products? Or attend FATs (Factory Acceptance Tests)? Can you set up video cameras in showrooms so potential clients can log in and do walkthroughs and demos?
As the CEO or manager of a company, you have the ability to dictate safety measures. Talk to the manufacturers with whom you work as well, to see what policies they are putting in place. As such rules become the industry standard, customers will not complain. If they want machines installed in this new environment, they should be willing to ensure the safety of your technicians.
How and Why Company Managers Can Impose Safety Conditions
- September 3, 2020
- Posted by: Management inSites
- Categories: Capital Equipment, Insites, Safety
In our previous post on the topic, we covered some important things to remember when setting up your company in the U.S. market. Beyond operations, sales, and marketing, a manager would be remiss not to focus on how cultural differences might impact the success of a subsidiary.
The U.S. is not homogenous
Unlike several other countries, the U.S. is vast – and not just in its size. Americans tend to break up the country into its East and West coasts, and the Midwest. But there are even more segments, like the South, Pacific Northwest, the Northeast, Florida, and Texas – all of which differ greatly from each other. There are several big cities, countless medium-sized markets, and even more rural or suburban areas. Interacting with people living in big cities will differ greatly from interacting with people in smaller towns. While it would be unwise to generalize, it is best to understand the culture of the part of the U.S. in which you are doing business before having expectations.
Patience is not always a strength among Americans
When in negotiations or conducting business, Americans tend to want to just get the deal done. While many other cultures take their time, get to know everyone involved, and move along at a comfortable pace, those in the U.S. do not always see a need to drag things out. Get ready for what looks like impatience, when in reality it is just a desire to be efficient and effective.
Don’t plan on in-person meetings
At least not all the time. The tendency for Europeans and Asians to conduct most business in person is not the same in the U.S. Phone calls, emails, and now even video conference calls are the norm. Businesspeople like to work efficiently, and don’t gather in person unless it is necessary. First meetings, larger negotiations, and important topics are generally discussed in-person. Otherwise, don’t be offended or surprised if many of your interactions are taking place remotely.
Open-minded over traditions
A positive aspect of Americans in general is their ability to have an open mind. Many other cultures rely heavily on traditions, and act in certain ways because history dictates that they should. That is not the case in the U.S. Americans tend to welcome new ideas and concepts perhaps more freely than their foreign counterparts.
That being said, Europeans tend to rely on strongly forged bonds in which trust is paramount. Loyalty is key. Americans tend to be looser and more pragmatic when it comes to doing business. They don’t necessarily need to have known someone for years to begin working with them. At the end of the day, it’s about getting the deal done.