If you are a small to medium enterprise in Australia, there are likely two components of your business that you focus on; cashflow and growth. The balancing act is having enough cashflow to invest into growth tactics through digital transformation and the two speed business is a model that positions organisations with a competitive advantage.
The Multi-Gear or Two-Speed Business
The two-speed business identifies a market gap outside of business as usual – and captures it. Whether it’s a business within a business or a change in product offering, the two-speed business adapts to consumer demands and services them specifically.
The gear/speed analogy in this framework signifies the speed at which each cog turns. A two-speed business is one that has differing business models operating at two different speeds – yet still under the one entity.
This is usually summarised as one cog moving slowly doing the big, important work that has higher value. The smaller, faster moving cog aims for those quick wins and quick turnarounds with often quicker financial returns of a lesser value.
The greatest advantage a two-speed business has over those with a single gear is the relationship between them. Smaller projects can roll off the small gear onto the big one and vice versa. The ability to switch speeds gives an organisation strong capability in agility and delivery.
A use case may be, if an organisations typical lead-to-transaction window is 8 weeks, the organisation may create an additional product that has 2-week lead to transaction window. This gears the entire business at two different speeds and creates different dynamics across the financial and operational pillars of the organisation.
The purpose of the two speed business is to enable better digital transformation and produce a more mature business. Here are the 4 stages of digital maturity:
Stage 1 – Basic tools power the organisation to a point where it can operate satisfactorily. E.g. Emails, website, payroll etc.
Stage 2 – Using advanced digital tools to drive the efficiencies inside the business. E.g. Cloud storage, e-commerce, IOT, Social Media.
Stage 3 – Using digital platforms to transform business operations. E.g. ERP, supply chain management, channel sales, CRM.
Stage 4 – Creating new business models on the back of the digital platforms you have and therefore creating a multi speed business, with new offerings to the customer.
Real World Examples
Blirt & CloudMart
The Big Cog – Here at Blirt, we implement medium to large ($20k – $200k+) Salesforce Projects. Larger projects require a more comprehensive technical discovery and therefore have a larger consideration from the client.
From enquiry to a quote approval on these projects can take anywhere between 2 weeks and 4 months. The physical execution and training phase can take anywhere between 1 and 8 months, depending on complexity.
In fact the comprehensive approach we applied to small projects, that higher value projects were receiving was actually more of a hindrance than a value-add.
To help those smaller projects deliver a cost-efficient and timely execution, we started a service called CloudMart.
Clients with a limited budget simply lodge their brief online, receive a quote within 48 hours inside a clear scope of works and receive a cost effective solution that delivers on their requirements.
The Outcome – Blirt still continues to work through those really complex and detailed solutions whereas CloudMart now supports smaller projects at a much quicker and cost-effective rate, without causing any disruption to any other parts of the business.
McDonalds & McCafe
The Big Cog – McDonalds have their traditional fast-food over the desk and drive-thru options. They provide quick, tasty and consistent meals to those who want to treat themselves or those who are on the go. McDonalds wasn’t a place where you would go to meet your friends for a coffee and have a relaxing conversation.
The Small Cog – Due to the change in peoples preferences in the places they like to eat, McDonalds invented McCafe to provide an intimate, lounge-booth environment where you can purchase a coffee made by a trained barista.
The Outcome – People still stop into McDonalds on road trips and after football matches as they always have. They also so stop in so Mum can get her Caramel Latte from McCafe and meet her friends there through the week, ultimately gearing the franchisees with two different speeds to capture more market share.
Restaurants & UberEats
The Big Cog – The kitchen at the back of every restaurant that churns out breakfast, lunch and dinner with the waitstaff that bring it to your table has been the way modern society dines out for over a century.
It’s the bread and butter (excuse the pun) of their daily trade and are subject to the conditions of which they reside; passing foot traffic, convenience of location etc.
Because patrons are sitting down and wait for their meal to be cooked and served, time is not as much of an issue and the kitchen operates as such.
The Small Cog – The growing trend of consumers preferring to eat restaurant style meals inside their own homes, UberEats now accommodates by picking up meals from those restaurants and delivering them to your door.
Because customers want the food as quickly as possible once ordering, time is off the essence and the kitchen needs to operate to suit.
The Outcome – For the restaurants that take advantage of this service means that they can still provide their sit-down meals alongside their delivered meals from the one kitchen, at two different speeds while increasing output.
How can you turn your business into a two speed model? Is it a new product or service, or perhaps a new market you’ve identified?
If you want to introduce the two-speed business model into your organisation, talk to us.