Infomedia Nusantara's journey into second curve<\/p>\n
When FORTUNE began to publish The Most Admired Companies in
\nthe mid-1980s, it was considered pointless. Reputable American
\ncorporations appeared on the list for the first four years. One
\nof them was IBM, which has always been at the top of the list.<\/p>\n
In addition, IBM's position and performance at the time was
\npreeminent. As a high-tech corporation, IBM was considered as a
\nnearly faultless company.<\/p>\n
Not only were their products varied, from computer mainframes
\nused only by big companies, minicomputers, to personal computers
\n(PCs), but IBM also opened the opportunity for new companies into
\nthe industry. From software producer Microsoft, to PC
\nmanufacturers -- that were IBM-compatible -- like Compaq.
\nSomething that wouldn't be done by a company not confident of its
\nabilities.<\/p>\n
IBM also taught other companies -- within and outside the
\ncomputer industry -- how to manage a company and to service
\ncustomers.<\/p>\n
Stories of how IBM people are willing to go up and down stairs
\nof high rise buildings when the electricity went out just so they
\ncan meet their customers, is used as an example everywhere --
\nincluding business schools -- how a company should treat its
\ncustomers. IBM was even considered as an actual business school.<\/p>\n
With such a record of accomplishment, no one expected IBM to
\nfall from the top of The Most Admired Companies. Nobody foresaw
\nIBM to be out of the top 10, since to encounter a company that
\nwas the least equal to IBM's position and performance was not
\neasy.<\/p>\n
What many people couldn't image, happened. After continuous
\nperformance decline, not only did IBM fall out of the top 10 Most
\nAdmired Companies, it was at a point of devastation in early
\n1993. Furthermore, IBM's position as the leader of the computer
\nindustry was taken over by the companies it nurtured, like
\nMicrosoft.<\/p>\n
In the beginning of 1998, IBM was back on its feet. IBM was
\nable to avoid its desolation and began to rise as one of the main
\nplayers of the IT industry.<\/p>\n
Although it could not retrieve its position in the top 10 of
\nThe Most Admired Companies in America, IBM was able to make a
\nturnaround without dividing its companies.<\/p>\n
Its complete range of products supported its turnaround
\ncapabilities: from hardware, software, to services. Despite such
\na performance, IBM could not regain its position when FORTUNE
\ninitially exhibited The Most Admired Companies in America.<\/p>\n
What had happened to IBM since the mid-1980s up to the change
\nof the millennium is a very important lesson to any company.<\/p>\n
Having a sound position during those times, which was attained
\nby giving high value to its customers and not through monopoly,
\nis no guarantee for a company to continue its excellence.<\/p>\n
Change in technology, political-legal aspects, sociocultural,
\neconomy and market, direct and indirect maneuvers from
\ncompetitors and even customers' change of attitude can be
\ndisadvantageous.<\/p>\n
That is why, Bill Gates, who owns leading products for PC
\noperating systems and software, is more concerned with
\nmaintaining its products to fulfill the market's needs than
\nworrying about the Anti Monopoly Bill.<\/p>\n
Apparently, not only Bill Gates has this perspective. In
\nIndonesian, many companies have anticipated changes of
\nenvironment that would cause its products to be obsolete.<\/p>\n
One of them is PT Infomedia Nusantara. The name of this
\ncompany might not be well known, but its main product is widely
\nrecognized by the public, extensively used by businesses and
\nhouseholds with fixed telephone lines since 1975: Yellow Pages.<\/p>\n
Although telephone services had existed for decades, up to
\n1974 there was no telephone directory. This was the reason why
\nthe data division of PT Elnusa, whose business is mainly oil,
\nbegan to introduce the Yellow Pages.<\/p>\n
It was well received by the public because it was able to
\nreach telephone users all over Indonesia, that increased year by
\nyear.<\/p>\n
Although printed annually, it proved to be an effective
\nmarketing communication device. To no surprise, the Yellow Pages
\ncontinued to expand. This motivated PT Telkom, which had close
\ninterest with the Yellow Pages, to become a shareholder.<\/p>\n
Having Telkom as an associate, not only changed the company's
\nname to PT Infomedia Nusantara, but was also followed by steps to
\ncreate a sustainable enterprise: from product development to
\nredefining the business.<\/p>\n
For product development, the Yellow Pages not only comes in
\nprinted form, but also electronically by telephones, CD-ROM and
\nthrough the Internet. This is to anticipate new demands of swift,
\nfar-ranging and interactive services.<\/p>\n
By giving this value, the Yellow Pages' position becomes
\nstronger, even though there are many similar products on the
\nmarket. However, Infomedia Nusantara realizes that the business
\nlandscape it is facing continues to develop and also realizes its
\nassets and competency in telephone database management.<\/p>\n
That is why, although new product development can ensure its
\npositioning in the market at this time, Infomedia Nusantara is
\nalready initiating new businesses that are expected to be
\nsuperior when business redefining is conducted in order to face
\nthe business landscape.<\/p>\n
For example, Infomedia Nusantara is beginning to develop its
\ninbound and outbound services. For inbound services, it provides
\na call-center or customer service center support for companies
\nwho wish to out-source from this activity, just like what was
\ndone by Ericsson Indonesia. For outbound services, it has offered
\ncompanies for their need in telemarketing or teleselling
\nservices.<\/p>\n
By developing these services, Infomedia Nusantara has changed
\nfrom a data provider through a directory to an information
\nprovider. Furthermore, with reference to its business
\ncharacteristic from its call center or customer service support,
\nInfomedia Nusantara is now an acknowledge provider, since to
\noperate an excellent call center or a customer service support
\nwith high demanding customers, would call for giving solutions,
\nand not only provide standard information.<\/p>\n
If the transformation from data provider to information
\nprovider or even knowledge provider goes favorably, Infomedia
\nNusantara would journey through its second curve well. (Taufik)<\/p>",
"url": "https:\/\/jawawa.id\/newsitem\/infomedia-nusantaras-journey-into-second-curve-1447893297",
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"sponsor": "Okusi Associates",
"sponsor_url": "https:\/\/okusiassociates.com"
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