Selectec

A Message from Lord Pickles and Lord Blunkett, followed by Selectec's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Selectec is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP
THE PARLIAMENTARY REVIEW
Highlighting best practice
50 | SELECTEC
Paul Weston, managing director
and co-founder of Select
Technology
Basingstoke office, available as
and when required
How did a small manufacturing company struggling
to compete in 2007 turn into a specialist software
distributor recognised in the 2017 FT1000 list of Europe’s
fastest-growing companies, as compiled by
The Financial
Times
and Statista? Paul Weston, managing director of design
engineering company Select Technology (Selectec), outlines here
his business’s rise to prominence during the digital revolution,
his three-point strategy for reinvention in a new IT world and
their increasingly global prominence.
Market changes in the new millennium
Selectec was founded in 1981 as a design engineering company and quickly gained
a reputation for innovation, even appearing on the BBC’s
Tomorrow’s World
.
A crucial achievement was being awarded a contract from the British Library
to develop a book copier. The resultant device was successfully sold to major
institutions worldwide and was the catalyst behind the company deciding to focus
on the design and manufacture of specialist products for the copy/print industry.
This was to be the company’s focus for almost 20 years.
At the turn of the millennium, however, the market changed as products were
transformed from analogue machines to digital multi-function devices (MFDs),
combining copying, printing and scanning into a single unit. Selectec began
to struggle as manufacturing became an issue and with product launch cycles
accelerating dramatically. This was coupled with intense pricing pressure from
competing manufacturers in East Asia. A change in direction was required if the
company was to survive in the longer term.
FACTS ABOUT
SELECTEC
»Managing director and
co-founder: Paul Weston
»Established in 1981
»Based in Basingstoke,
Hampshire
»Service: Software development
»No. of employees: 21
»The company now has over
120 active resellers
»AsiaPac subsidiary has been
launched in Australia to
broaden global coverage
Selectec
51SELECTEC |
BEST PRACTICE REPRESENTATIVE 2018
We could not just focus on
development and outsource the
manufacturing, because another
paradigm shift was taking place
– software expertise was quickly
becoming one of the most important
differentiators for the print industry.
The advent of these intelligent,
connected MFDs required integrated
workflow apps that could simplify
the transition from paper-based to
digital processes. Software innovation
and speed to market were becoming
critical, as the hardware products
themselves became increasingly
commoditised.
Selectec reinvention
Selectec consequently undertook the
major decision in 2007 to reinvent
itself as a software distributor. Our
strategy is based on the following:
1. Careful selection of products
to be distributed. The solutions
should be smart, simple, scalable
and secure – not an easy
combination to find.
2. Careful selection of resellers. To
gain maximum market penetration
as quickly as possible, we mainly
target established, high-reputation
companies with their own existing
sub-reseller channels. We operate
on a “train the trainer” basis,
providing free and intensive
training to their sales, pre-sales
and technical staff who can then
in turn replicate this with their
own resellers. We also commit to a
channel-only strategy, never selling
directly to end users in competition
with our resellers, as is the case
with some competitors.
3. Providing an “edge” for
our resellers. Our in-house
development team was tasked with
creating a set of software tools
to allow us to offer customisation
and integration services to satisfy
customers’ needs more precisely.
This means we provide a significant
value-add compared to other
distributors, strengthening our
relationship with our partners while
simultaneously providing a higher
barrier to entry for competitors.
A virtual office
It was decided that the quickest and
most cost-effective way to achieve
our aims was to operate as a virtual
company rather than as a traditional
bricks-and-mortar business. As a
consequence of this, all staff are now
effectively home-based. Mobile phones
and voice over internet protocol (VOIP)
telephony are used exclusively for
communications purposes as opposed
to telephone landlines. The company
is run using cloud-based systems that
can be accessed by employees from
anywhere. These include an enterprise
resource planning (ERP) system,
customer service software and a set of
proprietary team collaboration tools, all
of which are fully integrated.
A small, serviced office was taken
in Basingstoke just for occasional
use but also giving priority access to
meeting rooms across the UK and
Briefing an IDEA Alliance
partner in Italy
The solutions
should be
smart, simple,
scalable and
secure
THE PARLIAMENTARY REVIEW
Highlighting best practice
52 | SELECTEC
elsewhere in the world, allowing us
to work locally with partners rather
than always require them to travel to
us for sales or technical training. As
jobs weren’t restricted by a specific
geographic location, we were able to
target high-calibre staff wherever they
were located, often offering them the
opportunity to improve their work-
lifebalance.
Though working from home and
avoiding the daily commute can seem
like an ideal situation, it is still very
important to build a sense of culture
for remote employees. There is a risk
that they can feel isolated and of there
being a lack of camaraderie. There can
also be a lack of visibility regarding
the overall direction of the business.
Regular communication, therefore,
is vital. To this end, we make use of
centralised digital collaboration and
project management tools to give
everyone as much insight as possible
into what is happening throughout
the company. Virtual meetings via
video conferencing are regularly held,
which allows staff to see their peers,
in addition to which there is also
an internal social platform to make
up for those missed “water-cooler
moments” from the office. Though
this is effective, it is nevertheless vital
to physically bring people together
– something which happens several
times a year for the individual teams
and at least once a year for the
wholecompany.
Ongoing successes and
moving forwards
The company carried out intensive
research before choosing the first
product that met our criteria. This
was software developed by what was
then a small Australian company that
has subsequently become a global
force in the print management sector.
Initially, we took on distribution in the
UK only. We then provided channel
management and support throughout
Europe, the Middle East and Africa
(EMEA) on a performance-related
contract basis for three years before
the company was ready to open its
own European office. Due to the
success of that contract, companies
based in the UK, France, Germany and
the United States approached us to
distribute their products.
Our final challenge is to be able
to participate in opportunities
where a regional or global solution
is required, often in competition
with multinational companies. To
achieve this, we identified nine other
companies around the world with
a similar business ethos to our own
and approached them to create an
international solutions and support
network – the IDEA Alliance. In
addition to the UK, the companies
are based in Australia, France,
Germany, India, Italy, Portugal, South
Africa, the United Arab Emirates and
the United States, and operate in
over 100 countries with more than
1,200 resellers between us. The
Alliance commenced operations in
March2018.
It is still very
important to
build a sense
of culture for
remote
employees
Supporting a distributor
at the IT Partners Paris
event

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from the prime minister.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister