5.0 EDSR 09-08-2008 - Laserfiche WebLink

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CC: Most manufacturers today are trying very hard to establish a clear point of differentiation with their customers, and product innovation is an obvious area of focus. At Sportech, we like to think of ourselves as a wildly innovative, creative company. But our cultural strengths are just as important as our other advantages-including de- sign, delivery, quality and price. We believe that our strongest customer relationships have been built largely with trust. If our products, services and prices are equal to those of our competitors, but the customer is more comfortable with us or trusts us because of our corporate values or our approach to business, we'll get the job every time. I also believe that most companies want to work with suppliers of integrity, where the people un- derstand right from wrong and where they'll give you honest answers, even when it's difficult to do so. The value that a culture of integrity brings to a supplier/customer relationship is vastly under- estimated by most suppliers today. we've tried to build a team with people who share common values and who are passion- ate about our industry. My hope was to create a culture that would eventually become a real statement about who we are as a company. Culture is one thing I've really tried to keep constant through the years. As the company has grown, my role has changed and I've been forced to delegate or "let go" of a few things- which is pretty tough for Type A's like me to do. But I've maintained control of the corporate culture piece, and it's one area that I won't let go. I really believe that culture is a top-down commitment; it has to start with me and I'm accountable for maintaining it. Enterprise Minnes®ta: You said that you be- lieve that one of the key advantages that Sportech has in the marketplace is its culture. How so? Enterprise t~linnes®ta: Why is it important for a business to align its culture with the culture of a potential OEM? ~~.: If you have built your company's culture on integrity, then I think it's important to try to align yourself with an OEM that has similar values, because if you go into a situation with an OEM that doesn't share your values, you could be entering into a no-win situation. Nearly all companies make some kind of a statement which portrays them as a company guided by integrity, but in some cases this philosophy doesn't always get carried through to the everyday operation of the company, and that's fine. We have been blessed at Sportech to work with some great OEMs with cultures centered in integrity, and working with them has actually made our culture stronger. The question is, are you pre- pared to do business in a setting where there's a possible misalignment ofcultures-where your values are vastly different? And of course this goes both ways-if you've struggled with your own internal culture and you are not sure if your whole team fully represents your values, are you prepared to engage with an OEM with a strong value system and a history of doing business as a company of integrity? Either way, it's a recipe for disaster. Employees Michele Zeller (left) and Narene Pouv (right) inspect and touch up wind- shieldsthat have just been drape- formed. After the windshields pass inspection they apply a piece of protective cling to both sides, place an inspection number on the cling and send them on down the line. Photograph by Marcus Paulsen ENTERPRISE MINNESOTA SEPT/OCT 2008 z7