Purpose:

To describe Airmax Group’s business direction for the future (short and medium term as minimum; ideally covering longer term as well) in terms of a vision, behaviour, strategic themes and a portfolio of planned changes to which every programme and project contributes.

The best business strategies must steer a course between the inevitable internal pressure for business continuity and the demands of a rapidly changing world.

“Thinkers commonly make the gross error of confusing what they see with what they want to see. The great and good thinker only forecasts futures after deep analysis of the most profound source of true knowledge – the present”

Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005)

The business strategy must be maintained and reviewed continually and indeed must be considered a ‘live’ process. It should be ‘formally’ reviewed at least annually as part of the business planning round; it provides the context for progress reporting on strategic themes.

The business strategy must be developed in light of the outcomes from strategic budgets as this sets the business context. Spending plans should be based on sound economic principles with a distinction between current and capital spending. The strategy should be developed along with full value for money measures, i.e. the cost effectiveness of the strategy.

Plans and goals can be labelled against projects into categories:

1. Easy to achieve with no money and with little effort
2. Easy to achieve within existing budgets and little effort
3. Can be achieved with some money and little effort
4. Can be achieved with lots of money and little effort
5. Not easily achieved with lots of money and little effort
6. Not easily achieved with lots of money and a great deal of effort

For each major investment, the risks associated with it must be identified.

Airmax Group is a disruptive technology company. Disruptive technology or disruptive innovation is an innovation that helps create a new market and eventually goes on to disrupt an existing market, displacing an earlier technology there. In the world if IT this can happen very quickly.

Disruptive innovation, a term of art coined by Clayton Christensen, describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves ‘up market’, eventually displacing established competitors. Clayton Christensen, Harvard Business School Professor.

An innovation that is disruptive allows a whole new population of consumers access to a product or service that was historically only accessible to consumers with a lot of money or a lot of skill. 

Because companies tend to innovate faster than their customers’ lives change, most organisations eventually end up producing products or services that are too good, too expensive, and too inconvenient for many customers.  By only pursuing “sustaining innovations” that perpetuate what has historically helped them succeed, companies unwittingly open the door to “disruptive innovations”.

Our business strategy therefore reflects this.

The key tenets of the Airmax business strategy are to:

• Sustain earnings growth in existing businesses and to support further organic growth and growth by acquisition.
• Develop products that can be paid for from the savings or tangible benefits made from their deployment.
• Keep a healthy balance between disruptive innovation and sustainable development.
• Simultaneously strengthen focus on telematics whilst diversifying into non automotive applications.
• To continue to offer bespoke services whilst packaging systems as ‘off the shelf’.
• Seize opportunities as they arise within the telematics and communications industry and embrace convergence and consolidation.
• Profit from the awareness of industrial effects on climate change, duty of care, health and safety and education.
• Create an environment which encourages, rewards and motivates staff at all levels within the organisation.
• Diversify and build on from the core activity of vehicle telematics into wireless monitoring technologies within the environment and energy saving sectors.
• Develop vehicle related insurance products based on driver and vehicle data.
• Continue to identify disruptive technologies for application development.
• To work with clients to create sustainable energy and reduce harmful emissions.
• Follow the old adage that a good plan is only as good as its execution.
• Retain the value of innovation. Develop projects ourselves and seek partners when necessary to maximise value. Control destiny and retain independence.
• Keep the customers fully involved and informed.
• Keep a watchful eye on external events and factors that may have an influence on the business.
• Seek to control and manage the complete supply chain and twin source everything.
• Ensure that no one customer is more than 30% of the business turnover or sector by monitory value or effort.
• Vigorously maintain our patents and enforce breaches at every opportunity.
• Strive to become carbon neutral.
• Calculate the risks as they occur and take them if the odds and returns are worth it. It is said the only risk in life and business is in not taking one.

“People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year”

Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005)