With the credit crunch biting and budgets under severe pressure, it’s time for security suppliers and buyers to ‘get smart’. We’re already seeing a groundswell among our customers who are looking at their security costs and provision and asking: “How can I realise best value and continue to receive an excellent service?”
The answer, I believe, is through an integrated approach to security delivery. In other words, customer and supplier working closely together to identify the security requirements of the business – not just the estate – and formulating a strategy that will best fulfil those needs.
For many security buyers, the traditional approach has been to calculate the number of posts and uniformed officers required and then order them in by the hour. However, buying in a single product line ignores the other elements of the security mix, such as technology and response services. Not only that, it reinforces the errant message that security is a commodity and one to be bought at the cheapest possible price. It is neither.
It’s an approach that also works against any relationship developing between buyer and supplier, with the consequent adverse effect on innovation in delivery.
The catalyst for change
The current financial downturn could prove to be a catalyst for change. One effect of the credit crunch is that crime will inevitably rise. Every business – small, medium or large – needs to establish a clear security policy and strategy based on sound risk management for protective measures to be put in place.
Thanks to technological advances, the security mix is now greater than ever, giving buyers extensive flexibility in terms of choice and cost. After spending five years in Reliance’s electronic security business, I know only too well the terrific advances that have been made in areas such as surveillance, response services and vehicle and asset tracking (among others). It means that we, the suppliers, can offer a solution to the customer that recognises today’s harsh economic climate but meets their security requirements.
It’s important to use modern technology in the most innovative ways. There are still some in the industry who believe in the theory that ‘More is Better’ – more cameras, more tracking devices, more tagging, etc. Yet, as we have shown in numerous customer cases, it isn’t the quantity of security but the quality that counts.
The right mix of manpower and technology is a powerful combination, and reinforces the value of our security personnel. It’s not enough to point a camera at a door and hope for a deterrent. It’s the camera, the operative and the ability to respond that counts.
Understanding the customers
Which is why the smart security supplier needs to develop a deep understanding of the customer, its business, its brand values and culture. Only in this way can a fully integrated security strategy be devised and a positive working relationship established.
It also means that, as the customer’s business changes and develops, so too will the security requirements and the supplier will be able to respond to that challenge.
A classic example is the work we’re doing with BMW, the luxury car group. Our close professional relationship with this customer has allowed us to develop a number of value-added services that have ensured the security of the company and its assets, at the same time yielding innovation of delivery.
Until 2004, Reliance had provided a security guarding service to four BMW sites in the UK – including the UK head office in Bracknell – but, with the introduction of changes including regulation and the Working Time Directive, it was anticipated that future security costs could increase by up to one third.
In addition, BMW wanted to minimise the risk of site incursions by trespassers, the theft of vehicles and the growing threat of arson. It also needed to improve its CCTV equipment and somewhat fragmented access control measures while ensuring that site cabling was upgraded to support replacement systems.
To address all of these issues, BMW specified a cost-effective, self-sufficient security solution deliberately requiring minimal human intervention and supervision.
Risk assessment and audit
A thorough risk assessment and security audit followed. Reliance designed and implemented a bespoke-managed monitoring and integrated security and facilities management package. The state-of-the-art security solution enables a range of digital security applications to run over the IT network, including CCTV surveillance with ‘Intelligent Detector’ activation, ‘virtual security officer’ patrols and the remote operation of security equipment such as vehicle barriers and gates.
To reduce manning levels, remote monitoring services were introduced and managed through the Reliance Remote Surveillance Centre. In addition, enhanced electronic security systems were designed and installed, including day/night dome cameras and digital video recording.
A proximity card-based access control system was designed to prevent problems such as tailgating and to maximise the potential of other features such as cashless vending (‘Eye on market evolution’, SMT, October 2005, pp33-34).
This kind of business thinking is something the entire security industry needs to embrace. For too long, we have allowed third party ‘consultants’ to be brought in as external experts connecting with our customers when in fact we in the security industry should know them and their requirements far better than anyone else.
By stepping up to the plate and ‘consulting’ with our own customers, we’re raising the bar for the entire industry. We are then offering better value, innovation in services and gaining a respect that should change any preconception of the industry as a lowly-ranked commodity sold on the cheap.
How much better would it be for our staff if they were involved in an integrated strategy with the customer, to be asked to use their experience and able to offer and deploy their skills in an inventive way? Motivation then rises, loyalty increases and so too does the contractor’s ability to deliver exceptional levels of performance and service.
Keep an eye on continuity
These exacting times also afford a perfect opportunity for consulting with customers over a very timely topic – business continuity. Keeping a business on stream during the looming recession means considering the basics of effective risk management and, therefore, readily lends itself to innovation in security provision.
For example, several companies are likely to consider some degree of asset ‘mothballing’ until such time that the economic circumstances improve. Likewise, downsizing premises is also likely to be on the agenda for some businesses. This should also render opportunities for the security industry among the small and medium-sized enterprises (SME).
The SME sector of the economy is normally one of the first casualties when financial realities begin to bite, and the need for business continuity strategies – and efficient security delivery – will be acute.
As the credit crunch bites deeper, so the business community will be looking to security companies to provide more innovative services that help them cope with the economic crisis.
Questions and consultancy
It’s really all about security suppliers becoming closer to their customers, asking the questions of their business that will enable them to provide an integrated solution and the consultancy service that makes them the first port of call when questions on security arise.
Only if this chain of events is the norm will the industry command the respect that it deserves, and gain the additional price for a value-added service it now craves. Of course there will always be a need for the uniformed presence that security manpower offers, and basic suppliers who supply just that, but for a progressive industry we need to focus around ongoing investment and delivering the more complex solutions that customers require.
Innovation is the way forward.
