Our strategy

DEFINITION OF THE STRATEGIC VECTORS

The project SYSELCOM SA is based on the principle and the certainty that, despite all the circumstances, opportunities exist and will continue to exist for entrepreneurial activities based on original and innovative ideas.

In the computer services sector, the major problem we are noticing is that it is very difficult for existing service companies to adapt to client companies' financial constraints. On the other hand, the latter have no other choice than to incorporate new technologies regularly if they wish to maintain their level of competitiveness.

The current situation is therefore paradoxical because, while the companies must continue to develop or risk disappearing, the budgets available are constantly being reduced. This observation applies to major international groups but is even more valid for local small and medium-sized companies, which do not have the resources to employ the services of specialists in-house.

For service companies, this is an important challenge because, either they are capable of adapting by reducing their operating costs without damaging the quality of the services they provide or they persist in maintaining an operating system, which, while it may have operated very well when the market economy could accommodate it, is already no longer viable.

The many bankruptcies and petitions for bankruptcy noted in recent months only serve to illustrate this phenomenon, which is now tending to increase. For local service companies, from now on competition will come from the surrounding countries, and particularly from France. For these service providers, whose home market is also depressed, their labour costs combined with the advances in techniques for working far from home base, provide them with the means to view Switzerland from a particularly attractive angle.

If we are not mistaken, this phenomenon is quite recent in a sector in which proximity, rather than skills, has always been the essential selection criterion.

Certainly, this is not a particularly brilliant observation at first sight but we think that it must stimulate us to build the bases for a new structure that, while retaining the advantages of proximity, would be capable of offering superior quality services by improving their competitive criteria.

To achieve these objectives, the traditional operating models should be re-examined and fundamental innovations introduced both in our market approach and in the design of the services we wish to offer our customers.