Sandfield Recent News

Green Acres 'Elevates' its Game

Mon, 21 Jan 2013 06:04:49 GMT

May 28, 2009
Media Release

Franchise management system enhances productivity and transparency

Green Acres Franchise Group has implemented a new browser-based software system that tracks and manages all aspects of service delivery from inquiries and quotations to appointments and invoicing. The system, known within the company as ‘Tiger,' was built by New Zealand software development company, Sandfield, to provide franchisees, managers and support personnel with clear visibility into all aspects of the business, ensuring that quotations are carried out and followed up, contracts assigned, services delivered and guarantees met.

The user-friendly management software was developed out of Sandfield's own franchise management system, Elevate, which was designed to meet the specific needs of franchised businesses. Sandfield's software was scaled to fit the Green Acres business group and aligned to meet the needs of the territory based franchising model used by Green Acres.

The software is flexible enough to meet the needs of service businesses as different as car valeting, home and commercial cleaning, and lawn mowing and garden care. Some services, car valet for example, are based on unique appointments, while others, like lawn mowing, are recurring, but weather and season dependent.

Regardless of the job and location the system deployment has increased efficiency throughout Green Acres staff. And because sound service principles have been built into the software, it also improves the level of service to customers, making sure that all requests and instructions are captured, and all work is assigned and performed in a manner consistent with the company's ethos.

The first point of contact for Tiger is the Green Acres call centre. New client details are immediately captured and logged while at the same time initiating the contact process of assigning the work to the right franchisee. Quotes can be immediately requested and franchisees alerted to the new job by email or text. If an existing customer calls the automated system, pre-logged details will be recognised by the call wizard and will ‘pop-up' so call centre operators can provide immediate assistance. The software ensures Green Acres captures all customer data and provides absolute transparency of franchisee jobs, quotes and invoicing. The software also enables managers to track the revenue streams of employees, a key function of the system, as it enables guarantees to be accurately monitored.

"Tiger lets me see into every aspect of the Green Acres business," says Green Acres Chief Executive, Andrew Chisholm. "Every franchisee, every job and every detail is at my fingertips, and because it's managed on the web, I can log in and monitor the business anytime, anywhere."

Because Tiger is hosted at Green Acres offices, rather than deployed on distributed PCs, it has been architected to maximise efficiency and mitigate risk. IT administrators can log in remotely to apply changes to the system or database. The system also has redundant disaster recovery back up plans.

"Paramount amongst our requirements was that we have a high availability system and IT support, as well as being able to have our requests met in an acute timeframe. Because vital information is transferred to the appropriate individuals in real time this enables Green Acres to deliver services to customers as promised. That's good for our customers and good for our reputation. As an outsourced solution Tiger really takes the hassle out of maintaining a complex IT system," says Chisholm.

With Tiger, it's not a case of one size fits all. The Tiger framework allows Green Acres IT administrators to easily modify and fine tune user visibility by applying per-person and per-permission access. This means that individual franchisees data remains visible only to them and they are not able to access other franchisee's data. And set up has been streamlined. When new area managers join the group their personal details can be loaded, their level of access applied and their accounts activated within minutes.

The system build was designed for the upward flow of information. Directors have total visibility and can see exactly what the master franchisees are working on. The master franchisees may view what area managers have planned and so on. The security of Green Acres and its mission critical data has been enhanced by the Tiger software.
Since Tiger went live Green Acres employees have embraced the system. End user feedback has shown the system is simple to use and those who have embraced it find it indispensable in their day to day activities.

The user interface is driven through a control panel view, which allows users to point and click as they would on any home computer. Franchisees with little or no computer experience are able to quickly learn and use to its simple matrices.

"The franchisee's love the way Tiger reduces the time they spend on administration, because in this business time really is money," says Andrew. "If Green Acres franchisees can cut down on admin time that gives them more time to grow their businesses by increasing their customer base and improving their bottom line. And that's something we're all looking to do in the present economic climate. What's more, because the system accurately tracks all work, they can tell exactly how well their business is performing at any given moment."

With Tiger, Green Acres took a ‘whole of company' approach. The system first went live for the car valet franchises and in less than two months was applied to the lawn mowing portion of the business. By late February 2009 Tiger was completely deployed across the home cleaning, commercial cleaning and carpet and pest control franchises.

"The Tiger platform allows me to track customer data, jobs, invoices, revenue streams and more. It increases our efficiency across the board and with it our business potential. The system has really earned its stripes!"

Process Peak brings Technology to Sales

Thu, 13 Sep 2012 04:51:22 GMT

April 2009

By Jonathan Maze - As published in Franchise Times (USA) - February 2009

Surprisingly few franchisors have a definitive sales plan. Process Peak aims to change that.

It seems a little odd, really. The franchisor's goal is to sell franchises to investors. Yet many franchisors don't have a set, predetermined system to take prospects through the sales system. That oddity is an opportunity for a guy like Mark Franklin, who in 2003 started Process Peak, as a "hobby" to helps franchises create "virtual brochures" on the Web that take a prospect through the entire sales process - from an initial introduction to qualification. Now Process Peak is taking that brochure further, by automating the entire sales process.

Working with New Zealand software developer, Sandfield, the company introduced a program called Pipeline Catalyst that uses social networking tools to guide both salesperson and potential franchisee through the franchise-buying process.

The idea is to make the sales process more efficient. Franklin and Process Peak's president, Tim Johnson, say a franchisor needs to close a sale within 45 days from the point when a person first expresses interest in the concept. The longer it takes to close that sale, they say, the less likely the person is to actually buy. "After 45 days, the conversion rate drops by 10 percent a day," Johnson said.

Pipeline Catalyst is designed to close the sale within that 45-day period or remove the person from the sales pipeline. That ensuring the sales staff doesn't spend too much time fruitlessly. "You've got to make sure you're not burning too many calories on one prospect," Franklin said.

“Sandfield’s capabilities and experience has provided huge value for us, and enabled us to meet a critical deadline for the launch of our solution to the market. We now have something that the market demands and a big jump on any potential competitors:” Tim Johnson, President, Process Peak (USA).

The company plans to take on a limited number of customers - 10, to begin with. "We don't want to Krispy Kreme this thing," said Franklin, referring to the doughnut franchise that got popular quickly, then flamed out. "We're looking for measured growth."

The cost is $14,900 upfront without video - $22,500 with video - plus a $300 monthly licensing and hosting fee.

The program attracted the attention of MatchPoint consulting network, which now has a referral deal with Process Peak. "Theirs is an extremely comprehensive program," Seth Schonberg, MatchPoint's executive vice president, said. "And having something that is very comprehensive and precise...can enhance the chance of awarding the franchise to the right candidate."

The software's interface looks like a social networking site such as LinkedIn or Facebook. The software helps the salesperson guide the prospect through the system, beginning with the overview and ending with a closed sale.

That prospect is given two or three days to go through each step of the process, including watching videos or listening to MP3s about the company. It can also include phone calls to existing franchisees. The prospect can use the program to ask questions online through a messaging program. And he or she can rate their level of interest in the franchise along the way.

On the sales end, the program helps a salesperson keep track of leads, whether they're making appointments, finishing homework or need to be prodded. The program captures conversations and keeps track of the overall process. The system also gives executives information about leads, from where they were generated to the percentage converted into sales. Franklin believes the franchise could get better franchisees who know more about the system. After all, if they have trouble meeting appointments and doing their homework, how can a franchise expect that person to introduce new products or change existing signs?

"They'll be more aware," Franklin said. "And they've already followed a system." Said Johnson: "This greatly enhances franchisors' ability to close a sale. And they'll have a better informed franchisee."

For more information see www.processpeak.com

Sandfield in the Community

Sun, 23 Nov 2008 11:00:00 GMT

November 2008

The team at Sandfield is proud to contribute its knowledge and expertise to a variety of causes in the community. Here is a summary of that involvement.

Wymondley Rd Primary School – Otara

Through our association with Books in Homes, we have been inspired by the exceptional education occurring at Wymondley Rd Primary School, a decile one school in South Auckland. To support headmaster Tone Kolose and his team, Sandfield partnered with Mainfreight to assist the school in acquiring an Activeboard for each classroom. This interactive technology engages the students with stories, puzzles, and a variety of multimedia educational tools. Many of these children have no access to computers at home so this is giving them exposure to the benefits of technology. The ultimate goal is to have an interactive classroom run by the students and facilitated by the teacher. What a cool way to learn!

The Louise Perkins Foundation

The Louise Perkins Foundation was established in 2005 after research and experience that identified gaps existing in the provision of services to improve the quality of life of women with breast cancer. Since November 2006, Sweet Louise (the public face of the Foundation), has co-ordinated and funded the provision of a range of services shown by research to assist women to live with their disease in a positive way. These services are provided to women with metastatic breast cancer, using a voucher system that enables our members to choose from a range of services at a time to suit them. The Foundation also provides information, access to research, and advice to assist women and their families with the many issues they must face to lead a positive life with their disease

The Sweet Louise System allows the foundation to operate as a 'virtual organisation' allowing part-time staff and supporters to contribute from their homes and businesses, saving costs by eliminating the need for office space. Management of operations is highly efficient due to the integrated nature of the systems for registration, voucher redemption and accounting, often the only paperwork generated is the vouchers themselves.

We estimate that the savings to be in excess of $100,000 per year based on the costs associated with premises, services, equipment and staff. The system is easy to use and training for the organisation's support coordinators was conducted in one day as described by Sue Taylor, Manager, Sweet Louise: "the system is so intuitive that training for our support co-ordinators, both of whom were new to the organisation and who are 'people people' not 'technical people' was effectively completed in one day”

www.sweetlouise.co.nz

Books in Homes

The Books in Homes Programme was inspired by Alan Duff who, with the help of Christine Fernyhough, developed the idea after realising that failures in adult life often stem from childhoods spent in bookless homes. The philosophy behind the programme is simple - to break the cycle of 'booklessness'. Kids who can't read become adults who can't communicate and that's a serious disadvantage in a world that operates on the written word.

Schools are selected from areas where the children are most likely to come from bookless homes – lower decile schools. Alan's self-help philosophy is reflected by the fact that each school joins in a financial partnership with their sponsors to fund their books. The books are selected by the children themselves and are theirs to take home and keep. Each book has a sticky label which has the child's name in it as well as the name of the school and sponsor who have given the book.

Since its inception, the programme has grown rapidly. There are currently 510 schools with over 90,000 kids all receiving a minimum five books per year.

Sandfield has recently given the Books in Homes website a complete redesign and rebuild, providing them with our powerful website content management system, EyeSite. The new site is separated into the key aspects of the programme, information for Sponsors, Adults and Kids. Most importantly over half the site is dedicated to the Kids section, packed with learning items such as dictionaries, photo galleries, songs, book reports, e-cards and links to other great sites for kids.

It also provides a big online presence for all sponsors. It encourages support for unsponsored schools and provides a service where people can donate online to help Books in Homes.

Sandfield has also aided by setting up a website for the annual ‘Bookweek Appeal’. This has information about all the events happening during book week and provides a place where anyone can easily support by making a donation of any size through an online portal.

Since 1997, Sandfield has developed and supported the system that Books in Homes use to manage their day-to-day business operations such as the management of sponsors, schools and events. The websites seamlessly integrate with these systems to minimise administration.

www.booksinhomes.org.nz

www.helpduffy.co.nz

Youthline

Youthline has developed a unique, community-based approach to the development and delivery of services, and are the first point of entry for young people to access a wide range of youth development and support services . Core services include Counselling, Training and Education, Information and Referrals, Youth Worker services and Community Enterprise and Social Development services. Sandfield is providing Youthline with a range of services to ensure its IT infrastructure supports its operational needs and web-based service delivery programs.

youthline.co.nz

Giving Start-Ups a Leg-Up

Wed, 06 Jul 2011 01:53:19 GMT

November 2008

Partnering with Sandfield allows you to Reduce Technology Risk, Gain Credibility, Gain Valuable Time and Reduce your Funding requirements.

Start-up and early stage companies face a number of risks that are generally less onerous for mature companies – funding risk, market acceptance risk, people risk, timing risk, technology risk.

A disproportionate amount of energy in the early stages goes into reducing those risks. For example, raising early stage capital often takes 6-9 months, which is time a company should be using to capture their first customers and enhancing their offering to meet the market needs. Once secured, the money often goes into product development as opposed to market development, so by the time the product is completed, the company needs to raise another round of funding to get it into the market. A result of this process is that it has taken the company significantly longer to service the market than a more established competitor would.

Sandfield has a history of working with start-up companies to help them address this hurdle. As an established and credible technology specialist with proven intellectual property to contribute, we have worked in partnership with those companies to reduce the cost of development and time to market, thus enabling them to use their valuable resources in other areas.

Allow Sandfield to manage the Technology Risk while you focus on the Market....

We do this by building their systems using existing proven frameworks and IP which give fresh developments a jump start. As a result, their applications are developed in quick-time, while they focus on developing their customer base.

For further information on how Sandfield could help your company get to market early, contact Carl Millar on 09 306 0579

Mainfreight future proofs growth

Wed, 06 Jul 2011 01:54:33 GMT

September 2008

Leading transport and logistics firm Mainfreight, has completed the roll out of its new warehouse management system to all main warehouses in New Zealand, Australia and the States.

The new system is designed to better serve the needs of Mainfreight’s ever-growing customer base, be easier and more efficient to use for Mainfreight’s staff and provide a strong and flexible platform that can grow and develop as the company grows.

“It’s future proof,” says Mainfreight CIO Kevin Drinkwater. “It has taken us into a development language and on to a platform that will be around for a long time.”

With company sales up from $520 million to $912 million since 2004, warehouse numbers up 40% and sales orders doubling in the last two years, Mainfreight’s old warehousing system was struggling to cope with the growth, says John Eshuis, Mainfreight’s software project manager. “We needed a platform from which we could grow and develop the functionality the business needed to expand. Teaming up with the company’s long-term software development partner Sandfield, Mainfreight’s new warehousing management system, MIMSLive was designed, developed and rolled out within a year.

The new system is far more stable, efficient and flexible than the old system, allowing developments to be made and bugs to be fixed without users even noticing, says Eshuis. “It now means we can make changes on the fly rather than having to take the whole system down.” Using internet browser technology, the system is also far easier to deploy than before and users can view multiple screens to get an accurate picture of where everything is at the touch of a button, he says.

Completed in time and to budget, Sandfield director Bruce Copeland says Sandfield’s development team used existing and proven Sandfield technologies and frameworks to lower the overall cost and time of development. “It was a partnership, with both companies working together and focusing on the solution rather than on the mechanics to ensure the best outcome.”

With MIMSLive, Mainfreight is now set to introduce even greater functionality into its systems, to improve efficiency, security and costs for its growing customer base. Later this year, the company hopes to link mobile handsets and industrial-strength PDAs to the system, mirroring other similar developments in the organisation, to continue to reduce the amount of paperwork and improve accuracy and efficiency. Also on the agenda is automated invoicing and improved cross-docking procedures, allowing customers to allocate products in transit to their customers, to reduce warehouse time. “This is the type of functionality we’ve wanted to introduce for some time. Now we can and we are,” says Eshuis. “The new system gives us far more flexibility in how we engage with our customers, saving them and us time and money.”

The new system is exciting, says Eshuis, because it’s about looking forward, preparing for growth and change before it happens. “So it’s not so much about what it does for the business as it stands, but what it can do for the business going forward.”

About Mainfreight

Mainfreight Limited is a global Supply Chain Logistics Provider, specialising in the handling of freight that is Less Than Container (LCL), with businesses operating in 165 branches throughout New Zealand, Australia, Asia, and the United States. Listed on the New Zealand Stock Exchange, Mainfreight employs over 3,200 people and has more than 20,000 customers worldwide.

About Sandfield

Sandfield is an Auckland-based software development firm committed to providing long-term, cost effective business solutions to businesses both large and small. With a dedicated team of 47, the company prides itself on working in close partnership with its customers to ensure time is spent creating the best solution, not negotiating the relationship.

For more information please contact:

Kevin Drinkwater, CIO, Mainfreight - 09 259 5508 or 027 433 7476

Carl Millar, Sandfield - 09 303 0579

Mare returns online – a paperless future for breeders

Tue, 18 Mar 2008 22:38:14 GMT

4 March 2008

New Zealand Thoroughbred Racing (NZTR) has today announced the launch of its online Breeders Service Centre. This follows the launch of NZTR’s Trainers Service Centre last year for online processing of racing transactions including race nominations, withdrawals, scratchings, etc.

The first phase of the extensive Breeders Service Centre project allows broodmare owners to click on www.nzracing.co.nz and, via a Members login, process all their returns. Previously these could be completed through paper forms only.

Approximately 200 breeders have registered to use this new online function since advance notification, together with their unique customer codes, were mailed out in January 2008. The service was extensively tested through January and February 2008 and went live on 14 February 2008.

The online process comprises just four easy steps. Breeders can declare their results and mare status and complete payment by credit card.

The entered returns automatically update NZTR’s database and website. This provides timely and accurate breeding records for the industry.

NZTR has introduced an incentive for breeders who move to this paperless process: There is a 5% discount off all mare return fees.

Feedback from breeders using the service in the first few days of it going live has been very positive. Margaret Fife, who manages all mare returns for Cambridge Stud, and who was involved in testing the system on behalf of NZTR before it went live, has been delighted with the service: “For this type of transaction Cambridge Stud will now operate almost exclusively online. It just makes the whole process a lot quicker and easier, not to mention the absence of all those forms and filing cabinets. I’m really pleased that we now have this option.”

To register for this service, breeders should simply email studbook@nzracing.co.nz with their unique customer code (posted to them in January). Upon receipt NZTR will provide logon and password details for immediate access to this new function. Alternatively contact the Operations team at NZTR on 04 576 6240.

Enquiries: Darren Jones 04 576 6252

Agility, Innovation and Building Business Value

Wed, 12 Sep 2007 23:50:40 GMT

July 2007
By Bruce Copeland
For the NZ CIO Conference

First, what is the argument or mandate for valuing and emphasising Agility and Innovation and this move to flexibility and change? I think it is summarised nicely in this simple truth:

Systems built to change are much more valuable than systems built to last.

Despite the obvious irony, a System built to change in today’s world is going to last longer than a system simply built to last? What is driving this need for Agility? Is it real or imagined? Is it the latest way that technology suppliers and consultants are using to help drive sales of their products and services?

Although Sandfield is described as a middle tier IT Company in Auckland, we are just whitebait by world standards. We have built our business on valuing agility and our ability to respond quickly to changing requirements. However, what are the big hitters saying? What is their International perspective? Download whole article >

Window into wee world

Mon, 28 Mar 2011 21:01:30 GMT

August 2007
By Abi Thomas

Bream Bay mother of two Terrianne Appleton isn't worried about her daughter Annalise's first day at childcare, because Terrianne will be checking up on her - from her desk at work.

Opening today, Small Poppies Early Childhood Education Centre in Ruakaka is believed to be the third centre in the country to install a webcam, allowing parents to "pop in" and watch live images of their children.

Parents will be able to log into a secure internet site where they will have access to streamed webcam footage of Small Poppies, for up to 20 minutes a day.

Miss Appleton said she would definitely be making use of the site to "pop in" on Annalise, aged two.

"We've got Bream Bay Motel so we work fulltime, so it'll be great to just be able to log on and see what she's doing," she said. Miss Appleton said her anxiety after dropping Annalise off at daycare for the first time today would be lessened as she could log on to the computer when she got back to work.

"It'll be great to be able to check that she's settled in okay."

Annalise's grandparents will also be keen to follow their granddaughter's day, Miss Appleton said.

Centre director Natasha Lee said one of the reasons for the webcam was to give parents the re-assurance that a new centre was doing the business right.

"We don't have any recommendations from anyone that we can go on. We've got no history with anyone," Mrs Lee said.

"No one can say, `Oh, my sister sent her kids there', as a measure of a good centre, because we're brand new.

"A camera gives us that openness."

Another reason for the camera was to keep the centre's staff "honest".

"It keeps us on our toes.

"All the staff know they have to be on their best behaviour at all times. Not that we wouldn't be anyway, but the staff all know that a parent could be watching at any time. They're all right behind it."

Mrs Lee said many parents had no option but to work these days, and she was pleased to be be able to offer them a "window into their child's day".

There are three cameras in the centre, each showing a different area: the under-two's, toddlers two and three years old, and three and four-year-olds.

Parents would only be able to access footage from the camera in the area their child was in, and they paid the company Tiny Telly directly for the subscription.

The cameras are on for four hours a day and become a security system after hours.

Mrs Lee had expected around 35 of her new enrolments on the centre's opening day today, and said she hadn't experienced any negative feedback from parents about the webcam initiative.

"Not one person has said anything negative about it.

"It's part of the contract they sign when they enrol their kids, that they're okay with the camera and with the children's photographs being taken."

Congratulations Sweet Louise!

Mon, 28 Mar 2011 21:02:02 GMT

July 2007
computerworld.co.nz

Sandfield are very proud to announce that their client the Louise Perkins Foundation has won Computerworld IT Awards for their website and administration system developed to assist women with Metastatic breast cancer.

The following story is based on extracts from their Computerworld Award submission and clearly demonstrates why they are a very deserved winner www.sweetlouise.co.nz

“ It isn't easy having breast cancer, all of our journeys are different but they all start with that moment when you are told of your diagnosis. At that point many of us search for information about how we can help ourselves, to deal with our treatment and to help us feel better. Sweet Louise provides much of this information in one place, and links to lots more " - Jennifer Clark, Executive Director.

The Sweet Louise System is an integrated information management system that controls membership, education, service provision, and administration for the organization. It is a hosted, internet based system which also integrates accounting and communication packages to provide a single enterprise wide system.

Software was developed for Sweet Louise based on the organisation's innovative voucher based operating model using Microsoft's ASP.NET technologies and SQL databases. This software is integrated with Sandfield's On-Account (financial) and On-News (email newsletter) systems.

The Sweet Louise website provides the general public with access to information about strategies that help women to live positive lives with breast cancer and enables those women with metastatic breast cancer, that is women whose cancer has spread to other parts of the body, to register for membership of Sweet Louise and receive vouchers to enable them to access a range of services free of charge. The website provides secure access for members to view their personal information, for service providers to redeem vouchers and for staff to manage administration.

The Sweet Louise System enables our organization to run its operations through the internet, allowing members to access information, to register and to check their voucher status, service providers to redeem vouchers and staff to manage membership, voucher allocation, accounting and communication. This, together with having the application hosted, allows the foundation to operate as a 'virtual organisation' allowing part-time staff and supporters to contribute from their homes and businesses, saving costs by eliminating the need for office space. Management of operations is highly efficient due to the integrated nature of the systems for registration, voucher redemption and accounting, often the only paperwork generated is the vouchers themselves. For patients without internet access a paper registration form and service directory is available.

“ the system is so intuitive that training for our support co-ordinators, both of whom were new to the organisation and who are 'people people' not 'technical people' was effectively completed in one day "

Women with metastatic breast cancer face a daunting range of physical, financial and practical issues. Having support to deal with these and access to therapies that complement the medical treatment they are receiving can make a huge difference to their quality of life. Sweet Louise encompasses everything from strategies that complement traditional medical treatment (reiki, positive mind techniques, dietary advice, counselling, specialised exercise programmes) to practical assistance such as home help, child care and assistance with transport. Where other providers offer comparable or additional services that fit our philosophy, Sweet Louise refers patients to them. Our Support Co-ordinators work with each woman and her family, and help them select the Sweet Louise services that best meet their needs. Patient feedback has been immensely positive, such as the following example:

“ I don’t know how to tell you what it means to have the understanding and philosophy of metastatic breast cancer through Sweet Louise recognised and acknowledged in the thorough way that you have addressed this.... Its much bigger than a philanthropic exercise and I just want you to know how I feel and how much appreciation and admiration I have for what you’ve achieved here.’ Sweet Louise Member. "

Trustees of the Foundation designed the voucher system based on an entirely novel concept. Foundation trustee Ian Narev explains:

“ The vision revolved around a simple, user-friendly system for helping our members – women with metastatic breast cancer – to access the services we provide. Above all, we needed something intuitive and easy to use. The whole idea would fail if our members found it hard to work with us, or if our people found it hard to work with the system. "

The Business of IT Building the Economy

Sun, 25 Feb 2007 22:49:48 GMT

February 2007
By Mary MacKinve

From the Business to Business Magazine
www.btob.co.nz

The business of information technology (IT) has been transformed from the days of the dot com bubble-burst to the darling of the decade, to our very salvation in the next era.

Sandfield provides tailored information systems rather than "out-of-the-box" software.

Knowledge industries and smart people driving them are where New Zealand pins its economic hopes (after farming).

Sounds like a heavy responsibility for the boffins, and scary for the non-techies who have to understand this stuff so they don’t get ripped off.

Conversely, IT companies have to know just as much about their clients’ businesses, to do a good job and retain them, says Bruce Copeland, founder and director of Sandfield Associates Ltd in Karangahape Rd, Auckland.

"There’s so much mind numbing specification work up front but we try not to put clients through that. They must have confidence we understand their business!"

The former accountant set up Sandfield 18 years ago to develop software, and now employs 33 staff – comprising 20 programmers/analysts.

In these changed IT times, rather than being glamorous the industry is very informal and down to earth, he says. The dress code at Sandfield is tidy casual and clients are put at ease from the start.

"A lot is done on a shockingly informal basis. There might be a white board involved."

The company operates with a system of "agile methodology" which is more about discussing and collaborating over software requirements and contracts than the old approach of specifying in detail every aspect of a software system up front and signing off on it.

"Answers only come once the client and [our] staff have built up a trusting relationship. The first meeting: it’s almost the kiss of death for the job if you try and force the client into a proposal.

"Their intellectual property becomes part of the software, it’s embedded in it, so there’s a natural tension around ownership of each."

A lot of businesses sell IT as difficult and costly, he says.

"We might even tell someone to buy a package off the shelf, saying "you’re not ready for more".

"Part of what we try to do is make IT manageable for non-IT people. MDs and boards are asked to make decisions and they need stuff presented in a way they understand."

And while Sandfield staff are at their computers all day, they keep in mind there’s a time to quit email and pick up the phone.

IT is a competitive business.

"We have had some great clients for a long time, using our applications for 10 or 15 years, but no-one really knows about us," says business development manager, Steve McKee.

"It’s our 10th anniversary of working with a Japanese shipping company that handles 60 per cent of cars landing in and out of Australia, plus containers…we have been providing full business systems for container control, accounting, sales, etc."

A growing field for Sandfield has been developing mobile computing systems, such as 500 mobile applications for a client’s truck drivers that alters the way they pick up and deliver goods. The truckies run their businesses with a hand held device that gives them access to head office support on the road. This mobility means less down time, greater productivity and profit for the drivers.

"There’s been much ado about mobile computing for some time now, but the technology has matured to the point that Kiwis can see it in action daily and businesses can go mobile with confidence.

"Businesses should consider going mobile with all their head office computing systems."

This has been made possible by key developments in the last two to three years, such as the hugely increased power of hand-held computers. "We used to built systems to fit the tiny capacity of the device, but now we have to expand systems to utilise the full capacity of the device."

Mobile coverage is extensive and the mobile networks are stable. Systems have the simplicity to be efficient and easy for all users. Mobile computing platforms have matured, making integration with existing office systems simple.

But Copeland believes much publicity about mobile computing has missed the point.

"Mobile computing isn’t about getting office workers out on the road (or as in Telecom’s ad, out to the beach house), but in getting the power and support of the office out to the thousands of kiwis already working on the road."

A client’s ferry service now has a web booking engine to replace a complicated fare calculation system that required a three-month training programme for call centre staff.

In another case, Sandfield’s custom-built bar code freight tacking system put data in-putters out of jobs overnight. But this allowed the freight company to put more money into training and customer service.

"It’s not like you make a third of staff redundant, it often just changes it. Data inputting now has to be managed rather than done."

Says Copeland: "Technology really can transform businesses."

And the future?

"Microsoft always comes out with the latest version but it’s interesting what doesn’t change: applying systems and delivering value is still a challenge; how to use IT in business to get value out of it."

The web will become much more ubiquitous and dynamic, a virtual TV; and licensing of TV frequencies will raise its ugly head just as unbundling the local loop has been for developing broadband.

He recommends small and medium enterprises (SMEs) keep a steady eye on what they want to achieve. "Just like using an adviser or anything, if you can’t see the point, don’t spend the money."