SmartDog in the Austin Business Journal
Published in online edition of Austin Business Journal"> on July 4, 2008.
Scott Elequin is all about teaching Oracle software users some new tricks.
Elequin and his Oracle software consulting firm, SmartDog Services LLC, believe most Fortune 1000 companies using the information management software could be getting more from their investment.
"There are so many things that you can snap your fingers and do if you just know how," Elequin says.
SmartDog, which relocated from New Orleans to Austin after Hurricane Katrina two years ago, has grown rapidly by positioning itself as a firm that will handle even the smallest projects or questions.
"Our consulting model is specific for customers that have [Oracle] software installed, and are trying to get more value out of it," Elequin says. "They can call us for advice, even when they don't have a major project."
That model, which allows customers to pay either for what they need or a contractual fee, isn't the norm when it comes to Oracle consulting, Elequin says.
A look at SmartDog's financial records indicates the strategy is working. The company's revenue has grown from $7 million in 2005 to an expected $19 million this year. The 110-person company, which recently changed its name from DCC Services LLC, has offices in Austin and New Orleans.
Locally, the company works with solar energy company HelioVolt, Keller Williams Realty International, Temple Inland Financial Services and Vignette, among others.
Because SmartDog's consultants can manage information systems remotely, more than 70 percent of its clients are outside Austin. While most of its 180 clients are in Texas and Louisiana, the company has clients in more than 20 states and Canada.
SmartDog devised its business model when Elequin and his team concluded that many businesses implement Oracle software to handle one or two tasks, such as payroll or project management, and don't venture beyond those actions.
"The Oracle software is getting better all the time. And [software owners] aren't implementing the new capabilities and the new features," he says. "They are just locked in."
Many businesses don't know how much the software can do, and there are not many options for learning it, Elequin says. Larger consulting firms typically work on large projects and aren't set up to handle small questions or problems.
"We really try to position ourselves as the guy that you can pick up the phone and call that's not going to try and sell you something," he says.
SmartDog's business model enabling it to accept smaller jobs required developing a back-office infrastructure geared toward that capability, Elequin says.
Typically, SmartDog customers either "pay-per-event" or sign a monthly contract. They pay on a sliding scale based on their commitment of hours per month.
Jeff Hall, general manager with Aztec Systems, a Microsoft consulting company, says offering as-needed consulting is a good strategy.
"It's a profitable approach to growing your company without new customer acquisitions every time," Hall says.
SmartDog's goal is to develop a more recurring revenue model, Elequin says.
With that in mind, the company just launched a diagnostic tool that will help customers keep tabs on software upgrades and notify them when repairs might be needed.
"It's a good way for us to keep up with our customers," Elequin says.
Lessons Learned
- Develop services that prompt regular interaction with clients
- A no-job-is-too-small attitude can carry a company far.
- Set up unique rate structures to differentiate from competitors.
Scott Elequin is all about teaching Oracle software users some new tricks.
Elequin and his Oracle software consulting firm, SmartDog Services LLC, believe most Fortune 1000 companies using the information management software could be getting more from their investment.
"There are so many things that you can snap your fingers and do if you just know how," Elequin says.
SmartDog, which relocated from New Orleans to Austin after Hurricane Katrina two years ago, has grown rapidly by positioning itself as a firm that will handle even the smallest projects or questions.
"Our consulting model is specific for customers that have [Oracle] software installed, and are trying to get more value out of it," Elequin says. "They can call us for advice, even when they don't have a major project."
That model, which allows customers to pay either for what they need or a contractual fee, isn't the norm when it comes to Oracle consulting, Elequin says.
A look at SmartDog's financial records indicates the strategy is working. The company's revenue has grown from $7 million in 2005 to an expected $19 million this year. The 110-person company, which recently changed its name from DCC Services LLC, has offices in Austin and New Orleans.
Locally, the company works with solar energy company HelioVolt, Keller Williams Realty International, Temple Inland Financial Services and Vignette, among others.
Because SmartDog's consultants can manage information systems remotely, more than 70 percent of its clients are outside Austin. While most of its 180 clients are in Texas and Louisiana, the company has clients in more than 20 states and Canada.
SmartDog devised its business model when Elequin and his team concluded that many businesses implement Oracle software to handle one or two tasks, such as payroll or project management, and don't venture beyond those actions.
"The Oracle software is getting better all the time. And [software owners] aren't implementing the new capabilities and the new features," he says. "They are just locked in."
Many businesses don't know how much the software can do, and there are not many options for learning it, Elequin says. Larger consulting firms typically work on large projects and aren't set up to handle small questions or problems.
"We really try to position ourselves as the guy that you can pick up the phone and call that's not going to try and sell you something," he says.
SmartDog's business model enabling it to accept smaller jobs required developing a back-office infrastructure geared toward that capability, Elequin says.
Typically, SmartDog customers either "pay-per-event" or sign a monthly contract. They pay on a sliding scale based on their commitment of hours per month.
Jeff Hall, general manager with Aztec Systems, a Microsoft consulting company, says offering as-needed consulting is a good strategy.
"It's a profitable approach to growing your company without new customer acquisitions every time," Hall says.
SmartDog's goal is to develop a more recurring revenue model, Elequin says.
With that in mind, the company just launched a diagnostic tool that will help customers keep tabs on software upgrades and notify them when repairs might be needed.
"It's a good way for us to keep up with our customers," Elequin says.
Lessons Learned
- Develop services that prompt regular interaction with clients
- A no-job-is-too-small attitude can carry a company far.
- Set up unique rate structures to differentiate from competitors.
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