Price vs Value: Why Matching Price Means Matching Offer

 

Same Price, Different Value

Introduction

In business, the idea of “price matching” often feels like an easy fix. If a competitor sets their coffee at $5, you do the same. If another law firm charges $300 per hour, you match it. The thinking goes: if the price is the same, customers will stay.

But here’s the catch, price is only one part of the equation. Customers don’t just see the number on the receipt; they experience the whole package. If your offer doesn’t actually match the competitor’s, then your “price match” isn’t really a match at all. It’s a shortcut that risks eroding trust and damaging your reputation.

This blog explores why businesses need to look beyond numbers when competing on price, with practical examples that highlight the difference between matching price and matching value.

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Coffee Example: Same Price, Different Cup

Picture two cafés on the same street. Both advertise coffee for $5. One café serves a regular-sized cup, while the other serves a noticeably smaller cup for the same price. On paper, both are “competing fairly.” But in reality, the smaller cup café isn’t matching the offer.

Customers may not complain the first time, but they will notice. And once they do, they won’t just question the coffee size, they’ll question the fairness of your business overall.

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Tea Example: Quality vs Cost

Now take tea. One café matches its competitor’s $5 tea price but cuts corners by using supermarket tea bags, while the competitor serves premium loose-leaf tea. To the customer, the price is the same but the quality difference is obvious.

In this case, the café has matched cost but not value. Customers who expect a quality tea-drinking experience will feel short-changed. Worse, they’ll start telling others about it. Word of mouth spreads fast, and what began as a strategy to keep customers may actually drive them away.

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Fish and Chips Example: Portion Size Matters

Think about your favourite fish and chip shop. Imagine one matches its competitor’s $9 price, but when you open the paper, you find fewer chips and smaller fish. Technically, both shops charge the same, but the customer’s perception of value is completely different.

Customers will always compare what they get, not just what they pay. A smaller portion may lower your costs, but it will also lower repeat business. People don’t just remember the price, they remember whether they left full and satisfied.

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Law Firm Example: Experience vs Hourly Rate

Professional services face the same challenge. A law firm may decide to match a competitor’s $300 hourly rate but assign a junior lawyer with one year of experience instead of a senior partner with two decades of expertise.

On paper, the rate is identical. But in practice, the value delivered is vastly different. Clients expect comparable service for a comparable price. When they discover they’re getting less for the same money, they don’t just lose faith in one lawyer, they lose faith in the entire firm.

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The Bigger Picture: Trust and Loyalty

The common thread in all these examples is simple: customers aren’t comparing price alone, they’re comparing value.

When businesses rely on price matching to boost profits without enhancing quality or value, they risk their current profits and customer base. Customers can see through that quickly. And once trust is lost, it’s almost impossible to regain.

The smarter approach is to recognise that value is multi-dimensional. It includes quality, service, expertise, reliability, and even the emotional reassurance that comes from choosing the right provider. Price matching without matching the offer ignores these dimensions and leaves your business vulnerable.

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Final Thoughts

Price matching might win by increasing the profits in the short term, but it won’t secure loyalty in the long term unless the offer also matches the expectation. Businesses that see opportunity increase prices to match with competitors risk creating dissatisfied customers and damaging their own reputation.

The lesson is clear: if you’re going to match the price, you must also match the offer. Otherwise, focus on differentiating your value instead of chasing numbers.

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As a business leader, ask yourself: Are we competing on price alone, or are we delivering a value proposition that truly stacks up?

If you’ve ever struggled with balancing price and value in your business, let’s talk. At Josty, we help businesses build strategies that strengthen both pricing and customer trust.
Empowering Growth, Securing Success.

Visit Josty.nz to learn more or get in touch today to explore how we can help your business compete on value, not just price.

Price vs Value: What Are You Really Paying For?

 

What Are You Really Paying For?

Introduction

We live in a world where price is often the first thing people see, the number we compare, and the lever we pull when making decisions. But ask yourself: What are you really paying for?

I was reminded of this today while getting my Warrant of Fitness (WOF). I could have booked elsewhere in town for slightly less, but that would’ve meant waiting one or two days. Instead, I chose to pay a little extra to have it done immediately. What I was really paying for wasn’t just a check on my car, it was also convenience and immediacy.

This small example highlights a bigger truth: price is not the same as value. Let’s explore why.

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Price Is Only Part of the Value Equation

Most of us have been trained to see price as the measure of worth. Cheaper equals better savings, right? Not always.

Price reflects only the upfront cost. Value, however, is everything you get in return. And sometimes, the value is hidden until you step back and ask, “What’s included? What problem is this actually solving for me?”

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A Sales Story: Why Higher Price Can Mean Higher Value

In my sales career, I often faced pushback on pricing. Clients would compare us against competitors and wonder why we were more expensive. On paper, their numbers looked sharper. But the reality? We weren’t selling the same thing at all.

Our solutions included far more than equipment:

• Design: Tailored to the unique needs of each client.

• Build & Programming: Systems crafted for seamless integration.

• Testing: Every solution was plug-and-play ready, reducing downtime.

• Quality Components: Only the best parts, guaranteeing longevity and reliability.

The competitor’s offer may have been cheaper at first glance. But clients who chose us weren’t just buying hardware, they were buying certainty, peace of mind, and time saved later.

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The Hidden Layers of Value

So, what are you really paying for? Often, it’s one or more of these layers:

1. Speed
   Sometimes, you’re paying for something to be done right away. Like my WOF experience, the faster option cost more, but the value was in getting my car back on the road without delay.

2. Expertise
   You’re also paying for the knowledge and skill behind a product or service. Expertise ensures fewer mistakes and better outcomes.

3. Reliability
   The cheapest option may look appealing, but how reliable is it? A reliable solution saves you from costly breakdowns or repeated purchases.

4. Experience
   This isn’t just about customer service it’s about reducing stress. A smooth, professional process can be worth more than a small saving.

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The Hidden Cost of “Cheap”

It’s easy to be drawn to the lowest number. But the cheapest option often comes with hidden costs:

• More time lost in waiting.

• Extra repairs or replacements later.

• Frustration from poor service.

• Missed opportunities because the job wasn’t done right the first time.

In other words, the price you see isn’t always the price you end up paying.

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Everyday Examples of Paying for More Than Price

• Flights: A budget airline may cost less, but add up baggage fees, lack of flexibility, and poor service suddenly, the “cheaper” flight isn’t so cheap.

• Technology: A bargain laptop may save money upfront but need replacing in two years, while a higher quality one lasts twice as long.

• Professional Services: A cut-rate consultant might deliver a report, but an experienced advisor gives insights, strategy, and implementation support.

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Asking the Right Question

So, when you’re making your next decision, don’t just ask, “How much does it cost?” Instead, ask:

• What am I really paying for?

• What is included in this price that I might not see at first glance?

• What will this save me in time, stress, or future expense?

When you shift your focus from price to value, you make smarter, longer-lasting choices.

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Final Thoughts

Price is simple to compare. But value? That requires thought. The truth is, you’re rarely just paying for the item or service itself. You’re paying for the expertise behind it, the reliability it offers, the convenience it brings, and the confidence that it will solve your problem the right way.

The next time you’re weighing up your options, resist the temptation to focus solely on the price tag. Instead, ask yourself: What am I really paying for? Because often, the cheapest option costs the most in the long run, while the right choice delivers the value where it matters to you.

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At Josty, we help businesses uncover and communicate their true value, so customers see more than just a price tag. If you’d like to explore how to position your business on value rather than cost, get in touch with us today.

Post written by Jason Jost

Your Business is Your People

Your business doesn’t grow because of systems, processes, or products alone it grows because of people. High-performing teams are built by leaders who prioritise wellbeing, set clear direction, and foster positive culture. Attitude spreads from the top, and staff who feel valued give more of themselves in return. Too many businesses let performance slide by failing to support staff under pressure, or worse, by replacing people instead of helping them thrive again. By looking after your team, you look after your business.

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Introduction: Why People Are the Heart of Your Business

Every business leader dreams of growth, resilience, and consistent performance. We talk about strategy documents, efficiency systems, and bold goals. But behind all of that lies the one truth often overlooked: your business is your people.

It doesn’t matter if you’re building a tech start-up, running a manufacturing plant, or scaling a professional services firm your success ultimately depends on the mindset, energy, and ability of the people in your team. You can have the best plan on paper, but if your team isn’t aligned, motivated, or supported, it won’t translate into results.

The most effective leaders know that their role goes far beyond managing tasks or hitting numbers. Their real responsibility lies in shaping an environment where people feel valued, cared for, and proud of their contribution. When you get this right, performance follows naturally.

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Leadership Shapes Performance

A team’s attitude doesn’t come out of thin air. It reflects the leadership they see every day. If leaders are positive, clear, and consistent, the team will adopt those qualities. If leaders are inconsistent, disengaged, or dismissive, performance and morale will quickly unravel.

• Clarity matters. People perform best when they know what’s expected of them and why it matters.

• Consistency builds trust. When leadership behaviour is predictable and fair, people feel safe and engaged.

• Positivity spreads. The way leaders talk about challenges influences how teams respond to them.

In short: leadership is the mirror in which team culture is reflected.

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Wellbeing and Performance Go Hand in Hand

Performance isn’t just about skills or effort; it’s deeply tied to wellbeing. A stressed, unsupported, or unwell team member cannot perform at their best no matter how capable they are.

Too often, businesses see underperformance and jump straight to disciplinary measures or even dismissal. But here’s the reality: many times, the problem isn’t the person’s ability it’s their state of wellbeing.

I’ve seen too many businesses let go of talented people simply because they were going through a tough patch with health or stress. Instead of supporting them, businesses cut ties. The irony? With the right care and support, many of those employees could have been back to their best within months thereby saving the business recruitment costs and retaining valuable knowledge and skills.

Supporting wellbeing isn’t charity; it’s smart business. People who feel looked after come back stronger, more loyal, and more committed.

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Building a High-Performing Culture

High-performing teams are not built by chance, they’re built intentionally. Leaders need to consciously design and reinforce a culture where people thrive.

Key elements include:

1. Recognition and Appreciation – A simple “thank you” or public acknowledgement goes further than many leaders realise. Recognition fuels motivation.

2. Growth Opportunities – Training, mentoring, and career progression show staff they’re valued long-term.

3. Flexibility and Balance – Where possible, give people room to balance work with life. Flexibility is often repaid with greater effort and loyalty.

4. Shared Purpose – People perform at their best when they understand how their work contributes to the bigger picture.

Culture isn’t posters on the wall or values in a handbook. It’s what people feel every day at work.

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The Ripple Effect of Attitude

One of the most overlooked truths about performance is that attitude is contagious.

A negative, cynical team member can quickly bring down the energy of those around them. Conversely, one motivated, positive individual can lift the entire group. This ripple effect is why leadership behaviour is so critical because leaders set the tone.

When leaders bring energy, resilience, and focus, their teams mirror it. When leaders demonstrate care and respect, those values flow through the team. The result? Better collaboration, more innovation, and stronger outcomes for the business.

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Final Thoughts: People First, Always

At the end of the day, businesses don’t succeed because of spreadsheets, systems, or slogans. They succeed because of people who believe in the mission and are supported to do their best work.

If you’re a business owner or leader, ask yourself:

• Am I creating an environment where my team can thrive?

• Do I support my people through tough times, or replace them when challenges arise?

• Is my leadership setting the tone for the culture I want?

When you put people first, performance follows. Not only will your business see stronger results, but you’ll also build a workplace where people are proud to belong.

At Josty, we help businesses strengthen leadership and culture to unlock the full potential of their teams. If you’d like to explore how to build a high-performing, people-first business, get in touch.

Because at the end of the day, your business is your people.

Post written by Jason Jost

The CEO's Playbook: Winning Business Strategy for 2035

In today's rapidly changing global economy, CEOs of small-to-medium businesses face a mix of unprecedented opportunities and significant risks. A long-term strategy that balances innovation, technology integration, and sustainability isn't just an option, it's essential for survival and growth. This playbook outlines practical frameworks and future-proofing techniques to help leaders craft a winning strategy for the next decade, ensuring growth, resilience, and a lasting competitive advantage.

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Why Strategy Demands a New Mindset

The pace of change has never been faster. Emerging technologies, shifting consumer expectations, and intensified global competition are reshaping industries, leaving little room for complacency. The strategies that worked five years ago are unlikely to be effective in the decade ahead. For New Zealand businesses, the global market is more accessible than ever, but it also brings new vulnerabilities. Digital transformation, automation, and AI are democratising opportunity while simultaneously intensifying competition. Meanwhile, sustainability and ESG (Environmental, Social, and Governance) responsibilities are now critical factors shaping investment and customer loyalty.

At Josty, we believe empowering growth requires more than reacting to trends. It demands a proactive approach to business model innovation, underpinned by clear strategic planning, robust leadership development, and a commitment to continuous corporate development. The next decade will reward businesses that blend market analysis, data analytics, and risk management with a culture of agility and resilience.

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Core Elements of a Winning Business Strategy

A long-term strategy provides stability and direction in a world defined by volatility and uncertainty. Key factors driving this need include:

• Globalisation: SMEs must both compete globally and defend against international competitors in local markets.

• Technological disruption: Technology presents both a risk (e.g., cybersecurity threats) and an opportunity (e.g., automation).

• Customer expectations: Modern consumers demand innovation, sustainability, and digital-first experiences.

Future-proofing your business is about adaptability, not just efficiency. You must invest in innovation to stay relevant and build resilience into your operations by diversifying supply chains and adopting flexible business models.

Here are the core elements to focus on:

• Market Analysis and Foresight: A deep understanding of the market is the foundation of strategic planning. Use data analytics to track customer needs, competitor moves, and industry shifts. Conduct regular market analysis and invest in scenario planning to test the resilience of your strategy against multiple futures.

• Technology Integration and Digital Transformation: Digital tools are no longer optional. Implementing automation can reduce costs, while leveraging AI can enhance forecasting and customer personalisation. Prioritise cybersecurity to protect your business in a digital-first world.

• Building Competitive Advantage Through Leadership and Culture: A winning strategy is executed by people. Strong leadership and a resilient organisational culture are crucial differentiators. Foster a culture of innovation, invest in leadership development at every level, and encourage cross-functional collaboration to enhance agility.

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Practical Frameworks for the Next Decade

• Data-Driven Decision-Making: Data analytics is a central driver of business innovation. Leaders must embed data into everyday decision-making, using analytics for predictive modelling and customer insights.

• Sustainability and ESG Considerations: Sustainability is no longer a choice it's a requirement from investors, customers, and regulators. Embedding ESG principles into your strategic planning can drive efficiency and enhance brand reputation.

• Risk Management and Adaptability: The only certainty about the next decade is uncertainty. Build risk management into your strategy by identifying key risks, creating contingency plans, and building flexibility into your organisational structure to pivot quickly.

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Emerging Trends Every CEO Must Watch

• AI, Automation, and Data Analytics: These technologies will redefine industries, driving efficiency and unlocking new opportunities. Businesses that embrace them early will establish a significant competitive advantage.

• Talent Management and Leadership Development: Future success hinges on your people. Retaining top talent requires a focus on organisational culture, flexible work models, and continuous leadership development.

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Expanding the Playbook: Strategic Priorities

• Customer-Centric Innovation: Place your customers at the heart of every decision. Use technology for personalisation and build feedback loops to act on customer insights in real-time.

• Strategic Partnerships and Ecosystems: No business operates in isolation. The future will reward companies that build strong ecosystems of partners and suppliers. Explore cross-industry alliances and consider mergers and acquisitions to accelerate growth.

• Agility in Business Model Innovation: The ability to pivot quickly will define the winners of 2035. Treat business model innovation as an ongoing process, whether through new subscription models, platform strategies, or hybrid operations.

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A 10-Step CEO Action Plan for 2035

1. Define Your Long-Term Vision: Create a clear strategic direction for the next decade.

2. Conduct Deep Market Analysis: Use data analytics to understand customers, competitors, and regulatory changes.

3. Prioritise Digital Transformation: Invest in automation, AI, and cybersecurity as core enablers.

4. Embed ESG into Strategy: Align operations with sustainability goals.

5. Strengthen Organisational Culture: Build a culture of innovation, wellbeing, and leadership development.

6. Diversify and Build Partnerships: Reduce dependency on single suppliers and explore collaborations.

7. Adopt Agile Business Models: Be ready to pivot with new revenue streams and offerings.

8. Build Robust Risk Management Frameworks: Prepare for supply chain, financial, and technology disruptions.

9. Set Measurable KPIs and Governance: Track progress with clear metrics and leadership accountability.

10. Commit to Continuous Adaptation: Treat your strategy as a living framework, refined regularly to align with new trends.

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Final Thoughts: Building the Strategy for 2035

The path to 2035 won't be linear. The challenges of globalisation, technological disruption, and sustainability will continue to reshape industries. However, with the right long-term strategy, small-to-medium New Zealand businesses can thrive.

At Josty, we are committed to empowering growth and securing success for businesses across New Zealand. Our expertise in strategic planning, leadership development, and corporate advisory equips SMEs with the tools they need to build winning strategies for the decade ahead. The next 10 years will reward organisations that act boldly, innovate consistently, and cultivate resilience at every level.

Post Written by Jason Jost

Protecting Brand Reputation from Employee Actions

 

How Employee Behaviour Impacts Business Reputation

Introduction

Brand reputation is often thought of as something that lives online: the reviews on Google, the posts on LinkedIn, the comments left on Facebook. While those are important, the reality is that your brand reputation exists everywhere your logo is seen. When your employees wear company uniforms, use branded apparel, or drive vehicles with your business name on them, they are acting as brand ambassadors in public. Their behaviour, positive or negative, shapes how the public perceives your organisation.

This is a risk many leaders underestimate. Reputation can be damaged not by what happens in the boardroom but by what happens in a carpark, a café, or at after-work drinks. Unlike a controlled marketing message, these are unfiltered moments of truth that leave lasting impressions.

It is worth asking: are your employees unintentionally damaging your brand’s reputation through their actions in public? This question is not about distrust; it is about recognising the connection between personal conduct and organisational identity. Leaders who fail to address it risk allowing one individual’s poor decision to overshadow years of careful brand building.

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The Hidden Risks of Visibility

Uniforms, branded apparel, and company vehicles are powerful marketing tools. They extend visibility, reinforce professionalism, and signal trust. Yet visibility comes with responsibility. When your name is on display, the public no longer separates the individual from the organisation.

Consider these scenarios:

• A branded vehicle parked illegally in a disabled space. To the passer-by, it is not the driver at fault it is the company whose name is on the side of the car.

• An employee misbehaving during after-work drinks while still in uniform. The personal actions of one person reflect directly on the organisation.

• A staff member wearing company clothing while cutting into a queue or arguing in a café. The brand becomes associated with rudeness or disregard.

Each of these examples demonstrates how quickly reputation can be undermined. The damage does not require headlines in the media. A single negative interaction can shift public perception in a local community. When multiplied, these moments can erode trust and credibility, undoing the work of your marketing and sales teams.

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Social Media Amplification

In today’s environment, these issues rarely remain private. Smartphones and social media create an always-on public lens. A single poor decision can be recorded, shared, and amplified within minutes.

Imagine an employee in uniform engaging in a heated argument. Ten years ago, perhaps only a handful of witnesses would have seen it. Today, one bystander can post a video that reaches thousands or even millions overnight. The commentary that follows often connects the incident directly to the company’s brand, not the individual.

The same risk applies online behaviour. If an employee posts inappropriate or offensive content while wearing branded clothing in a photo, or with a company vehicle visible in the background, the link to your organisation is unavoidable. Social media collapses the boundary between personal and professional actions, and businesses that ignore this reality put their reputation at risk.

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Lessons from the Navy

In the Navy, there is a strong and consistent message: when you are in uniform, your actions represent the Navy itself. Whether on duty or not, sailors are reminded that the public views them as ambassadors of the service. Leadership continually reinforces this principle, ensuring that behaviour aligns with the values and reputation of the organisation.

This disciplined approach provides an important lesson for business leaders. While most companies do not emphasise conduct outside of work hours, the reality is the same: when your brand is visible, your organisation is being judged. Employees must understand that their actions reflect not only on themselves but on the business as a whole.

Unfortunately, many businesses fail to provide this clarity. Employees may not realise that their behaviour in public has reputational consequences. Without leadership setting expectations, they are left to assume that what happens outside of work is irrelevant. The Navy shows us the value of clear communication, consistent reinforcement, and collective accountability. Businesses should adopt a similar mindset.

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Framework for Business Leaders

Protecting your brand from reputational damage requires more than hoping employees will act appropriately. It requires leadership, systems, and culture. Below is a simple five-step framework to guide business leaders:

1. Set clear behavioural expectations

   • Make it explicit: when wearing uniforms, using branded vehicles, or otherwise representing the business, employees must act professionally.

2. Train and educate staff

   • Go beyond policies. Provide training sessions that connect personal actions to brand impact, using real-life scenarios for context.

3. Reinforce accountability through recognition

   • Highlight positive examples. When employees act as excellent brand ambassadors, acknowledge and celebrate it. Reinforcement builds culture.

4. Monitor and respond quickly to issues

   • Address incidents promptly, whether minor or major. Silence or inaction sends the wrong message and weakens accountability.

5. Lead by example

   • Leaders must model the behaviour they expect. If executives or managers disregard the standards, employees will follow suit.

By applying this framework, organisations can move from reactive reputation management to proactive reputation protection.

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Conclusion

Reputation is fragile. It is built slowly but can be damaged instantly. Employees, whether they realise it or not, are brand ambassadors every time the logo is visible. Their behaviour on the road, in public spaces, at social events, or online shapes how others see your business.

The risks are real: a branded car in the wrong place, a uniform at the wrong event, or a photo on the wrong platform can create a negative association that undermines customer trust. Yet with leadership, clear expectations, and training, businesses can turn this risk into a strength. Employees who understand their role as brand ambassadors can actively enhance reputation, building trust and credibility in the community.

At Josty, we believe protecting brand reputation starts with culture and leadership. Businesses that take this seriously not only avoid reputational harm but gain a powerful advantage in trust and visibility.

If you would like to explore how to strengthen your policies, training, and culture to ensure your team represents your brand positively, contact Josty today.

The Art of the Upsell: Sales Advisory for Hidden Revenue

The fastest path to business growth is often through your existing customers, not new ones. By taking a sales advisory approach, you can uncover hidden revenue through strategic upselling and cross-selling. This blog will explore why simple transactional selling fails and how frameworks like solution selling can generate long-term revenue.

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From "Is That All?" to Strategic Growth

For many businesses, sales is a simple transaction. You get an order, you fulfill it, and you ask, “is that all?” This approach is a missed opportunity. It closes the door on further value and leaves money on the table. Think of the difference between a simple transaction and McDonald’s famous "Would you like fries with that?" a small question that has generated billions in extra revenue. In the world of B2B sales, the opportunity runs even deeper.

I once got a call from a customer who needed a battery charger. Instead of just taking the order, I asked a few questions and discovered they didn’t just need a charger they needed a complete system, including a cabinet, breakers, batteries, and commissioning. What could have been a low-value sale became a full project because I took on a sales advisory role.

The key to upselling is not to push unnecessary extras, but to uncover and solve your customers' unmet needs.

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Why Upselling Matters for Business Growth

Acquiring new customers is expensive. It requires significant investment in marketing, lead generation, and long sales cycles. In contrast, expanding with your existing customer base is incredibly cost-effective. They already know and trust your brand, so selling them additional solutions reduces your costs and increases profit margins. A customer who buys once may generate a small amount of revenue, but one who continues to engage in upsells and cross-sells becomes a high-value, long-term partner, dramatically increasing their lifetime value.

The transactional “is that all?” approach fails because customers don’t always know what they need. By asking deeper, consultative questions, you get a clearer picture of their full project or challenges and can identify revenue opportunities they haven’t considered. This shifts your role from a simple vendor to a trusted advisor.

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Sales Advisory: A Framework for Hidden Revenue

A sales advisory approach transforms the sales process from a transaction into a strategic partnership. Instead of just selling products, you become a problem-solver.

Consultative Selling

This method puts the customer's needs first. By taking the time to understand their challenges, you can build trust and credibility. This helps you identify gaps and opportunities for value addition across their business, positioning you as an advisor rather than a supplier.

Account Management and Growth Planning

Effective account management goes beyond just maintaining an account; it involves actively nurturing it for growth. This includes:

• Scheduled account reviews: Discussing upcoming projects and long-term goals.

• Opportunity mapping: Identifying where your products or services could align with their business pipeline.

• Proactive engagement: Don't wait for them to call you. Anticipate their needs and initiate the conversation.

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Practical Strategies for Upselling and Cross-Selling

Strategic upselling is relevant, and customer focused. It happens when you:

• Map the customer journey: Identify natural points for upselling, such as during onboarding or when they are due for an upgrade.

• Use solution bundling: Create more value by grouping products or services into convenient bundles that simplify the customer's experience.

• Leverage data: Use your customer relationship management (CRM) tools to analyze purchase history, usage data, and customer segmentation to tailor your offers.

Cross-selling expands the relationship across new categories. It works best when it follows structured frameworks like Solution Selling or Land and Expand. The goal is to provide a complete solution to the customer’s challenge.

In my own experience, this has led to incredible results. What started as supplying products to a customer for their equipment once turned into hiring out our test facility to them. This created a completely new revenue stream and transformed the relationship.

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Empowering Growth, Securing Success

The art of the upsell and the power of cross-selling are not about quick wins. They are about building sustainable business growth through stronger customer relationship management. Too many businesses rely on weak tactics like "is that all?" which fails to deepen customer relationships.

For your business, the message is clear: hidden revenue opportunities are already within your existing customer base. By strengthening account management, mapping the customer lifecycle, and building trust, you can unlock these opportunities and secure lasting success.

At Josty, our focus is on helping businesses like yours master these practices. If you're ready to move beyond transactional sales and discover how sales advisory can transform your results, now is the time.

Is Good Customer Service Slowly Dying?

These days, it feels like the simple act of receiving good customer service is becoming rarer and rarer. For every positive experience that leaves us impressed, there are multiple poor experiences that frustrate us, waste our time, and erode our trust.

What concerns me isn’t that businesses sometimes get things wrong as mistakes are inevitable. It’s how they handle those mistakes that seems to be slipping. Instead of receiving genuine apologies or meaningful solutions, we are often met with defensiveness, excuses, or, worse still, complete indifference. Even when a response does come, it’s frequently scripted, insincere, and designed to close the complaint quickly rather than resolve the underlying issue.

This shift raises an uncomfortable question: is good customer service slowly dying?

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The Hard Truth About Bad Service

Here’s the reality: bad customer experience equals lost customers.

Yet, too many businesses act as if customer loyalty is unconditional, as though we’ll tolerate delays, poor communication, and empty apologies because it’s too hard to switch. That might be true for a little while, but customers today have more choices than ever. Competitors are only a click away. And with online reviews and social media amplifying every experience, the cost of poor service is far greater than just losing one customer. It can create a ripple effect that damages a brand’s reputation for years.

Businesses that fail to acknowledge this are playing a dangerous game. Customer service is no longer a nice-to-have. In many industries, it is the only sustainable differentiator. Products can be copied. Pricing strategies can be matched. Technology can be replicated. But the experience customers have with your people that’s much harder to duplicate.

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Where Leadership and Culture Fit In

When I think about why customer service is deteriorating, the finger often points at leadership and culture. If leaders don’t genuinely believe that customers matter, the message quickly trickles down. When leadership is focused only on short-term cost cutting, service becomes the first corner to cut.

Culture plays an equally powerful role. If staff feel unsupported, undervalued, or constantly pressured to move on to the next task, it’s unrealistic to expect them to deliver warm, attentive service. On the other hand, when culture is built on ownership, pride, and a genuine desire to help, employees are empowered to go beyond the script and truly serve the customer.

The organisations that stand out are those where leaders don’t just say customers come first, they live it. They set the tone by listening to complaints instead of brushing them aside. They reward behaviours that build trust, not just those that hit targets. And they treat service as part of the brand promise, not just the cost of doing business.

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The Illusion of Efficiency

Another factor is the rise of automation and outsourcing. While technology has the potential to make service more seamless, it too often strips away the human element. Chatbots that can’t resolve an issue, endless phone menus, or offshore call centres with no authority to make decisions are examples of efficiency on paper that result in frustration in reality.

The drive to save costs in the short term has blinded many organisations to the long-term damage these models cause. Efficiency should never come at the expense of effectiveness. Customers don’t remember how quickly you answered the call if you didn’t actually solve their problem. They remember whether you cared enough to fix it.

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The Questions Leaders Must Ask

If customer service really is dying, then leaders need to look in the mirror and ask some uncomfortable questions:

• Are we setting the right tone in our organisations for how customers should be treated?

• Do we see complaints as an inconvenience, or as an opportunity to earn back trust?

• Are we listening to the experiences of our frontline teams, who often know the customer’s pain points better than anyone else?

• And most importantly, do we understand that every single negative interaction carries consequences far beyond that one transaction?

Because here’s the truth: you can spend millions on marketing, branding, and advertising. But one bad service experience can undo it all.

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Why Businesses Can’t Afford to Ignore This

Customer service isn’t just about solving problems; it’s about creating trust. Every time a business dismisses a complaint, makes excuses, or offers a hollow apology, it erodes that trust. And once trust is gone, loyalty follows.

The companies that will thrive in the future are not necessarily those with the best products or the cheapest prices but those who treat customers with respect, empathy, and consistency. They will be the ones who see complaints not as a cost but as an opportunity to learn and improve. They will be the ones who invest in their people, because empowered and valued employees create empowered and valued customers.

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Final Thought

Good customer service may be dying, but it doesn’t have to. It is within every leader’s power to breathe life back into it. That starts with culture, accountability, and the courage to treat customers not as transactions but as people.

But if businesses continue to ignore the warning signs, if they continue to believe that customers will tolerate poor experiences without consequence, then customer service won’t just die quietly. It will take those businesses down with it.

Good customer service isn't a luxury it's your most powerful competitive advantage.

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If your business is ready to transform its customer experience and build a culture of trust and excellence, Josty can help.

We work with leaders to design and implement strategies that turn your customer service from a cost center into a growth engine.

Find out how Josty can help you earn lasting customer loyalty at josty.nz.

Why a Custom App Is Now a Business Necessity for SMEs

 

The idea of building a custom app was once a luxury reserved for large corporations. For years, small and medium-sized enterprises (SMEs) relied on off-the-shelf software because it was quick and seemingly affordable. However, the business landscape has shifted. In a digital-first world, a custom app is no longer a luxury, it's a business necessity.

SMEs face unique challenges that one-size-fits-all software often can’t solve, leading to inefficiencies, duplicated work, and poor customer experiences. In contrast, custom solutions are designed to tackle your specific pain points, creating tools that are scalable, secure, and aligned with your long-term strategy. For instance, a café can use a bespoke ordering app to simplify customer engagement and reduce wait times, while a manufacturer can use a tailored data collection platform to reduce bottlenecks. These custom applications don't just solve problems; they drive both efficiency and revenue.

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The Shift from Off-the-Shelf to Custom Apps

Off-the-shelf software, despite its initial low cost, often creates more problems as a business grows. These tools force you to adapt to their rigid frameworks, can be difficult to integrate with existing systems, and often come with hidden costs from licensing and workarounds. Ultimately, relying on generic software can put you at a competitive disadvantage. A custom app eliminates these constraints by being built specifically for your workflows, ensuring long-term adaptability.

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A Custom App Delivers Tangible Benefits

A custom app is a strategic investment with significant long-term ROI. While the initial cost may seem high, a cost-versus-ROI analysis tells a different story. Reduced inefficiencies lower labor costs, improved customer experience increases retention, and automated processes cut down on errors. Over time, the total cost of ownership of a bespoke solution is often lower than continually patching off-the-shelf systems.

Beyond cost, a custom app provides a decisive competitive advantage. It enables you to deliver tailored offerings and seamless user experiences that generic software can't. In a market that expects personalization, this ability to pivot quickly is critical for growth.

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Key Advantages of Custom Development

Operational Efficiency: Custom applications eliminate unnecessary steps and automate routine tasks, ensuring smooth data flow across departments.

Data Collection & Business Intelligence: A custom data collection platform provides real-time insights, allowing you to make informed decisions, forecast trends, and identify new opportunities.

Security & Compliance: Custom apps, built with your specific compliance requirements in mind, offer better data security than off-the-shelf software with broad vulnerabilities.

Scalability for Growth: Unlike generic software that can hit performance ceilings, a bespoke solution grows with your business, whether you're expanding into new regions or adding new product lines.

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Busting Common Misconceptions

“They’re Too Expensive”: The initial outlay is an investment that provides long-term ROI by reducing inefficiency and increasing customer loyalty.

“They Take Too Long to Build”: Agile development practices make custom software development faster than ever, with working versions often delivered in a matter of weeks.

“Only Enterprises Need Them”: Today’s SMEs face the same digital pressures as large corporations. Custom apps are no longer optional they are the tools that level the playing field.

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How Josty Helps SMEs

At Josty, we work as a consulting partner, not just a development agency. We guide SMEs through the entire process, from discovery workshops to agile development and ongoing support. We help you navigate the choice between off-the-shelf and custom solutions, ensuring you make an informed, future-proof decision.

Ultimately, a custom app is about building the future of your business. If your SME is facing bottlenecks or struggling to differentiate, now is the time to consider a custom app.

Are You Project-Ready? 5 Questions to Ask Before You Hire a Consultant

Hiring a consultant can be a game-changer for your business, providing the expertise, focus, and fresh perspective needed to tackle a critical project. Whether you're launching a new product, upgrading IT systems, or entering new markets, the right partner can accelerate your success.

However, a common pitfall we've seen at Josty is businesses engaging consultants before they're truly project ready. This lack of preparation can lead to stalled projects, wasted money, and frustrated teams. Being project-ready means more than just having an idea; it means your business has clarified objectives, aligned stakeholders, allocated resources, and created a solid foundation for collaboration. Without this essential groundwork, even the best consultant will struggle to deliver the outcomes you expect.

At Josty, we believe in setting businesses up for sustainable success. That's why we've developed a simple checklist of five critical questions to help you assess your readiness. By asking these questions before you hire, you'll protect your investment, avoid wasted time, and maximize the value of your consultant engagement.

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The 5 Questions to Ask Before You Hire a Consultant

1. Do You Have Clarity on Your Project Objectives?

A consultant can't help you reach your destination if you don't know where you're going. The first step to project readiness is having clear, measurable objectives. Vague statements like "we need to improve operations" are not objectives, they are ambitions.

Why clarity matters:

• Consultants need a clear anchor for their recommendations.

• Ambiguity leads to scope creep, budget overruns, and conflicting expectations.

• Clear objectives allow you to measure success and hold everyone accountable.

Checklist for clarity:

• What specific problem are we solving?

• What outcome would define success?

• Are the objectives SMART (Specific, Measurable, Achievable, Relevant, Time-bound)?

Example: Instead of "upgrade IT systems," a clear objective is: “Implement a new ERP system within 12 months to improve inventory accuracy by 30% and reduce order fulfillment time by 20%.”

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2. Can Your Current Team Balance Operations and the Project?

This is one of the biggest reasons businesses fail with consultants: they expect staff to maintain daily operations while simultaneously leading a major project. Your team may be talented, but their bandwidth is finite.

We've seen this play out countless times. In one case, staff were asked to manage customer service and a system upgrade at the same time. The result? Customers were neglected, staff burned out, and the project was eventually abandoned.

Key considerations:

• Do we have the capacity to take on a project without sacrificing performance?

• Who will be responsible for project leadership?

• Will we need external support for backfilling daily roles?

• Are we willing to dedicate internal champions who can work alongside the consultant?

The framework: Think of a project like rowing a boat. If half your crew is also trying to bail water, the boat will move much slower or worse, it might sink. Consulting works best when clients allocate dedicated time and people to collaborate with external experts. Business readiness means honestly assessing your team's capacity to avoid the trap of asking a consultant to carry the full weight of the project alone.

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3. Have You Defined Scope, Timelines, and Resources Realistically?

Projects often collapse not because of poor consulting, but because of unrealistic planning. One of the first things we assess at Josty is whether a client has a grounded definition of their scope, timelines, and resources.

Common pitfalls:

• Expecting "too much, too fast" (e.g., launching into new markets in six weeks with no research).

• Underestimating the budget (e.g., expecting an enterprise-grade solution on a small-business budget).

• Overloading the scope (e.g., trying to roll out three new systems at once).

Business readiness questions:

• Is the scope clearly defined and agreed upon?

• Have we built in contingency for time and budget overruns?

• Are our expectations aligned with industry benchmarks and consultant recommendations?

• Do we have a resourcing plan for people, technology, and funding?

A consultant thrives in a structured environment. Without a defined scope, timelines, and resources, they spend their time firefighting instead of delivering value.

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4. Do You Have Internal Alignment and Stakeholder Buy-In?

Even the best project plan can fall apart if internal stakeholders aren't aligned. We've worked with businesses where one department is excited about change while another fiercely resists it. The consultant gets caught in the middle, and momentum is lost.

Signs of poor alignment:

• Conflicting messages from leadership.

• Teams treating the project as "management's idea" rather than a shared initiative.

• Stakeholders withholding cooperation until they see proof of benefit.

Business readiness checklist:

• Have all relevant departments been consulted in the early planning stages?

• Has leadership agreed on the importance of this project?

• Are communication channels in place to keep everyone informed?

Part of being project-ready is ensuring a united front. Consultants cannot replace leadership buy-in. If your leaders are divided, staff will mirror that uncertainty. Hold an internal readiness workshop to clarify roles, address concerns, and create a sense of shared ownership.

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5. Are You Prepared to Collaborate Effectively with a Consultant?

Finally, ask yourself: are you ready to treat your consultant as a partner rather than a vendor? Many businesses view consulting as a "handover" exercise: "Here's the problem, fix it." But sustainable outcomes only happen when the client collaborates actively.

Effective collaboration requires:

• Transparency: Sharing the full picture, not just selective information.

• Responsiveness: Making decisions promptly when consultants need input.

• Trust: Respecting the consultant's expertise while contributing your business knowledge.

• Accountability: Recognizing that project outcomes are shared, not outsourced.

The business readiness mindset is this: you don't hire a consultant to "do the project for you." You hire them to accelerate, guide, and strengthen your project journey. The consultant brings external expertise, but you bring the critical context, commitment, and execution capacity.

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Final Thoughts: The Reality of Project Readiness

Engaging a consultant can be a turning point for your business, but only if you're ready. The five questions in this guide reflect the real-world challenges we’ve seen businesses face at Josty: unclear objectives, over-stretched teams, unrealistic timelines, weak stakeholder buy-in, and poor collaboration.

By asking yourself these questions, you're not just protecting your investment, you're empowering growth and setting yourself up for success. Readiness doesn't mean perfection; it means clarity, alignment, and commitment.

The question isn’t just whether you need a consultant. The real question is: are you project-ready?

Structured vs Ad-hoc IT Systems: A Foundation for Business Growth

 
Many small and medium-sized enterprises (SMEs) and startups begin their journey with a focus on core business activities: building products, finding customers, and managing cash flow. Technology is often an afterthought, resulting in an ad-hoc IT system with a patchwork of quick fixes and cheap tools that serve immediate needs. This approach may work at first, but as a business grows, it creates significant inefficiencies, security risks, and a major barrier to scalability.

A structured IT system, by contrast, is a deliberate, strategic investment. It is an IT architecture designed from day one to align with your business planning, support your processes, and scale with your growth. While it may seem like a luxury for a new business, a structured system is the most cost-effective and resilient approach in the long run.

The reality is that unstructured IT costs far more than you think. From my own experience as an ICT manager, I’ve seen how much time, money, and effort is needed to untangle ad-hoc IT chaos. The difference a structured system makes is transformative it boosts productivity, reduces risk, and ensures a business can scale with confidence. This blog post explores the hidden costs of ad-hoc IT and the clear benefits of a structured approach.

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The Allure of Ad-hoc IT and Its Hidden Risks

Why do so many businesses fall into the ad-hoc trap? The reasons are simple: limited budgets and the pressure to move fast. In the early stages, free or cheap tools seem like a smart way to save money. The “we’ll fix it later” mindset is common, but “later” often comes when the business is already under pressure, and the cost of fixing a messy system is far greater than the initial savings.

Without dedicated IT expertise, business owners often choose tools based on convenience rather than strategic alignment. This leads to data security vulnerabilities, as systems lack proper backups and security protocols, leaving sensitive information exposed. It also creates integration failures, where different tools don't communicate, forcing staff to do duplicate, manual work. Over time, these inefficiencies erode productivity and lead to staff frustration. The costs become unpredictable, as businesses constantly spend money on emergency fixes instead of planned, strategic investments.

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Key Benefits of Structured IT

A structured IT system is more than just hardware and software; it's a foundation for success.

• Scalability: A structured system allows you to add users, locations, or new services seamlessly. For a growing retailer, this means expanding to a new store without rebuilding the entire IT infrastructure.

• Cost Efficiency: With a clear IT roadmap, you can make planned, predictable investments. This eliminates the expensive firefighting and reactive spending that plague ad-hoc systems.

• Security: By embedding security and compliance from the start, a structured system protects your data and builds trust with customers and partners. It turns security into a business enabler, not a reactive roadblock.

• Productivity: Structured IT eliminates redundant tasks and integrates systems, allowing your team to focus on their core roles rather than troubleshooting technology. This directly translates to higher output and employee satisfaction.

• Future Readiness: Technology evolves fast. A structured system is flexible enough to adopt new tools like AI and automation without major disruption, keeping your business competitive in the long term.

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Moving from Ad-hoc to Structured

The first step in transitioning from an ad-hoc to a structured IT system is to recognize the signs that your current approach is holding you back. These include staff constantly struggling with tech, data being scattered across different devices, and rising IT costs with no clear return on investment.

Once you’ve identified the problem, you can follow a clear transition framework:

• Audit Your Current Systems: Take a complete inventory of every tool and license.

• Identify Pain Points: Find where your biggest inefficiencies, risks, and hidden costs are.

• Design a Structured Roadmap: Create a strategic plan that aligns technology with your business goals.

• Plan the Rollout: Implement new systems in phases to minimize disruption.

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Partner with Josty for Structured Growth

At Josty, we understand that many business leaders feel overwhelmed by the complexity of IT. Our role is to simplify the process and bridge the gap between your business strategy and your technology.

We offer:

• Independent IT assessments to identify risks and opportunities.

• Recommendations for a structured IT architecture that aligns with your strategy.

• Guidance on technology planning and process management.

• Practical support to implement scalable infrastructure.

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Final Thoughts: From Chaos to Confidence

Every business leader should ask: Is your IT system structured or ad-hoc? The answer is a clear indicator of your business’s ability to grow, scale, and succeed.

Ad-hoc IT may offer short-term convenience, but it eventually leads to significant costs and limits your ability to scale. Structured IT, on the other hand, is a powerful growth enabler that builds a foundation for long-term success. The investment of time and resources into a structured system pays back in productivity, security, and the freedom to grow without fear of system failure.

It’s far better to plan structure from the start than to have to retrofit it later. If your IT feels fragmented or reactive, it’s time to take action. Contact Josty today to discuss how we can help you build the technology foundation your business needs to thrive.

When the Lights Go Out: Is Your Business Ready for an Outage?

A couple of weeks ago, I had a power outage at home. It wasn’t the usual culprit, not a storm, not a car accident involving a power pole, and not a tree falling on the lines. Instead, it came down to something far more ordinary: the age of the fuses in the roadside box feeding electricity to our house.

The failure happened late at night, which was a blessing. Only a few appliances were running, and the timing meant no disruption to work or family commitments. Within 90 minutes, a linesman arrived, replaced the failed fuses, and restored the power. It was an inconvenience but not a disaster. Why? Because we were prepared.

We had backup power options, candles, and fully charged phones. The interruption was short-lived and manageable.

But that experience raised a bigger question in my mind: How would your business cope with a 90-minute outage?

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Why Preparation Matters

For a household, a short outage is a nuisance. For a business, even a brief interruption can mean serious consequences. A 90-minute power cut might not sound long, but consider what could happen in that timeframe:

• Lost sales: A café, bar, or restaurant could lose peak service revenue. Customers might walk out, and you may never see them again.

• Interrupted operations: Manufacturers or workshops could face stalled production, equipment resets, or even wasted raw materials.

• Customer dissatisfaction: If your business relies on online platforms, call centres, or deliveries, clients may experience delays or failed transactions damaging your reputation.

• Data risks: If systems shut down without warning, unsaved data or corrupted files could add hours (or days) of recovery work.

The reality is that every business is more dependent on power than it often realises not just for keeping the lights on, but for keeping operations smooth, customers happy, and teams productive.

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What Businesses Can Learn from a Small Outage

 My brief experience at home illustrates a critical point for business leaders: outages don’t always come with warnings, and they’re not always dramatic. Sometimes it’s the small, ageing piece of infrastructure, like a fuse, that can suddenly put everything on hold.

This is where business resilience planning comes in. It’s not about imagining once-in-a-lifetime disasters but about anticipating the everyday failures that are far more likely to occur.

Ask yourself:

• Does your business have backup power solutions such as UPS systems or generators?

• Are your staff trained to handle outages safely and efficiently?

• Do you have contingency plans for customer service when systems go offline?

• How quickly can your business bounce back from even a 30–90 minute interruption?

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Turning Risk into Strategy

At Josty, we work with businesses to uncover the vulnerabilities that could quietly erode performance or profits. A 90-minute power cut might be rare, but the ability to withstand and adapt to disruptions is what separates resilient businesses from fragile ones.

Resilience is not just about technology; it’s about culture and strategy. Do your people know what to do? Do your processes allow for quick pivots? Do your systems have redundancies built in?

The outage at my home was a reminder that resilience isn’t about avoiding every problem it’s about being prepared enough that when problems come, they don’t knock you off course.

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Final Thoughts

A power outage at home may only cost you a couple of candles and a late-night wait for the linesman. But in business, the same event could mean lost sales, unhappy customers, wasted stock, or shaken confidence in your reliability.

So, here’s the challenge: if your business faced a 90-minute outage tomorrow, would you be ready?

At Josty, we believe that resilience planning is not optional, it’s a performance driver. Preparing for the unexpected allows businesses to protect their bottom line, strengthen their reputation, and deliver consistent value to customers.

The question isn’t whether outages or disruptions will happen, they will. The real question is whether your business is prepared to handle them without missing a beat.