As an industry leader in managed hosting and information technology services, Colocation America works with leading small and enterprise firms to provide proven consulting services. Working with our team of dedicated IT professionals, firms benefit from our expansive knowledge of data transfer, security, online business and network strategy. Our solid track record of success in helping firms to optimize IT infrastructure planning has earned us clients throughout the world. Look below and find out why Colocation America is the right choice to help you make informed, effective hosting decisions:
Proven Infrastructure, Latest Technology:
In working with our colocation hosting experts, well focus on the ways you can most effectively use new technology to help improve your firms operations. We work with over 200 of the countrys leading Tier-1 IP providers that give us direct connections to help you improve the speed, reliability and security of your data transfer. Whether youre looking for a more economical way to scale your existing IT infrastructure or want to shift to a more cost effective model, we can help you network scale by crafting a custom colocation hosting plan to improve the storage, transfer and security of your data. Our colocation services go well beyond just providing server space: our colocation consulting services provide you with the expertise necessary to ensure both your business and technology needs are met at the same time.
Real Time Support, Lasting Solutions:
As certified network engineers, we understand that your business cant afford to take a minute off: for that reason were here to offer you solutions that stand the test of time. Our data centers are open 24/7/365 (even on leap years) and we craft colocation hosting solutions that provide cost effective, stable infrastructure to meet your business goals. While we pride ourselves on prompt, thorough support, well be here to help support your project through an ongoing, mutually beneficial business relationship. Weve grown to become a leading provider of colocation hosting by fostering long run relationships with blue chip and small businesses, and we offer stability, expertise and reliability to ensure your business needs are fully met.
Local Focus, Global Results:
Our network support engineers work with each client on a custom, one-to-one basis to better understand their business goals. Whether you are a global firm or an expanding local entrepreneur, we can craft a plan that fits ideally with your long run business goals as you grow. We maintain data centers in the heart of some of the largest markets, including our award winning One Wilshire Los Angeles data center as well as San Francisco, New York, Chicago and New Jersey colocation centers to provide access to regional and global markets. As a result, our consultants can work with you to craft a custom colocation hosting plan to ensure 24/7 security, faster data transfer, state of the art backups and a plan to help meet your IT needs as your firm evolves.
Our Plan:
Colocation America will consult with you to better understand your current services, business challenges, future technology needs and selection criteria for choosing a colocation provider. We will then find out your colocation requirements for location, space, power and bandwidth and other factors to make your decision
Once you let us know how quickly you need to be up and running will determine Colocation America to help us match you with the best-fit colo facility in your target region. We will then research your hosting options pulling from services offered by over 300+ quality colocation data center providers by focusing our recommendation around your priorities which may include vendor preferences, price, SLA, solution reputation, region, included features, etc.
Our calculated recommendation to you include projected monthly expenses, transition costs and an explanation of all services and vendors as we may provide one or multiple alternatives to consider depending on your situation.
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International Business Savvy - Purchasing Internationally
In this International Business paradigm outsourcing and purchasing from international vendors is that the norm in Company America. Even small and medium sized businesses must be thinking here to trim prices, stay competitive and survive. With these truths unveiled perhaps I may be so bold on suggest a very sensible book, on International Buying:
"International Getting Handbook" by James M. Ashley - 1998.
There are almost too many traps to consider in international purchasing. This book spends quite a small amount of your time explaining how international sourcing in the Pacific Rim, should be understood by international purchasing agents if they hope to succeed. Finding consultants is paramount and understanding how these suppliers think is too and that is before you even get into language barriers, legal barriers, tariffs and obtaining payment to them or receiving payment. How to use brokers, clearing homes, freight forwarders and trading firms are clearly defined in this book with case studies, examples and warnings.
Importing on your won, there's a full chapter on business invoice, certificates of insurance, certificates of origin and payments in accordance with importing rules and regulations. There's also a chapter on developing a sourcing plan, finding international sources and creating international relationships; empathy, understanding, history, etiquette, friendliness, and the way to win and dine. Sub-chapters on Singapore, Taiwan, Hong Kong and South Korea, with topics on Southeast Asia, Europe - each East and West. Some discussion on Middle East, Israel, and Latin America too.
Find out how to barter with foreign partners and suppliers. How to barter with various cultures and how to document techniques, all key to international getting and well outlined during this work. The book is stuffed with contracts and things you need to grasp when contracting once you've got negotiated terms, additional importantly a way to enforce these contracts and how to think about the costs in every single clause of the contract. There's a chapter on varied laws in international business with trade quota problems and explanations of International Agreements and Associations:
?GATT
?WTO
?NAFTA
?ASEAN
?APEC
?AFTA
?ATPA
?OECD
?CCET
?CBERA
?CCET
?CBERA
?IBCC
Next, the book describes the vital issues of quality when addressing foreign suppliers and a way to manage accounts payable, letters of credit and managing of adjusting currency exchange rates. This is often the most effective International Getting Book that I have ever seen and thus it resides as a reference book on my personal business library shelf. I recommend you go and find the newest printing a pick one up for yourself.
Related International Consulting Articles
"International Getting Handbook" by James M. Ashley - 1998.
There are almost too many traps to consider in international purchasing. This book spends quite a small amount of your time explaining how international sourcing in the Pacific Rim, should be understood by international purchasing agents if they hope to succeed. Finding consultants is paramount and understanding how these suppliers think is too and that is before you even get into language barriers, legal barriers, tariffs and obtaining payment to them or receiving payment. How to use brokers, clearing homes, freight forwarders and trading firms are clearly defined in this book with case studies, examples and warnings.
Importing on your won, there's a full chapter on business invoice, certificates of insurance, certificates of origin and payments in accordance with importing rules and regulations. There's also a chapter on developing a sourcing plan, finding international sources and creating international relationships; empathy, understanding, history, etiquette, friendliness, and the way to win and dine. Sub-chapters on Singapore, Taiwan, Hong Kong and South Korea, with topics on Southeast Asia, Europe - each East and West. Some discussion on Middle East, Israel, and Latin America too.
Find out how to barter with foreign partners and suppliers. How to barter with various cultures and how to document techniques, all key to international getting and well outlined during this work. The book is stuffed with contracts and things you need to grasp when contracting once you've got negotiated terms, additional importantly a way to enforce these contracts and how to think about the costs in every single clause of the contract. There's a chapter on varied laws in international business with trade quota problems and explanations of International Agreements and Associations:
?GATT
?WTO
?NAFTA
?ASEAN
?APEC
?AFTA
?ATPA
?OECD
?CCET
?CBERA
?CCET
?CBERA
?IBCC
Next, the book describes the vital issues of quality when addressing foreign suppliers and a way to manage accounts payable, letters of credit and managing of adjusting currency exchange rates. This is often the most effective International Getting Book that I have ever seen and thus it resides as a reference book on my personal business library shelf. I recommend you go and find the newest printing a pick one up for yourself.
Related International Consulting Articles
Strategic Relationship Onboarding
You've heard the old adage that people don't leave jobs, they leave managers. I wonder, during employment, how or what do people learn about how their company builds and values relationships? We teach new hires all about our company, products, services, maybe even competitive landscape and key market trends, yet seldom do we help employees understand how to build strategic relationships within as well as external to our company! I've seen both formal and informal mentoring programs that are world-class in every aspect of their design, development and delivery, yet are missing this crucial component.
Is it because we assume new employees should already have learned this skill? If they came from a Big Name organization, do we assume they learned these skills there? Or do we not think it's an important topic simply because a new hire is outgoing, or their specific job doesn't require building relationships?
Guess what? All three are flawed assumptions. In our consulting work with public and private companies, large and small, we see employees of varying business stature reach a job or a career plateau, get bored and leave because they lack the willingness and ability to build strategic relationships – in their teams, departments, across the organization, as well as externally with key market influencers.
As such, here are ten (10) best practices for helping new employees – at any level – get a running start in identifying, building and nurturing strategic relationships to drive performance and results:
Start the learning on day ONE! The first item on the agenda should be a meeting with a respected executive who clearly helps them understand that personal and professional success will not be based on a product or a service, but upon the manner in which they develop lasting relationships. Share three best practices and ask them about the relationships they want to develop during their time with the organization, vs. what they want to achieve.
Assign peer-level relationship mentors. Assign new hires to a "relationship colleague" who literally walks them around and introduces them to key influencers, and who travels or works on the project with them, to provide credibility by association. They need a peer to learn from, bounce ideas off, and relate to without the structural / authoritative pressures and the need to impress.
Help them form "Relationship Advisory Boards." Particularly at a manager level, help them develop a group of subject matter experts and experienced peers, inside and outside the organization to act as an informal panel of relationship advisors.
Institute and reward relationship coaching by managers. New hires are often trying to figure out which end is up. Although as a person moves up in the organization the hand holding will decrease, ensure appropriate expectations and a reward system that encourages coaching and teaching the value of strategic relationships by the managers.
Integrate relationship development into your management training. How do managers learn how to build relationships? Unfortunately, a lot of companies don't provide this training to new managers (kiss of death by the way!). First level managers are exactly at the right point in their careers for relationship development training, because they're open to learning. It's ideal to develop a foundation of good habits and skills early.
Raise the bar on HR's strategic relationship value. HR's role doesn't start or end with getting the candidate hired. They need to continue to reach out to employees, introducing insights on the most valuable relationships within the organization. Every new hire should think of HR as a go-to-resource and know when to call them for strategic relationship help.
Provide a relationship coach. Not every company or individuals can afford to hire an external coach. But for a high performer who may be rough around the edges, a newly promoted manager or executive, or a valuable employee or team who works remotely, it's an invaluable asset.
Provide mandatory relationship compliance training. Relationships go bad when there are misaligned expectations. If you want to reduce your legal liability, help them understand how to more effectively set the right expectations, early and often!
Develop a new hire relationship integration process. In many organizations there are cliques, due to the tenured nature of the culture, or various acquisitions and people who come with it, or people who have followed a specific manager. New hires often feel like outsiders, so conduct a new hire relationship integration process. It's a great way for a team to get to know a new teammate or manager, build early rapport, and establish mutual expectations.
Provide one relationship-centric book per month. Did you know less than 5% of Americans read more than one business book a year? Why not get a new employee off to a great start by providing them one relationship-centric book each month and ask them to present a summary at an informal "lunch & learn?" Here are my top five recommendations:
Relationship Economics by David Nour
What Got You Here, Won't Get You There by Marshall Goldsmith
The Starfish and The Spider by Ori Brafman and Rod A. Beckstrom
Six Degrees by Duncan J. Watts
Influence: The Psychology of Persuasion by Robert B. Cialdini, PH.D.
Maybe, just maybe, we'd lose less incredible talent because they were able to build lasting, trusting, and candid relationships throughout the organization.
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