So many to count...
-Management doesn't care. The Denver office is overseen by the Las Vegas GM. It was common for him to fly into Denver and fly out without scheduling any meetings with the Denver employees (other than Sales Manage or Implementation Manager).
-Office structure. The Denver office has a Sales Manager and an Installation Manager. Neither seem to have oversight of the office and can't dictate what the other does. It comes down to team members playing a role and doing their part which unfortunately didn't happen 99% of time.
-Very poor execution and installation of products. There was no set process in the 5 years so how an install would go was a crap shoot. In the last few months, a process was put in place by installers did not follow up. It often took installs 3-4 times to get things right, and after that experience, customers are not a reference and are pretty pissed off. Customers would need to elevate their concerns to upper management before anything was done correctly, and any preemptive thinking by MICROS employees at a local level (that would cost MICROS money) were either ignored or not approved by local management.
-No office process. This ties into installation of product, but as a technology company implementing technology solutions, I was amazed to see installations occur where they was no testing conducted. Hardware was unboxed on site and databases were installed onsite. I am convinced that 95% of the issues could be avoided if effort was put into testing and staging systems prior to installations.
-Limited resources to install. The installation team is overworked. The sales reps are told installations are 8-12 weeks out. The company could only install 3/4 of what I booked because of limited resources. As a rep, this caps the amount of commission I could make, and prevented me from hitting bonus levels. When a company tells a rep resources are limited for installations, it really says, "there is a cap on the amount of money you will earn this year."
-Compensation is poor. Not only is it poor, but structure of commissions is based on the office's ability to install. Commissions are not paid until the month after delivery. Example. Contract is signed Jan 1. Installation because of lack of resources can't happen till March. Equipment is delivered in March. Commission is paid in April. There are plenty of sales jobs that have higher bases that what I made total at MICROS each year (and these were very "successful years" as determined by MICROS).
-Turnover. In four years, the Denver office has had 4 general managers and 6 customer service/installation managers.
-Market perception of product. As a sales rep, I constantly was up against Aloha (Aloha's number 1 market in US is Colorado). Poor installations and experiences further hampered my ability to sell. Over the last six months, no installs could be a reference, and these installations were key wins. Key wins + poor execution = unhappy customers.
I would never buy MICROS from this office. While MICROS is globally the #1 POS company in the world, the product comes down to local talent and the ability to execute. The office is full of hard workers, but sadly, it is not done right the first time.
