Electronic Communications for the Home and Office

Ronald G. Albright

• Publisher: CRC Press
• Year: 2018
• Print ISBN: 9781315892559
• eBook ISBN: 9781351088558
• Topic: Business
• Subtopic: Management
• Index: Business

The book contains everything new online communicator would want or need. You'll find enough technical information on how everything works, but not more than you want to know. You'll find hands-on tips on what to look for in communications software. And you'll find action-provoking information on electronic and voice mnai9l, sending facsimiles without a fax machine, electronic data interchange, and how to quickly get your hands on hard-core, industrial strength information such has online services as DIALOG, BRS, Orbit, and The Knowledge Index.

   1
Jump Right In

Computer literacy will be essential for the next generation of senior executives—and their employees.

—Clemens P. Work, “The 21st Century Executive"

In this text I will, for the most part, confine our discussions to one aspect of computer productivity—the computer as an information and communications tool. You will not learn to use it for word processing, or spreadsheets, or database (though you should be using it for all these things!). Those subjects are for other books.

Too many business people, salespeople, and others in small or home business ventures are hesitant to get into computers. Though they are working with personnel and resource constraints that their competitors do not have, they are hesitant to adopt the very technology that can eliminate these barriers. Most of these people realize, on some level, that computers can streamline their operations, but, because they think that learning about and implementing computers in their business will take time and expertise that they just don’t have, they shy away.

Exposing The Arguments

In my experience, there are several arguments which crop up frequently in my discussions with business people in all areas as to why they have not become acquainted with computers. The arguments run, in their various forms, something like these:

1. “I am too busy running a business to learn about computers." My standard reply to this argument is that “one of the reasons you don’t have time to learn about computers is because you don’t use them!” In their most rudimentary uses, computers are timesaving devices. They keep track of things for us (schedules, billing) or do our repetitive tasks (dictations, mass mailings) for us much better than we can do them ourselves. Even more, they can keep track of the business world for us and help us stay abreast of what developments are important to our work much more easily than we can do it alone. Computers can, literally, be our window to the world. The application of computer technology gives us more time, not less. By not using them, we use time wastefully and inefficiently.

2. "I can hire people to use the computers for me." Perhaps your business is successful enough for you to have salaried help use computers for scheduling and billing your clients and routine correspondence. But what about for the small-business person? Even if you can afford a secretary for filing, correspondence, and record keeping, what about the other tasks computers can be doing for you? Information retrieval, electronic mail, communications, and so on? Unless you are thoroughly familiar with what can be done with computers, how can you be sure your staff—regardless of how large it is—is using your computers to their full capability? How can you expect to make intelligent buying decisions and plan for future growth if you’re not involved?

3. "I am not a programmer!” Neither am I! Nor do I see a burning need for me to become one. The applications you should be using for your computer do not require any programming experience. The programming instructions have already been done—all you need to do is to have the computer execute them, usually by your typing in a word from the keyboard.

The other arguments against learning how to use computers are equally full of holes. Despite that, the arguments against learning persist. I don’t think I have ever seen any device come into common use that has been more able to elicit this reaction, which may have something to do with fear of failure, than the computer. But we all had to learn how to drive a car and to use a calculator, a typewriter, and even more complicated tools, and the computer is just one more (big) move toward efficiency. We should try to be like our children or our neighbor’s children, who take to using computers so easily and quickly because they are not afraid to fail—nor do they worry that the learning time could be better spent doing something else.

Once we confront the arguments and apprehensions head on, we can be more realistic about learning to use computers. Accept the computer as another business tool—nothing more, nothing less. As a small-business owner, you must learn how to use every new tool at your disposal. It is your duty—to your business and yourself. Put excuses aside for the benefit of your business, your clients and, if you have them, your investors. Take the time to learn. Once you have, you will never look back, and those depending on you for their livelihoods will thank you for it.

There is one argument against learning to use computers that is not as easy to refute as the others because in many ways the argument is valid. This is the complaint that “Computers are just too difficult to learn.” Despite the fact that great advances have been made in “user friendliness,” the days of the computer as an appliance are still a long way off. Computers are not easy to learn and use. While advertisements for computers may give you the impression that you just plug them in and get to work, “it just ain’t so.” Computers are complex, powerful tools that demand training for their optimum use. It may take you hours just to get the system powered, plugged in, and started up.

Even the industry’s own gurus seem to agree. Mitch Kapor, founder of Lotus Development (a major software producer), told one audience: “Personal computers are too hard to use and, all things considered, don’t offer much to the ordinary person.” But, as a business owner, you are not an “ordinary person.” Certainly, starting up is difficult. But, once you get over the initial hump, learning accelerates rapidly. It may take several days or even weeks to get up to speed but, once there, you will start reaping the benefits of timesaving information access, enhanced communications, better record keeping, and the other well-publicized improvements in productivity. The question you have to ask yourself is, “Do I want to expend the effort?” It is a difficult question and one only you can answer. Hopefully, after reading this book, you will have a clearer idea of your answer.

Avoiding The Traps

There are three traps waiting for the small-business person who starts thinking about computerization, each trap fatal in its own way. Business owners may (1) remain interested observers on the fringe of the computer world, starving themselves of all the benefits available to themselves, their businesses, and their clients through informed, active computer usage; (2) leap into the purchase of computer equipment for business or personal use with inadequate information or on the advice of a salesperson or a well-meaning friend who has a computer (in my experience, the advice is seldom better than asking a car owner which brand of automobile to buy; seldom will you get anything other than the name of the car owner’s current brand), or (3) buy a computer, based on whatever information they have available, but then confine and limit it to one application (billing, word processing, or spreadsheets) and ignore the computer’s full potential as a communications and information access tool.

All three situations can lead to trouble. In the first, the business person falls further behind in knowledge and experience and continues to add to a store of “they sure look complicated to me” observations. The more of these the person accumulates, the harder it will be to finally move forward to start learning how to use the machines. The mystery, if left to time and sporadic encounters, may grow to such immense proportions that the resolution to finally sit down and use a computer will never come, because the experience would be just too overwhelming to consider.

The second trap is even, potentially, more costly. A well-meaning friend or co-worker who owns a computer will extol the virtues of his or her machine as being the ideal. Such friends will elaborate on how they have used their computers to perform wondrous tasks (which will appear to be wondrous to the uninitiated) and each will tell you that his or her machine is all anyone could ever need or want. Seldom is that the absolute truth. While acquaintances who own computers can help you get a feeling for what computers can do and to allow you to learn more about computers by using their machines, seldom should they be relied upon to make decisions on buying specific brands.

Another source of biased, inadequate information is computer salespeople. The uninformed computer buyer is a computer salesperson’s dream come true. According to The Washington Post (April 1,1988), ignorance appears to be the biggest problem for small businesses of all types that are trying to automate. Nancy Stephens, executive director of the Washington Independent Computer Consultants Association was quoted as saying, “They can’t make decent comparisons unless they are familiar with the buzzwords salesmen use. They don’t know anything, and they put themselves face to face with a salesman and they’ve had it.” The real threat of computers to small businesses is the costly inconvenience of a poor investment. Stephens said small-business owners should do their computer homework before making the purchase, but they shouldn’t procrastinate. “If they’re waiting for the most perfect machine at the lowest price, they’ll wait forever. They should go ahead and get something. Then at least they’ll be able to make a more intelligent choice the second time around."

All this is not to say that computers are sold by any method worse than those used to sell other merchandise. But, without clear ideas about what you want to do with a computer, you are, generally, going to be sold more than you need (in dollars) and, often, something that does not adequately do what you require. The advice of computer marketers can be tainted by the brands they have available (and often, unfortunately, the brands they have available in the greatest stock). Further, commercial software varies in the amount of margin the dealers have to work with. Salespeople in a given store may make a larger profit on one package than on another; if they make $100 on the sale of one package and $50 on another, which do you think they might push harder? Ever have a Ford salesperson objectively assess your car needs and inform you that a Chevrolet would better fit your needs? So, unless you have a clear understanding of what you need your computer to do, you will most likely be sold what comes closest in any given computer store, whether it is the ideal solution or not.

Finally, the third trap, to buy a computer and then relegate it to the usual, more familiar tasks of word processing, scheduling, billing, spreadsheets, etc., is a waste of immense potential power and benefits. As you read on, this waste will become more apparent.

Computers are as multifaceted as a finished diamond. On one side you have word processing, on another, spreadsheet analysis of budget and forecasting. On another, billing and scheduling. Turn it over and there is communications, graphics, desktop publishing, and project management. Of course, you will probably buy a computer to attack some well-conceived tasks. However, remain open to all the possibilities a computer offers. The potential is amazing. The key is not to take on too much at once. Start with your most important application and learn it well, then add another and learn it. To buy five different applications at once and sit down to learn them simultaneously is inviting frustration, anxiety, and defeat.

None of these scenarios needs to prevail. With the information provided in this book, you will be able to make informed decisions about what you want to do with a computer in one specific arena—computer-assisted communications—and have a good idea how to go about doing it. You will not emerge from these pages as a programmer or as one ready to lead your next staff meeting in a discussion of the virtues and cost-effectiveness of computerizing. You will, however, come away with a clear sense of what computers are capable of doing for you and your business in the areas of information gathering and communications. You will be able to listen to the pitches of computer salespeople and separate truth from hype. You will be able to make informed choices on products and technologies. Most of all, you will understand computers for what they are and what they are not. They are machines—tools, if you will—that are able to enhance your capacity to manage information and to assist you in managing your business. They are not devices contrived to confuse, frustrate, or embarrass you. If you accept these facts as you read this book, its purpose will be fulfilled.

Learning From Successful Businesses

You already know what the giants of business are doing. They are jumping in with both feet when it comes to applying computers. Here’s proof. A survey commissioned by Digital Equipment Corporation (and reported by UPI) found that 9 out of 10 senior business executives believe that U.S. companies have successfully made computers a vital part of their business. Based on interviews with 320 chief executive offices (CEOs), chief operating officers, and strategic planners, the survey shows that “computers are now an integral factor in major U.S. corporations,” with applications ranging far beyond data processing. The survey also reported that

▪ An overwhelming 98 percent believe that senior executives must understand computers and “their business impact."

▪ 81 percent agreed that computer networks are “critical” to doing business abroad.

▪ 88 percent said they are using computers to increase communications.

▪ 87 percent said computers already have cut time needed to develop products.

The survey also showed that a majority (53 percent) believe that computers give them an edge in the marketplace, that is, they agreed with the statement “Computer technology provides my company with a strategic competitive edge.” At the same time, 78 percent asserted that U.S. companies are even with or leading foreign competitors in acquiring and installing computers.

Still not convinced? A survey of 701 “knowledge workers” (professionals and managers) in Fortune 500 companies was made by Honeywell Techanalysis, the research division of Honeywell, Inc. When asked what they would do with $10,000, an overwhelming 68 percent of these knowledge workers answered that they would purchase computer hardware or software. Ninety-four percent agreed that office automation gave them more time for planning and evaluation activities and enabled them to make better and more informed decisions {Management Review, May 1985).

That is what big business is doing, thinking, and planning. But you probably already knew that trend. Allow me to throw another log on the fire. According to The Yankee Group’s “Small Business Survey” released in 1988 (and reported on in Inc. magazine’s August 1988 issue), 40 percent of the fast-growing small businesses use computers to access a database inside the office and an additional 20 percent use them for the same purposes inside and outside the office. A whopping 70 percent of the fastest-growing small firms use electronic mail!

2
How Do Computers Communicate?

Every time I start to tell anyone at length about how computers can exchange information with each other, I am reminded of the story about the little boy who had a question. His father was busy at his desk with some work, and the boy bothered his father until he got his father’s attention and then asked the question. The father, trying to get some peace, asked, “Son, why don’t you go ask your mother?” And the little boy replied, “Because, Dad, I just don’t want to know that much about it!"

Maybe you don’t “want to know that much” about computer-to-computer communications, but you do need to know the basics. And that is what this chapter covers. We discuss how a modem (the little hardware device that takes a computer’s information and sends it across the phone lines) works, why modems are needed, and what to look for in buying one. We omit a lot of “hacker’s” trivia because you don’t need the minutiae. You do need a rudimentary understanding of what a modem is expected to accomplish so that you may deal with the salespeople who sell modems and also the modem itself. We also cover what your software should be able to do in conjunction with your modem.

One simple point is stressed throughout this chapter and this book. It is simply that one does not in any way have to understand how these electronic communication systems work at the most minute level to put them to use. At the end of this book, you will not be an associate member of the Honored Guild of Computer Hackers, Anonymous. They would laugh both of our applications right out the window. When I first started using computers in 1981, I had no formal computer training, and I still have never taken a computer course and am just a computer user. I know how to turn a computer on, load my commercial software, and use it to benefit my business. I do not know the architecture of my computer’s chips, or how to solder in replacement chips, or anything of that nature. I have learned, through practice, how to operate spreadsheet, database, wo...

Table of contents

• Cover
• Half Title
• Title Page
• CopyrightPage
• Table of Contents
• Foreword
• Acknowledgments
• Introduction
• 1 Jump Right In
• 2 How Do Computers Communicate?
• 3 Buying Software
• 4 Electronic Mail
• 5 Getting Information from Electronic Databases
• 6 Voice Mail
• 7 A Reasonable Facsimile
• 8 Misscellaneous Tips and Tricks
• 9 What the Future Holds
• Glossary
• Suggested Reading
• Index